Reference no: EM134042176 , Length: Word Count:750

Management, People and Teams

Managing People and Teams

Assessment Task - Case study presentation and Executive Brief

Learning Outcome 1: Assess the key principles and theories underlying management to achieve high performing organisations at projects, teams and individual levels.

Learning Outcome 2: Apply problem-solving skills to manage people in workplace conflict, performance and change scenarios.

Learning Outcome 3: Justify contemporary management strategies that ethically address people management issues in conflict, performance, and change scenarios.

Assessment Task
Prepare a professional consulting pitch in response to the case scenario provided, comprising a presentation and a 750-word executive brief. Working as a team, you will apply suitable management models and frameworks to analyse the case, and identify, evaluate and justify pragmatic recommendations for achieving the case objectives.

Context

Teams are what brings an organisation's vision to life. Strategy may be set in the boardroom, but it is realised by people coming together, contributing their knowledge, experience, and skills toward a shared goal. High-performing organisations are built this way, at the individual, team, and project levels. Relevant concepts include Team and Group dynamics.

Managing people, however, is a rarely straightforward task. Conflict emerges, performance falters, and change unsettles even strong teams. Effective managers meet these challenges by drawing on established principles, theories and frameworks to solve problems and justify strategies that are both pragmatic and ethically sound. This includes Managing Conflict and effective Performance Management.

This assessment places you in that position. Working as a team, you will analyse the given case study and develop recommendations to address its stated objectives applying your knowledge of Recruitment and Selection, Managing Talent, Developing People and Teams, and Managing Change. And because you will be doing this as a team, the assessment is also a live rehearsal of its own subject matter: managers rarely work alone, and neither will you.

Instructions

To complete this assessment task, follow these steps:

Read the Assessment 2 Case Scenario provided by your Learning Facilitator. This details your client, their challenges and objectives your recommendations must address.

Draw upon content from Modules 2, 3, 4, other module content where relevant, and research beyond the module resources. Your recommendations must be grounded in established management theory and evidenced by real-world precedent; for each case objective, at least one documented example from the literature of an organisation that has successfully achieved the same or similar.

Recorded presentation. Communicate your findings, recommendations and justification to the client.

Executive brief (750 words). In consulting practice, the pitch persuades in the room; the executive brief is what the client keeps, circulates, and acts on. You must stand alone for an executive who has not seen your presentation: your recommendations, the evidence and reasoning behind them, and any assumptions you have made. How you structure and present the brief is a professional judgement and part of what is being assessed. Tables and figures may support your brief and sit outside the word count, but they should earn their place and not be decorative. Use appropriate APA referencing throughout. Append your evidence of team process (meeting minutes, communication records, individual contributions).

Peer evaluation as managerial practice.
High-performing organisations depend on managers who can assess individual contribution honestly, against clear criteria, and grounded in evidence; one of the most consequential and most avoided responsibilities of management. In this assessment, you will practise it on the team you know best: your own. Team participation constitutes 20% of the final mark for Assessment 2, determined as follows:

Using the Group Participation Score Matrix, each team member will individually assign a participation score (1-5) to every member of the team, including themselves. Approach this as a manager would a performance review: your scores are judgements to be backed by evidence of contribution, not reflections of friendship or effort-signalling. Your self-assessment is part of the exercise, calibrating your view of your own contribution against how others experienced it as a discipline every manager needs.

Referencing

It is essential that you use current APA style for citing and referencing.