The basis for measuring quality, completion or appropriateness of something.
A system of shared meaning held by members that distinguish it from other teams. It includes a set of values, beliefs, understandings and way of thinking that is shared by members within the team.
The process of selecting the best decision from the options available.
To pass responsibility for a task to someone else.
Communicating, motivating and keeping team skills, time and energy focused on organisational and team goals.
Differences between people at work, such as in their age, gender, race, values, etc, create diversity in the workplace.
Demonstrating your understanding by seeing a situation from another's point of view.
Giving someone the scope and responsibility to take action and achieve outcomes.
Provide a team member with the necessary resources to complete a work task.
An overall determination of the success of a program or a strategy.
A person who manages the group dynamics in a team so that they can meet the specified outcomes.
Feedback is information about someone's performance or behaviour.
The team defines its goals and objectives and outlines expectations for team performance with performance indicators and targets.
1. Goals describe the outcome that is expected from a successful team.
2. Objectives broadly describe the actions that the team will carry out to achieve team goals.
3. Performance indicators are the measures that will be used to measure the achievement of the stated goal.
4. Performance targets are the specific levels of achievement to be attained by the team.
What you want to achieve. A goal should be measurable by quantity or quality, have a time frame for completion, and be achievable.
The term used to describe the informal gossip and rumour that is passed on within groups of people in an organisation.
Anything in the workplace environment, physical or human, that may lead to an accident or injury.
There is always a way to improve the way we work. This relates to the whole organisation as well as all tasks undertaken by all work units and individual employees.
The process of receiving new employees, introducing them into the organisation and to their colleagues, and making them part of the organisation.
Being mutually responsible to and dependent on other team members
The behaviours you use when interacting with another person. Behaviour refers to the way you speak, the tone of your voice, how you hold your body, how much time you allow for the interaction.
A detailed description of the activities and responsibilities of a position. A standard of work performance is also included, as well as anything else relevant to the position, such as who a person reports to and those reporting to the position.
Motivating and influencing others to achieve required outcomes.
Descriptions of various approaches or styles of leadership.
Law that is enacted by Parliament.
Actions taken to keep team members involved and motivated and able to contribute to maximum potential.
Management relates to the functional skills and the practical tasks necessary for organising and carrying out work.
An experienced person who provides advice and support to a less experienced person.
Mentoring is the advice offered to an individual over a period of time, to assist their development. This is a beneficial process that can be applied successfully in the workplace to increase the capacity of individuals by encouraging the development of their latent or undeveloped abilities.
The process of measuring and comparing actual results or work in progress with the planned performance.
Motivation refers to factors within individuals which influence their behaviour.
Networking means using your connections or contacts to stay informed about what is happening inside or outside your organisation, and to convey information you need passed on.
Objectives describe what needs to be done to achieve the overall goal.
Assigning work, clarifying roles and responsibilities.
Participative leaders encourage participation by the team in decision making and problem solving.
The way in which a person or team behaves, and the extent to which they complete their work tasks.
The level of performance set for an individual or group.
Actions taken to address the personal needs of team members including conflict resolution.
Specifying what must be done and how, when and where it will be done.
The process of identifying a problem, its causes, generating options, and choosing a solution. Also see decision making.
A series of activities directed towards a stated outcome.
Projects are generally short-term one off jobs with a defined start and end date that require detailed planning and team work to ensure smooth implementation.
Project management is the process of planning, organising and controlling a project.
The project manager is the person responsible for the supervision of the planning, implementing and controlling the project. The project manager needs to play a role in all stages of the project to ensure its smooth completion. The project manager needs to understand the organisational culture and political issues, be a good supervisor of people, respond well and quickly to change and the unexpected, and be able to learn from mistakes.
A milestone is usually where a deliverable takes place in the project and where a sign-off is often required. Milestones are not work steps; they are markers for summarising work that has been completed to that point.
The project plan is a detailed document that describes all of the stakeholders, activities, resources and schedules required to meet the project goal and objectives. It tells you where you are, where you are going, and how you are going to get there.
The purpose of the project scope is to provide a clear description of the project goal, what is to be achieved, how it is to be achieved, who will achieve it, when it will be achieved, and with what resources. May also be referred to as the project 'scoping document'.