CIPS L3M4 Team Dynamics and Change Assignment Sample UAE

The procurement and supply activity in an organisation can be difficult to manage, but it’s important for individuals with responsibility there to understand how their influence on the success of teams will vary depending upon if they’re working individually or within different groups. Those who deal closely with customers day-to-day might have more opportunity than others do at getting feedback from them about what needs changing; this could lead some changes being implemented quickly while others may take longer due simply because other employees need time to learn about any new idea without feeling like experts themselves so early into its implementation period.

Things to bear in mind here are that people choose to work with others who they think will help them get their own goals met; this could be any combination of things like getting the promotion you want, securing funding for your project or simply working well as part of a team. If an individual is seen as disinterested in all aspects of procurement and supply within an organisation, others around them may see trying to work with them as a waste of time and energy; this could be perceived positively or negatively by their peers.

This course will help you to understand the procurement and supply chain processes in a broader sense. You’ll be able to learn about how different types of people, teams or organizations affect an organization’s success while also understanding what mechanisms are used by these stakeholders when faced with change management needs that arise from their dynamic environments.

You’ll be able to explore ways of how you might best deal with different stakeholders in your business based on their needs and motivations. You could also get information that helps you take control of your workload through outsourcing or contractual partnerships, for example.

This course will be of interest to those who want to learn more about how procurement and supply strategies, processes and approaches can help you achieve your organisational goals. It would also be relevant to learners who need a better understanding of types of stakeholders they might meet either individually or as part of a group.

 

 

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Assignment Task 1: Identify the personal attributes required to support overall organisational success

There is no one-size-fits-all answer to this question, as the personal attributes required to support overall organisational success will vary from individual to individual. However, in general, some of the key personal attributes that are often necessary for success include:

• Personal knowledge: It’s essential to have a strong understanding of the business and what it represents in order to make informed decisions and provide strategic direction.
• Personal values: The organisation’s values need to be aligned with those of the individual in order for them to feel a sense of purpose and commitment in their work.
• Self-development: It’s important to continuously learn and grow both professionally and personally in order to stay ahead of the curve and stay engaged.
• Collaboration: Being able to work well in a team or with others is critical in many cases, especially when working across functions and multiple sites.
• Self-awareness: An awareness of one’s own strengths and weaknesses and how they can impact their performance and relationships will help you work on your weaknesses and/or choose the right environment to leverage your strengths.
• Motivation: In many cases, success is not a quick win and requires staying the course when things get tough or challenges arise on the way. Successful professionals need to have patience and determination to achieve their goals.
• Self-confidence: It’s important to feel good about the work you do and your contributions and to have a sense of self-empowerment.

However, what is more important than any of the individual attributes listed above is one’s mindset – that is, their willingness and commitment to delivering results through or with others by adopting the right behaviours.

What it takes to be an effective leader is different for everyone. What makes a good leader really depends on the organisation, team and circumstances.

Assignment Task 2: Describe the roles of staff with devolved responsibilities for procurement and supply

Staff with devolved responsibilities for procurement and supply must ensure compliance with organisational procedures and processes.

This includes following the correct process for sourcing goods and services, seeking approvals where required, checking supplier invoices against purchase orders, and arranging payment where appropriate. Staff must also be aware of their organisation’s financial policies and procedures in relation to procurement, and adhere to these at all times.

By implementing effective procurement processes and procedures, organisations can ensure that they get the best value for money while also complying with relevant legislation. Having staff who are specifically responsible for procurement within an organisation can help to maintain this focus on efficiency and cost-effectiveness.

Those responsible for purchasing goods and services should also familiarise themselves with their organisation’s financial policies and procedures. For example, if there is a need to periodically make additional purchases under an existing contract, this would generally be referred to as a standing order arrangement – where negotiated terms and conditions of such an arrangement can be found.

The following are some practical tips for those working in procurement:

• Manage the process – once you have established a supplier, make sure that they know what information is required from them and how to provide it; make sure the same goes for your own staff as well as any internal stakeholders involved with the procurement process.
• Be clear on the process – make sure all relevant staff are aware of the requirements for processing a purchase order, as well as any formalities they are required to adhere to for specific types of goods or services. Organisations may also choose to set out these details in an internal policy which is then clearly communicated across their team.
• Ensure eligibility – you must establish whether a supplier’s organisation is eligible to provide the goods or services being sourced. Any restrictions are generally outlined in the supplier’s terms of trade, so it is important to familiarise yourself with these well before you consider doing business with them.
• Ensure accuracy – ensure that all purchase orders contain accurate details, including prices, descriptions and any other details relevant to the goods or services being acquired. A purchase order may be rejected if it is unclear or incorrect, which can ultimately result in a delay in processing the order.
• Understand supplier terms – Most suppliers will have their own standard terms of trade that must be adhered to when doing business with them.

Assignment Task 3: Explain the importance of liaising with internal customers and other stakeholders 

Internal customers and stakeholders need to be considered in relation to aspects such as pricing, quality, delivery, demand and quantities. Internal customers and stakeholders also include decision makers at the organization who could effect either positive or negative impacts on the business. There are various approaches for liaising with all those involved including one-on-one meetings, letters tailored for each group or sending out a survey form which can then provide conclusions about feedback from the stakeholder groups.

The price is usually cheaper than outsourced services as there are no extra costs of marketing or promotion needed whilst it may not be able to offer the same high levels of product diversification that external sources often provide.

Deliveries can either be direct to each location by an employee if storage is available or can be organized by the customer themselves.

The level of quality is typically high as the employees are supplied with the necessary product knowledge and often deals directly with each location. When it comes to delivery, there may not be quick turnarounds, which means that it could tie up capital for longer periods of time if inventory has to be sent out.

Lastly the demand and quantities must be managed to coincide with each location’s requirements as customer service can be compromised if orders are not coordinated.

An advantage of selling to internal customers is that it is low cost and easy to set up. There is usually no need for advertising or promotion which saves on operational costs and time, meaning that the business can start earning money more quickly.

Supply management is the process of getting goods and services to satisfy an organisation’s operational requirements. It mainly includes, along with procurement,  transport or freight arranging for onward shipment to buying centres or shops, together with associated documentation activities execution of transactions via inventory control systems, including material movements between storerooms and departments by way of purchase requisitions through to invoices acknowledging deliveries.

Quality control normally deals with checking that any delivered goods are correctly ordered and if not arranging credit terms against new orders. Storekeeping deals with replenishment of stocks by either direct purchasing or using an internal transfer system, which might be either manual or computerised.

It is possible to pass the costs of quality control and storekeeping onto internal customers in some cases but normally these services are provided free in order to save on administration time and in turn save the company money in the long run. One advantage of selling to internal customers is that it’s easy to set up. There is no need for advertising, which reduces costs and time on the operational side. Internal customers also provide a good source of business data as they can be surveyed regularly to determine customer needs in regards to quality and quantity.

 

 

Assignment Task 4: Describe the purpose and challenges of cross functional teams in procurement and supply

Cross functional teams in procurement and supply are necessary to ensure that the organizational goals of efficacy and efficiency are met. By having team members from a variety of backgrounds, knowledge and skill sets can be pooled to make better decisions faster. However, these teams can also present challenges.

Ideally, every member of a cross functional team should share the same goal – getting the best product at the best price for their company. However, this is not always the case. Personal agendas and biases can easily interfere with group decision-making processes, leading to less-than-optimal outcomes. Additionally, different team members may have different understandings of what constitutes “the best product” or “the best price.” Clear communication and transparency are essential.

A more specific, but common example of a personal agenda impacting team efficacy can be seen in the price negotiations between supplier and buyer teams. Often the individuals from each group spend several years working towards their respective degrees and have built up a level of expertise based on these qualifications that they bring to these discussions. This experience does not necessarily mean that these members will be the most influential.

Three key aspects of group decision-making can help to overcome these obstacles. Developing a common understanding, having an effective leader/chairperson, and identifying the stakeholders are all crucial in creating a successful team.

Common Understanding is defined as “an agreement or mutual understanding among members of a group” Ensuring that all team members have a common understanding of the problem at hand is vital to ensuring the group’s success. If individuals from each side are coming to the table with different information or understandings of the problem, they will not be able to form a single solution. The team leader/chairperson should effectively communicate what is trying to be accomplished and any common understandings that have been reached.

The purpose of cross functional teams in procurement is to develop positive relationships with team members and other cross functional stakeholders in order to increase efficiency and effectiveness when it comes to sourcing and procuring goods and services. The challenges of cross functional teams can include communication barriers, lack of trust, and conflicting priorities. By establishing clear goals and protocols, however, these challenges can be overcome. Ultimately, the benefits of successful cross functional teamwork include cost savings, improved quality, shortened lead times, and increased customer satisfaction.

It is difficult for a team to get work done if each individual on the team has conflicting priorities. This can be seen through competing interests of the buyer and supplier teams in a price negotiation, but it can also happen within a single team of suppliers or purchasers. Great leaders/chairpersons of cross functional teams are able to facilitate teamwork and collaboration by ensuring that conflicting priorities are identified and worked out ahead of time. This can be done through decision making protocols such as Consensus-Oriented Decision Making or Majority Rules Voting so that the group comes to a consensus before action is taken.

A team needs a leader, or chairperson, who will facilitate teamwork and ensure positive interactions. This chairperson often has a different role from the rest of the team, as they are responsible for leading and facilitating conversations. They should remain impartial by avoiding conflict with any party that is present at negotiations. Successful leaders create an environment where each individual feels comfortable to contribute their ideas and expertise.

Assignment Task 5: Explain the contribution and challenges of team working

The contributions of group working are enormous. Benefits include higher organizational productivity, greater access to knowledge and skills, increased creativity and innovation among team members, higher quality products or services due to more tightly coupled tasks with distributed inputs and outputs. Some factors that must be planned for in the introduction phase of team work are morale management, effective communication among team members, structuring projects with clearly defined goals for success

Developing positive relationships with team members improves communication and reduces stress. It’s easier to identify barriers when there are a varied group of people, but it takes time. Additionally, personal barriers can be difficult to recognize in oneself.

Vision is important for group performance. Without a shared vision, there can be difficulty in reaching an agreement among team members. Generally, issues of control arise when teams are not cohesive which leads to the lack of trust between team members or managers. Management must recognize that each person has different motivations and expectations for being part of the team, so they must include each member in the decision making process.

One of the key challenges of team working is developing positive relationships with team members. This involves taking the time to get to know each other, understanding each other’s strengths and weaknesses, and working together towards a common goal.

A good team dynamic is essential for success. Team members need to be able to trust and rely on each other, be supportive and constructive, and be willing to put the team first. They also need to be able to communicate effectively, share information freely, and resolve conflicts constructively.

Team Working can be challenging but it can also be very rewarding. When done well, it can lead to improved productivity, creativity, and cooperation.

The use of technology can serve as a barrier to effective teamwork. Other barriers may be present, such as personality conflicts or simply an inability of people to work well together. Some of these problems are natural but others are often the results of poor management decisions. Conflict resolution is important for this reason.

Managing change is an important factor for team success. Issues are often faced when implementing new technology, merging with other competitive organizations, or restructuring the organization in order to increase performance. Resistance to change can be overcome by “mental models” which serve as a way of sharing information within the group to ensure that all individuals will have the same understanding of the changes being made. A purpose must be identified in order to motivate team members for change.

Team building is a method used by management to improve the synergy within a group. It may occur before groups are formally formed or after a number of problems have arisen between individuals. Team building activities vary in terms of cost, time commitment and intensive effort. They can be organized or spontaneous, but are typically held at the work site where spontaneity is difficult due to distractions.

With team building exercises, managers seek to improve communication within a group by helping members identify their similarities and differences in order to better understand each other’s views. Everyone has different personalities that affect behaviors which influence how a work environment is run. In addition, some team members may be more extroverted while others are introverted. These personality factors can lead to conflict or a desire to avoid conflict with other team members.

Assignment Task 6: Describe the types of organisational change

There are 4 types of organisational changes. They are Evolution, Adaption, Revolution and Reconstruction. 

In Evolution you have small, incremental change in an organisation’s structure over time. In Adaption you have the introduction of a new management system or structure to accommodate changing environments…. In Revolution there is a radical break from the past with significant social upheaval and reorganisation . In Reconstruction there is a return to earlier structures with fundamental reform sometimes arising from socio-political decisions. A closed type will be maintained by internal mechanisms while an open-ended one will rely on external support such as legislation in order for it to maintain stability in the future. 

Evolution has been found useful for stable organisations that need continuous improvement but not basic change as it is the easiest and cheapest method to use as there are no major upheavals or structural changes. Adaption has been found useful for those with changing environments as it allows them to change without disrupting the organisation’s stability. Revolution has been found useful for organisations with major disturbances in their environment that cannot be handled by Evolution or Adaptation.

It will have a lot of upheaval and change as it reorganises the entire organisation. Reconstruction has been found useful for stable companies that do not need incremental improvement but are still experiencing problems within the system due to external factors. This type is very different from the other three types because it uses both internal and external factors to change the organisation.

The three previous types are all closed types while reconstruction is an open-ended type. It can be seen that there are many similarities between these four organisational changes as they will all have some form of upheaval over time but at the same time they are all very different from each other. These four types of organisational changes can be seen in many organisations at least once during their lifetime.

Evolution, Adaption and Revolution can be used to describe the current state of the organisation while Reconstruction is more likely to be used for a past event or a future one that has yet to happen.

One of the most important factors in any organisational changes is how much support there is for it within the organisation itself. This can be seen as either high or low depending on whether you are looking at internal or external support.

Evolution is the most common type of change and occurs when an organisation gradually changes its methods or practices over time. Adaptation is similar to evolution, but it happens more quickly in response to environmental or marketplace changes. Revolution is less common than the first two types of change and occurs when an organisation completely overhauls its structure or operations. open-ended change is also rare and refers to a situation where an organisation doesn’t have a specific plan for change and instead allows employees to come up with their own ideas for improvement.

Open-ended change is change that is ongoing and never really ends, as the organisation continually adapts and evolves in response to its surroundings.. Closed-ended change focuses on a specific goal. It has an ending point and is not ongoing.

Through studying the four types of changes, you can see that while there are lots of differences there are also areas where they overlap with each other for example adaptation and revolution both contain some form of upheaval but at the same time they also have some similarities such as both occurring quickly in response to environmental changes.

Assignment Task 7: Describe triggers for change

There are a number of external and internal triggers for change.

External triggers include political, economic, social and technological factors. For example, a change in government could lead to new policies and regulations that businesses must comply with. A recession could lead to people having less money to spend, which could result in businesses closing or laying off employees. And a new technology could make an old technology obsolete, leading to changes in the way things are done.

Internal triggers stem from within an individual or organization. They can include things like a personal tragedy that leads someone to want to make a change in their life, or frustration with the status quo that motivates someone to take action.

Political change or shift in public opinion can trigger a shift in individual thoughts and behaviours. It may also influence a shift in laws, for example the law that made it illegal to use anything other than unleaded petrol in cars because of automotive death rates. This caused the tobacco companies’ marketing strategies to go from targeting youth smokers who have parental support to adults who smoke without family members disapproving of their habit.

Trends toward increased affluence and longevity are driving discussion for new housing preferences, retirement lifestyle choices, and the desire to live sustainably.

Arguments for sustainability are often made on economic grounds, including that waste management costs are higher than handling resources through their entire life-cycle; that jobs are lost when business is transferred oversea due to inadequate environmental standards; that sustainable products can attract more consumers; or that there are simply more opportunities to engage in environmentally conscious business.

On the individual level, internal factors are triggered by an event or insight that motivates change. These can include an experience that directly relates to environmentalism, such as being involved in a personal injury situation where pollution played a role, or seeing first hand the effects of an environmental disaster on wildlife and habitat. Internal change can also come from a more indirect experience, for example being exposed to environmental messages through the media or education that leave a lasting impression on an individual’s view of the world and their place in it.

Environmentalism is not the only personal change that comes from an internal desire to create a better world. People begin engaging in many different types of social or political activism for their own reasons, often without realizing how it will impact their life and the lives of others.

When they do realize how much their beliefs have changed their behaviour, it is common for them to feel a sense of responsibility and pride in the power of individual choice.

In this article, two individuals will be used as primary examples in exploring the differences in external and internal triggers for change. One person was largely affected by external factors in shifting their environmental beliefs, while the other shifted their beliefs through internal motivation.

Both of these individuals have a history of environmental concern and action, but they did not always engage in these types of activities based on their current belief system. External factors began to impact both people’s lives at different points for different reasons.

One person became more active when they realized how it was impacting their life, while the other’s actions were driven by wanting to help create positive change in the world.

Assignment Task 8: Explain organisational responses to change

Organizational responses to change can be generally categorized into three types- environmental turbulence, resistance to change, and cynicism and scepticism.

Environmental turbulence is when changes in the outside environment affect an organization. This could be anything from a natural disaster to a new competitor entering the market. 

Resistance to change is when individuals within an organization are hesitant or unwilling to accept changes that are proposed. 

Cynicism and scepticism is when employees doubt the motives of management or doubt the efficacy of proposed changes.

Each of these reactions can have a negative impact on an organization’s ability to respond effectively to change. Environmental turbulence can lead to chaos as everyone scrambles to adjust, resistance to change can lead to stagnation as new ideas are quashed before they can be implemented, and cynicism and scepticism can lead to a lack of trust between management and employees.

In order to do this we need a way to measure the type of response within the organization.

Knowledge involves knowing what changes are being made and why they are being made. Intelligence has to do with who is giving the orders and why they are doing it. Wisdom has to do with what is good for the organization rather than any individual part of it, who wants to take advantage of changes, or who might be resisting them.

An organisation’s response to change can be categorised as operating through four stages, the ‘change cycle’, one of which is recognisable to most people.

The first stage is loss, which usually comes about as the result of redundancy or an organisational decision. This can not only result in a feeling of lost identity but also lead to anger and resentment towards leaders who have let them go.

The next phase is one of doubt where employees who are staying behind may feel guilty for not being distressed enough by loss or angry for not even understanding what has gone wrong within their company. They feel dumbfounded by the behaviour that they see around them and fear that it will happen again soon if change isn’t embraced with open arms.

Assignment Task 9: Identify and explain methods to achieve change

Achieving change can be difficult, but it’s not impossible. Here are some methods that have been found to be successful:

1. Refine methods and procedures – This means making sure that the steps you’re taking to achieve your goal are as efficient and effective as possible. Take the time to test different approaches and find what works best.
2. Empowerment and ownership – When people feel like they have a stake in the outcome, they’re more likely to put in the effort needed to make change happen. Give your team members a voice and let them help shape the direction of the organization.
3. Clarify goals – It’s important to be clear about what you want to achieve, both for yourself and for your employees or colleagues. Everyone should be on the same page, and this will make it easier to maintain momentum and work towards a common goal.
4. Involve everyone – Make sure that you involve as many people as possible when looking for solutions to problems or working to achieve new initiatives . This will ensure that no one is overlooked and that you get the best results possible.
5. Be patient – The process of change takes time, so don’t get discouraged if progress seems slow at first or if things go wrong along the way . Maintain your focus and keep working towards your goals.
6. Celebrate milestones – It’s important to celebrate successes , no matter how big or small. This will show your employees that you’re paying attention and reward them for their hard work.
7. Share knowledge – A culture of openness can help to improve the corporate atmosphere . Make sure that everyone is aware of what’s happening by sharing updates, making announcements, and creating opportunities for collaboration.
8. Be open to new ideas – Make sure that your organization is a place where people can contribute unique perspectives and share their ideas freely. Try to encourage creativity by including everyone in the process and not dismissing any suggestions out of hand .
9. Learn from failure – Even when things don’t go according to plan, you should take the time to understand why and what could be done better next time . This will give you the information you need to make changes or improve processes in the future.
10. Collaborate with other groups – Having a support network of other groups can be very helpful , since they may have insight into your problems, different experiences, and fresh ideas to share. Learn from their successes and avoid repeating their mistakes.

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