A report of a football match is a good example of assessing the performance of a team and of each member of that team. The reporter may say that United were strong at the back, that they bossed the midfield or that they used the full width of the pitch. These are assessments of the team at work. After the report comes the player ratings, where the performance of each individual is given marks out of ten, with perhaps the penalty-saving goalkeeper coming out on top with eight out of ten, while the centre-forward, who missed a sitter and had a general off day, scores an uncharacteristic five.

While I wouldn't expect a manager to rate his or her team individually after every shift it is an essential part of the job the be bang up to date with how the individual team members are performing because if one member has a problem it can have an adverse effect on the whole team. So here are some things to look out for.

A fish out of water
A good individual performer does not necessarily make a good team performer. You may welcome one of the star employees from another department into your team but they may not produce the sort of output their reputation suggested they would. This could be for many reasons, not least the fact that by working as part of a team their 'top banana' status will have been taken away and their individual performance will now be diluted among those of the other team members. This can produce a disinterested attitude that can put a serious dent in their productivity.

One way a manager could deal with this situation is by letting the employee know that he or she is a valuable member of the team. This sense of worth could change their attitude from good individual to good team player.

All for one and one for all
If individual team members do shine then let them know that it hasn't gone unnoticed but if the whole team has performed particularly well be sure to let everyone involved know about it.

Don't congratulate the team on their efforts while a couple of members are on their lunch break, as you may forget to pass on the good news to these two when they return. Thus you would have two workers who were going about their tasks unaware that the sterling efforts they made have been recognised. Instead they might wonder why the rest of their colleagues seem to have a spring in their step. Try to deliver the plaudits when all are present so that the feelings of worth and unity among the team are strongest.

Giving feedback and encouragement to the team when they perform well will generally see a return in the form of dedication. Be sure to give credit where it's due.

Time to get real
Get the team on your side. It is not the job of a manager to be liked. Indeed on those occasions when an employee must be disciplined quite the reverse may be true. But there are steps you can take to get each individual to want the team to succeed. For example if you set realistically achievable goals then this will be appreciated a lot more than if you tried to squeeze more out of your team by setting goals that would only be achievable through a lot of hard graft. If you know the strengths and weaknesses of the individual members of the team then you should be able to make a reasonable assessment as to what constitutes an achievable target for the team as a whole.

Opting for more achievable goals may sound like a soft option but this is not true. An employee who is working within his or her capabilities is a lot more content than one who is forever being pushed to the limit under the stress of hitting finely cut targets, and, therefore, is quite possibly more efficient.

Managing the performance of a team may require a different approach to that of individuals but there is no doubt that the team will perform better if the manager has taken time to get to know just what makes the individual members tick. Anyone with the skills necessary to bring out the best in individuals and the team would be much in demand in the modern workplace where there is a lot more emphasis on team performance than there used to be. Could you be that individual?