GROUP ORGANISATION

Self-Assessment & Role Allocation Effectiveness

- Prior to Role Allocation, the Group Performed significant assessment regarding all topics show below;

Of most influence to the Role Allocation process were;

- Identification of Personal Strengths & Weaknesses, informed significantly by several personality assessments

- Potential availability for fulfilment of roles; considering syllabus flexibility & demands and external commitments

- Personal preferences and desires to build new skills, traits and expertise

- In addition; prior to role allocation there was investment towards identification of key required roles and prerequisite & 'idealised' traits

-Again, the Group utilised the previously outlined self-assessments to identify 'best-fit' with capabilities matching responsibilities of roles.

- Shown below are the role outlines and the 'idealised' traits identified respectively.

- Also shown in the Group's finalised role allocation within the subsequent table below.

- The Group also developed a thoroughly planned out Hierarchy for group decision making. This is outlined below for reference;

- The hierarchy employed was that of a two-tier system, with Project Manager spearheading decision making processes.

- It is believed that this process was significantly beneficial to Group Effectiveness

- The hierarchy system enabled flexibility with relative autonomy facilitated but critically with single-point decision making also an option

- The hierarchy was found to promote inter-level discussion within the group; ultimately to the benefit of project deliverable

- The role allocation, which was performed to meaningful degree due to extent of assessments, was extremely beneficial to effectiveness. It was found that all members were allocated roles for which there was a motivated interest; ensuring commitment to delivery of responsibilities.

For details of the Group's personal reflection with respect to influences upon the Group & our respective roles, use the icon below;