ATHE Level 3 Unit 4 Working in Teams (L/650/4819) Assignment Brief 2026
Unit 4 Working in Teams Assignment Brief
| Qualification | ATHE Level 3 Diploma in Business |
|---|---|
| Unit Title | Unit 4 Working in Teams |
| Unit Reference Number | L/650/4819 |
| level | 3 |
| Credits | 10 |
| GLH | 60 |
| Unit grading structure | Pass, Merit and Distinction |
Unit Aim
This unit will provide provide an overview of key aspects of working with other people.
Learners will gain knowledge and understanding of teams and team roles. There is also an opportunity for learners to develop their own employability skills.
Learning Outcomes and Assessment Criteria
| The learner will demonstrate that they: | The learner can: | ||
| Pass | Merit | Distinction | |
| 1. Understand key principles of working in teams
|
1.1 Outline purposes of teams used in organisations and explain roles adopted by team members
1.2 Analyse: a) the conditions for effective teamworking and b) the benefits of team working |
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| 2. Understand leadership and motivation when working in teams | 2.1 Explain key leadership styles in organisations
2.2 Explain the key features of effective team leadership 2.3 Explain how team leaders motivate teams and encourage positive working relations in teams
|
2M1 Evaluate how one motivational theory is used in organisations to improve team productivity
|
LO2 + LO3
3D1 Analyse the leadership style required for a specific team leader in a named organisation
|
| 3. Understand how to work in a team
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3.1 Analyse the roles you and others have adopted in teams and the ways in which you have managed team working issues
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| 4. Can review own employability skills
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4.1 Carry out a personal skills audit, using evidence from your work, teamwork or other commitments to justify your strengths and areas for development
4.2 Select an advertisement for a job to which you aspire and compile a personal CV with an accompanying covering letter for the role
|
4M1 Construct an action plan for developing skills that you identify as requiring further improvement |
Indicative Content
LO1 Understand the key principles of working in teams
- Purposes and reasons for teams in organisations, e.g. project completion, problem solving, enhancing relationships, fostering creativity and innovation, improving morale
- Stages of groups, e.g. Tuckman: forming, storming, norming, performing, adjourning
- Roles within teams, e.g. Belbin: resource investigator, teamworker and co-ordinator (the social roles); plant, monitor evaluator and specialist (the thinking roles), and shaper, implementer and completer finisher (the action or task roles)
- Benefits of team working on individuals and organisations, e.g. sense of ownership of team project, increased motivation and morale, greater responsibility, shared skills
- The conditions for effective teamworking, e.g. good communication, clarity of purpose, diversity of membership, accountability, delegation and support
- Impact of poor communication within teams, e.g. unclear aims and objectives, unresolved conflict, duplication of effort, poor commitment
LO2 Understand leadership and motivation when working in teams
- Leadership theories and styles, e.g. McGregor, Great Man, Trait theory, Skills theory, Situational theory, Contingency theory, Transactional theory and Transformational theory
- Motivation theories, e.g. Taylor, Mayo, Herzberg, Maslow, McClelland, Vroom and Pink
- The principles of good working relationships, e.g. communication, trust, respect, transparency, non-judgement, empowerment and acceptance
- The relationship between teamworking, motivation, productivity and business success
LO3 Understand how to work in a team
- Identifying own role within a teams, e.g. Belbin: resource investigator, teamworker and coordinator (the social roles); plant, monitor evaluator and specialist (the thinking roles), and shaper, implementer and completer finisher (the action or task roles)
- Conflict and conflict resolution in teams
- Formal and informal leadership in teams
- Reflection of own contribution to teams
LO4 Review own employability skills
- The difference between generic transferable skills and job specific skills
- Formats for constructing and conducting personal skills audits, e.g. online skills audits. honest identification and evidencing of own strengths and areas for development
- Receiving and interpreting feedback from others
- Using job descriptions and personal specifications
- Formats of curriculum vitae and formal letters
- Compiling own curriculum vitae
- Constructing realistic personal development action plans, e.g. effective use of SMART targets, researching options such as training, studying for qualifications, shadowing
- Managing own time, e.g. to fit in the development plan with other commitments
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