Samples for CIPD Level 5 Assignments - 5 DVPD

CIPD Assignment Help Samples for Level 5

5 DVPD Assignment Sample

1. GROUP DYNAMICS
Describe the elements of Group Dynamics and why it is important to understand this from an HR perspective. You should make reference to a model of group processes explaining how this may be used to identify and manage group dynamics. (AC1.2) 

Understanding the group dynamics is critical in determining the individual’s role in the company’s goals. Group dynamics are also important for the HR in ensuring the equal distribution of the task and managing conflicts. The elements of group dynamics include:

Shared purpose: All members in the group are influenced by the overall goals and objectives. A shared purpose ensures that the individuals are committed and motivated toward accomplishing individual and collective goals. Drawing from Belbin theory, particularly the coordinator, the role of this individual is to draw out the team members and delegate the duties to ensure the overall objectives are met (Lynch et al., 2018). A shared purpose dynamic is further achieved through promoting autonomy among the team members. This ensures that every member is motivated and committed to the team’s success. 

 Support: To be effective, a group needs sufficient support across various dimensions, including human capital and finances. Individuals employ skills to the team that may require adaptation to maximise their contribution to the group through support from the senior management. Applying Belbin theory, especially the implementer, the individual offers support to ensure that all things are done according to the plan. An implementer converts the groups concepts into practical actions and plans. Support is further demonstrated through the need for team-building skills.

This is done in the case of new signings in the team to become familiar with the firm's procedure, subscribe to the goals, and foster coordination.

Interaction: When interactions occur, a social transaction takes place in which individuals respond to each other. Individuals interact in terms of three psychological positions known as ego stages. Interactions help in seeking and processing organisational information, leading to innovation about how the team’s obejctives can be achieved. Drawing from Belbin theory, the shaper is dynamic and challenges the team to improve (Bednar and Ljudvigova, 2020). Interactions are also attained through questioning norms and promoting cooperation to find the best approaches for solving problems. This ensures that individuals consider all possibilities through interactions.

Group norms: Groups establish behaviour standards and attitudes to which individuals should conform. The norms and standards are designed to achieve the group goals, preserve and protect its value. They are also established to promote social interactions and relationship preferences. They relate to personal obligations, rights, and privileges (Gugenishvili and Colliander, 2022). Referring to Belbins theory, a completer or a finisher ensures that there are no errors or emissions in following of group norms. They are also concerned with deadlines and ensure the timely completion of tasks, while observing the group standards and norms.

Emergent leadership:  A leader is obeyed due to getting the desired results. The leader makes decisions, and takes actions that seem appropriate. The individual approach the roles as a coach who ensures that all the necessary skills are included, systems and procedures are outlined, and goals are clearly understood. Effective leadership is also fundamental in conflict resolution. From Belbin theory, notably the monitor-evaluator, they weigh the pros and cons before deciding. They are critical thinkers and strategic in their approach, which reflect on effective leadership.

Explain how conflict might arise within a group setting - provide 2 examples within an HR Context, and suggest ways of overcoming these (AC 1.2).

Discrimination: Discriminatory conflicts arise from bias on group members based on the individual’s dversity affiliation.. A subordinate individual in a team setting who is assigned most menial tasks in a group may feel misunderstood by team members and managers. This may result in decreased productivity and instant verbal conflict caused by the clash of goals that the individual perceives as incompatible. To resolve this issue, the first step is to acknowledge the problem and the differences. The whole group should agree after continuous engagement and deliberation of the issues (Lee, 2022). The group leader or manager should try and look at the conflict from the viewpoint of other team members. This ensures that tasks are assigned correctly, and that the necessary changes are made to guarantee equitable distribution of work.

Work style and values: Workstyle conflicts in a group occur as a result of individuals having various approaches on accomplishing tasks. For instance, some group members work quickly and proceed to the next task, while others prefer to do jobs slowly. Another difference is that there are individuals that require little supervision to complete tasks while others need guidance in every aspect. Placing individuals with different approaches may result inconflicts. A difference in values is also present in generational changes (Darby and Morrell, 2019). Millennias may possess work values different from the baby boomeers. When group members fail to accept the difference in values, it may arise to conflicts within the group since individuals insult others’ character and experiences. The solution to avoid this type of conflict is recognising individuals work styles as unique and ensuring collaboration to achieve the same group goals.

2. PROJECT MANAGEMENT
Provide evidence of your use of project management skills e.g. objective-setting, defining deliverables, identifying resources, setting timelines, project costing, risk management, monitoring and success evaluation. (AC2.1) 

Provide evidence of your problem solving skills during the course of the project – how you identified a particular problem, and then identified and evaluated alternatives. (AC2.2).

Explain how you successfully influenced, persuaded and negotiated with others in the course of that project (or other related activity), e.g. using your analytical skills, risk assessment, appraisal of options, etc. (AC2.3) 

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References

Lynch, D.S., Lynch, M.J. and Clemens, C.M., 2018. Belbin Team Roles: Assessing behavioral interaction to improve communication. In The Handbook of Communication Training (pp. 308-320). Routledge.

Bednár, R. and Ljudvigová, I., 2020. Belbin team roles in a start-up team. In SHS Web of Conferences (Vol. 83, p. 01002). EDP Sciences.

Gugenishvili, I. and Colliander, J., 2022. I will only help if others tell me to do so! The simultaneous influence of injunctive and descriptive norms on donations. Voluntary Sector Review.

Lee, H., 2022. Perceived racial discrimination in the workplace: considering minority supervisory representation and inter-minority relations. Public Management Review, 24(4), pp.512-535.

Darby, V. and Morrell, D.L., 2019. Generations at work: A review of generational traits and motivational practices impacting millennial employees.

Please use an example as provided in the example below. An example is installing a new production system. 

Project Management

AC 2.1 Evidence of Project Management Skills

Effective project management is based on the application of various skills and competencies, including setting objectives, defining the deliverables, identifying and managing the resources, project costing management, risk management, and monitoring and success evaluation. I have been involved in several projects, including upgrading the data management systems. One of the project management skills I demonstrated was setting SMART (specific, measurable, attainable, realistic, and timely) objectives. For instance, I set the objective of identifying the most suitable vendor for the system that had specific characteristics within one month. Within three weeks, I had identified potential suppliers for the system, engaged them, and developed a report.

I have also shown competence in identifying and managing the resources. These include human, physical, information, and financial resources. Managing these resources according to the project’s activities was important in ensuring the objectives were achieved and there were no additional resources required. Managing the financial resources required competence in costing and calculating the return on investments. I also have vast skills in monitoring and evaluating the project to determine the progress and identify any arising issues and how they can be addressed. I have achieved this through developing and applying Gantt charts and work-breakdown-structure (WBS) (Aziz and Kumar, 2019). These tools are important in following up the project’s stages and ensuring all the objectives have been met.

The following core principals guide successful project plans:

Creating clear project goals should be based on S.M.A.R.T. criteria, which stands for, specific, measurable, assignable, realistic, and time-related. Setting clear goals helps track progress and increase team morale by expressing individual members' achievements. The second principle is risk management which is accomplished through team insights, risk assessments, guidelines, and response designing. If the goals meet all the aspects of the S.M.A.R.T. criteria, management of project risks is easier since goals are tied to an intelligent project time schedule. Establishing key performance indicators is done to measure the basic components of a project plan which include cost, schedule, and scope. Various stakeholders should be involved in defining the baselines to keep them aware of the changes if need arises. The fourth principle is establishing and maintaining healthy communication. Encouraging open and relentless communication helps avoid issues, anticipate risks, resolve project conflicts, and timely task coordination. The project manager should take responsibility of ensuring communication among group members. Clear examples of issues that could have been avoided through communication should be highlighted during team meetings. Defining group members' responsibilities involves active engagement in risk management, which helps avoid confusion during the project's execution phase. RACI charts are productive in team organisation, tracking tasks, and project outcomes. RACI is the abbreviation for responsible, accountable, consulted, and informed. They should be built around primary project tasks that impact deliverables rather than administrative meetings.

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