ASSESSING TEAM PERFORMANCE AND CONFLICT MANAGEMENT CHAPTER 11

BUSINESS STUDIES

GRADE 12
PAPER 2
TERM 2
CHAPTER 11
TEAM PERFORMANCE AND CONFLICT MANAGEMENT
REVISED NOTES
2024
TABLE OF CONTENTS

TOPICS PAGES
Exam guidelines for team performance and 2
conflict management
Terms and definitions 3
Criteria for successful team performance 4
Characteristics of successful team 4-5
performance
Stages of team development 5-6
The importance of team dynamic theories 6
Causes of conflict & explanation 6-7
Conflict resolution steps/techniques 7
Differences between grievances and conflict 8
The correct procedure to deal with grievances 8
in the workplace
Types of difficult personalities 8
Dealing with difficult personalities 9
Dealing with difficult employees in the 9-10
workplace
Difficult personalities and strategies to deal 10
with them
This chapter consists of 10 pages

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ASSESSING TEAM PERFORMANCE AND CONFLICT MANAGEMENT CHAPTER 11

CONTENT DETAILS FOR TEACHING, LEARNING AND ASSESSMENT PURPOSES

Learners must be able to:

TEAM PERFORMANCE ASSESSMENT

• Outline/Explain/Discuss the criteria for successful team performance: interpersonal
attitudes and behaviours, shared values, communication, and collaboration.
• Identify the above-mentioned criteria from given scenarios/statements.
• Outline/Explain/Discuss the characteristics of successful team performance.
• Identify/Name the following stages of team development from given
scenarios/statements:
o Forming
o Storming
o Norming
o Performing
o Adjourning/Mourning
• Explain/Describe/Discuss the above-mentioned stages of team development.
• Describe/Explain/Discuss/Elaborate on the importance of team dynamic theories in
improving team performance e.g. allocating tasks according to the roles of team
members.

CONFLICT RESOLUTION
• Mention/Outline/Explain/Describe/Discuss causes of conflict in the workplace.
• Identify causes of conflict from given scenarios/statements
• Explain/Advise businesses on how they should handle conflict in the workplace (Conflict
resolution steps/techniques)

DEALING WITH GRIEVANCES AND DIFFICULT PEOPLE/PERSONALITIES

• Differentiate between grievance and conflict.
• Explain/Discuss the correct procedures to deal with grievances in the workplace.
• Identify/Name the following difficult people/ personalities from given
scenarios/statements:
o Complainer
o Indecisive
o Over-agree
o Negativity
o Expert
o Quiet
• Suggest/Recommend ways in which businesses can deal with the above-mentioned
difficult people/personalities in the workplace.
• Explain/Suggest ways in which businesses can deal with difficult employees in the
workplace.

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ASSESSING TEAM PERFORMANCE AND CONFLICT MANAGEMENT CHAPTER 11

TERMS AND DEFINITIONS

TERMS/ DEFINITION/MEANING
CONCEPTS
Team group of people who work together to achieve a common goal.
Conflict disagreement/a clash of opinions in the workplace.
disagreement between two or more employees.
Task/Work activity/function performed by an individual or team member.
work that needs to be completed.
Teamwork interactions with team members to achieve a common goal.
the willingness of a group of people to work together in pursuit of a common
goal.
Team dynamics a way in which team members work together in a group.
emotional forces that influence the behaviour of a team and the way the
team achieves its goal
Forming team members get to know each other and accept their roles in the team.
stage of development during which team members meet one

another.
Storming team members confront each other with their different ideas.
stage of team development during which team members oppose one
Norming another.
team members accept each other and set common goals and values for the
team.
stage of development during which team members work in harmony with one
another
Adjourning team members have to leave a team after completion of the tasks.
stage of development in which the project has ended

Team dynamic assist inharmony

allocating tasks according to the roles of individual members.
with one another.
theories

Grievance a formal complaint laid by an employee when he/she feels that he/she has
been ill-treated by the employer.
complaint by an employee against the employer or a fellow
employee.

Co-operation/ willingness to cooperate in the team to achieve objectives.

Collaboration the process of working together to achieve similar goals.

Mutual two people share the same feeling

having a similar reaction towards one another.

Commitment keeping to a promise/arrangement/cause.

dedication to realising the team goals.
Accountability when someone is held responsible for his/her actions.
being answerable to others for decisions taken.

Interpersonal the personality that a person continuously develops.

attitudes attitude towards one another in the group.

Interpersonal how two or more people interact with one another.

behavior the way people react towards each other in a group.

Shared values A group of people with the same set of standards and beliefs.

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TEAM PERFORMANCE ASSESSMENT

1 Criteria for successful team performance

1.1 Interpersonal attitudes and behaviour
• Members have a positive attitude of support and motivation towards each other.
• Good/Sound interpersonal relationships will ensure job satisfaction/increase the
productivity of the team.
• Members are committed/passionately towards achieving a common goal/ objectives.
• The team leader acknowledges/gives credit to members for positive contributions.

1.2 Shared values/ Mutual trust and support

• Team members respect/trust one another despite differences among the team
• The experiences/knowledge/skills of other team members are
acknowledged/respected.
• Perform team tasks with integrity/pursue responsibility/meet team deadlines with
necessary commitment to team goals.

1.3 Communication
• A clear set of processes/procedures for teamwork ensures that every team member
understands his/her role.
• Efficient/Good communication between team members may result in quick decisions.
• Quality feedback improves the morale of the team.
• Open/Honest discussions lead to effective solutions to problems.
• Continuous review of team progress ensures that team members can rectify
mistakes/act proactively to ensure that goals/targets are reached.

1.4.1 Co-operation/ Collaboration

• Each team member knows exactly what they are expected to do because the goals
are clear/realistic.
• Team members are willing to work with one another in pursuit of the goals of the team
• All members take part in decision-making
• Willingness to cooperate as a unit to achieve team objectives.
• Co-operate with management to achieve team/business objectives.
• Agree on methods/ways to get the job done effectively without wasting time on conflict
resolution.
• A balanced composition of skills/knowledge/experience/expertise ensures that teams
achieve their objectives.

NOTE: You must be able to identify the above-mentioned criteria for successful team
performance from given statements/scenarios

2 Characteristics of successful team performance

• Successful teams share a common goal as team members are part of the process of
setting goals for the group.
• There is a climate of respect/trust and honesty

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• Share a set of team values and implement group decisions.

• Successful teams have sound intra-team relations
• Teams value the contributions of individual members and reach a consensus on
differences.
• Team members enjoy open communication and deal with items of conflict immediately.
• Teams are accountable and members know the time frame for achieving their goals.
• Teams pay attention to the needs of the individual team members.
• Creates an environment where team members are given opportunities to develop so
that team members grow and learn from the experience of working in a team.
• Regular reviews of team processes and progress may detect/solve problems sooner.
• Balance the necessary skills/knowledge/experience/expertise to achieve the
objectives.

3 The stages of team development

• Forming
• Storming
• Norming
• Performing
• Adjourning/Mourning

DESCRIPTION OF EACH STAGE OF TEAM DEVELOPMENT

3.1 Forming stage

• Individuals gather information and impressions about each other the scope of the task
and how to approach it.
• Teams are comfortable and polite with each other during this stage.
• People focus on being busy with routines, such as team organisation e.g. who does
what, when to meet each other, etc.
3.2 Storming
• Teams go through a period of unease/conflict after formation.
• Different ideas from team members will compete for consideration.
• Team members open up to each other and confront each other's ideas/ perspectives.
• Tension/struggle/arguments occur and upset the team members/there may be power
struggles for the position of team leader.
• In some instances storming can be resolved quickly; In others, the team never leaves
this stage.
• Many teams fail during this stage as they are not focused on their task.
• This phase can become destructive for the team/will negatively impact team
performance if allowed to get out of control.
• This stage is necessary/ important for the growth of the team.
Some team members tolerate each other to survive this stage.
3.3 Norming/Settling/reconciliation
• The conflict during the storming stage must be resolved to allow the team to move to
the norming stage.

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• Team members agree and reach a consensus.

• Roles and responsibilities are clear and accepted.
• Processes/working style and respect develop amongst members.
• Team members have the ambition to work for the success of the team.
• Conflict may occur, but commitment and unity are strong.

3.4 Performing stage/Working as a team towards a goal

• Team members are aware of the strategies and aims of the team.
• They have direction without interference from the leader.
• Processes and structures are set.
• Leaders delegate and oversee the processes and procedures.
• All members are now competent, autonomous and able to handle the decision-making
process without supervision.
• Differences among members are appreciated and used to enhance the team's
performance.
3.5 Adjourning/Mourning stage
• The focus is on the completion of the task/ending the project.
• Breaking up the team may be traumatic as team members may find it difficult to perform
as individuals once again.
• All tasks need to be completed before the team finally dissolves.
NOTE: You must be able to identify the above-mentioned stages of team development
from given scenarios/statements.

4 Importance of team dynamic theories in improving team performance

• Team dynamic theories explain how effective teams work/operate.
• Businesses can allocate tasks according to the roles of team members.
• Team members can maximise performance as tasks are allocated according to their
abilities/skills/attributes/personalities.
• Team members with similar strengths may compete for team tasks/responsibilities that
best suit their abilities/competencies.
• Theories assist team leaders in understanding the personality types of team members so
that tasks are assigned more effectively.
• Conflict may be minimised when team members perform different roles.

5 CONFLICT RESOLUTION

5.1 Causes of conflict in the workplace

• Differences in backgrounds/cultures/values/beliefs/language
• Limited business resources
• Different goals/objectives for groups/individuals
• Personality differences between groups/individuals
• Different opinions
• Unfair workload
• Ill-managed stress
• Unrealistic expectations
• Poor organisation/leadership/administrative procedures and systems
• Confusion about scheduling/deadlines
• Ignoring rules/procedures
• Misconduct/Unacceptable behaviour
• High/Intense Competition/Competitiveness
• Poor communication
• Unclear responsibilities

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• Distracted by personal objectives

• Constant changes in the workplace
• Unfair treatment of workers/Favouritism by management/Discrimination
• Lack of trust among workers
NOTE: You must be able to identify causes of conflict from given scenarios/statement

5.2 Explanation of causes of conflict in the workplace

• Lack of proper communication√ between management and workers.
• Ignoring rules/procedures may result in disagreements and conflict.
• Management and/or workers may have different personalities/ backgrounds.
• Different values/levels of knowledge/skills/experience of managers/workers.
• Little/no cooperation between internal and/or external parties/stakeholders.
• Lack of recognition for good work, e.g. a manager may not show appreciation for extra
hours worked to meet deadlines.
• Lack of employee development may increase frustration levels as workers may repeat
errors due to a lack of knowledge/skills.
• Unfair disciplinary procedures, e.g. favouritism/nepotism.
• Little/no support from management about supplying the necessary resources and
providing guidelines.
• Leadership styles used, e.g. autocratic managers may not consider worker inputs.
• Unrealistic deadlines/Heavy workloads lead to stress resulting in conflict.
• Lack of agreement on mutual matters, e.g. remuneration/working hours.
• Unhealthy competition/Inter-team rivalry may cause workers to lose focus on team
targets.
• Lack of commitment/Distracted by personal objectives which may lead to an inability to
meet pre-set targets.
• Constant changes may cause instability
• Lack of clarity regarding employees' roles and responsibilities.
• Complaints/Criticism of performance/behaviours/attitudes may result in resentment
between the employer and employees.
• Poor organisation/leadership/procedures resulting too confusion regarding set targets.

5.3 Handling conflict in the workplace/Conflict resolution steps/techniques

• Acknowledge that there is conflict in the workplace.
• Identify the cause of the conflict.
• Arrange pre-negotiations where workers/complainants will be allowed to state their
cases/views separately.
• Arrange a time and place for negotiations where all employees involved are present.
• Arrange a meeting between conflicting employers/employees.
• Make intentions for intervention clear so that parties involved may feel at ease.
• Each party has the opportunity to express his/her opinions/feelings
• Conflicting parties may recognise that their views are different during the meeting.
• Analyse/Evaluate the cause (s) of conflict by breaking it down into different parts.
• Blame shifting should be avoided and a joint effort should be made.
• Direct conflicting parties towards finding/focusing on solutions.
• Devise/Brainstorm possible ways of resolving the conflict.
• Conflicting parties agree on criteria to evaluate the alternatives.
• Select and implement the best solution.
• Provide opportunities for parties to agree on the best solution.
• Evaluate/Follow up on the implementation of the solution(s).
• Monitor progress to ensure that the conflict has been resolved.
• Source experts on handling conflict from outside the business.

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6 DEALING WITH GRIEVANCES AND DIFFICULT PEOPLE/PERSONALITIES

6.1 Differences between grievance and conflict

GRIEVANCE CONFLICT
When an employee is unhappy/ has a Clash of opinions/ideas/viewpoints in the
problem/complaint in the workplace. workplace.
It is when an individual/group has a Disagreement between two or more parties
work-related issue. in the workplace.
It is a formal complaint which requires This can be resolved by following proper
employees to follow a grievance conflict resolution steps.
procedure.
Offers employees a channel to express
their dissatisfaction in the workplace
Examples that can cause a grievance Examples that can cause conflict:
are discrimination, unfair treatment, and A lack of trust/miscommunication/ personality
poor working conditions. clashes/different values.

6.2 Correct procedures to deal with grievances

• An aggrieved employee must verbally report the incident/grievance to his/her
supervisor/manager, who needs to resolve the issue within 3 to 5 working days.
• Should the employee and supervisor not be able to resolve the grievance, the employee
may take it to the next level of management.
• The employee may move to a more formal process where the grievance must be lodged
in writing/complete a grievance form.
• The employee must receive a written reply in response to the written grievance.
• A grievance hearing/meeting must be held with all relevant parties present.
• Minutes of the meeting must be recorded and any resolution passed must be recorded
on the formal grievance form.
• Should the employee not be satisfied, then he/she could refer the matter to the highest
level of management.
• Top management should arrange a meeting with all relevant parties concerned.
• Minutes of this meeting should be filed/recorded and the outcome/decision must be
recorded on the formal grievance form.
• Should the employee still not be satisfied, he/she may refer the matter to the CCMA who
will make a final decision on the matter.
• The matter can be referred to the Labour Court on appeal if the employee is not
satisfied with the decision taken by the CCMA.
NOTE: The procedure may be in any order.

6.3 Types of Difficult Personalities

• Complainer
• Indecisive
• Over-agree
• Negativity
• Expert
• Quiet

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6.4 Ways in which businesses can deal with difficult personalities

TYPE OF PERSONALITY STRATEGY TO DEAL WITH A PERSONALITY

• Listen to the complaints but do not acknowledge them by
Complainer nodding your head.
• Interrupt the complainer after a while and proceed with
strategies to deal with the issues raised.
• Stay in control and emphasise the importance of making a
decision.
Indecisiveness • Suggest alternative approaches and guide the employee
through the alternatives.
• Highlight the importance of decision-making and the
consequences of delaying thereof.
• Assist the employee with the decisions and affirm the
employee.
• Be firm and do not let them make promises that they cannot
Over-agree keep.
• Follow up on their actions.
• Monitor the progress of duties assigned to the employee .
• Be firm with them and do not let them draw the supervisor
Negativity into their negativity.
• Listen to them but do not agree with them
• Be firm and assertive.
• Do not accuse them of being incorrect/Do not get caught in
Expert their game.
• Know your facts.
• Give the employee sufficient time to express his/her views
on the issues.
Quiet • Do not use the delay in responding by the employee to
express your views.
• Use open-ended questions to get a meaningful response
from the employee.
• Affirm the employee by acknowledging the inputs provided.
Aggressive • Provide the employee with sufficient time to express
himself/herself.
• Refrain from attacking their views, as this will lead to a
confrontation with him/her.
• Protect other employees from being intimidated by the
employee.
NOTE: You must be able to identify difficult personalities from given scenarios/
statements and suggest strategies to deal with EACH type of difficult
personality.

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6.5 Ways in which businesses can deal with difficult employees in the workplace
• Get perspective from others who have experienced the same kind of situation to be able
to understand difficult employees.
• Act proactively if possible, as a staff/personnel problem is part of a manager's
responsibilities.
• Regular meetings with supervisors/departmental heads should help to identify
difficult/problem behaviour.
• Ask someone in authority for their input into the situation.
• Identify the type of personality which is creating the problem.
• Meet privately with difficult employees, so that there are no distractions from other
employees/issues.
• Make intentions and reasons for action known, so that difficult person/people feel at
ease.
• Employees should be told what specific behaviours are acceptable by giving details
about what is wrong/ unacceptable and also an opportunity to explain their behaviour.
• A deadline should be set for improving bad/difficult behaviour.
• The deadline date should be discussed with the difficult employee and his/her progress
should be monitored/ assessed before the deadline.
• Guidelines for improvement should be given.
• Do not judge the person, but try to understand him/her/Understand his/her intentions and
why he/she reacts in a certain way.
• Keep communication channels open/Encourage employees to communicate their
grievances to management.
• Build rapport/sound relations by re-establishing personal connection with colleagues,
instead of relying on e-mails/messaging/social media.
• Help difficult employees to be realistic about the task at hand.
• Remain calm and in control of the situation to get the person(s) to collaborate.
• Treat people with respect, irrespective of whether they are capable/ competent or not.
• Sometimes it may be necessary to ignore and only monitor a difficult person.
• Identify and provide an appropriate support program to address areas of weakness.

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