Vehicle servicing

NTQF Level – I

Learning Guide #29

Unit of Competence: Work with others

Module Title: Working with others

LG Code: EISVHS1 M09 LO1-LG-29

TTLM Code: EISVHS1 TTLM 0919V1

LO1: Develop effective workplace relationship

Instruction Sheet Learning Guide #29

Page 0 of 40
This learning guide is developed to provide you the necessary information
regarding the following content coverage and topics –

 Doingduties and responsibilities to promote cooperation and good relationship

 Seeking assistance from work group

 Encouraging, acknowledging and acting upon Provided feed back

 Respecting and acknowledging Differences in personal values and beliefs

This guide will also assist you to attain the learning outcome stated in the
cover page. Specifically, upon completion of this Learning Guide, you will be
able to –

 Duties and responsibilities are done in a positive manner to promote

cooperation and good relationship

 Assistance is sought from workgroup when difficulties arise and addressed

through discussions

 Feedback provided by others in the team is encouraged, acknowledged and

acted upon

 Differences in personal values and beliefs are respected and acknowledged in

the development

Learning Instructions:
1) Read the specific objectives of this Learning Guide.
2) Follow the instructions described below 1 to 7.
3) Read the information written in the information “Sheet 1, Sheet 2, Sheet 3 and
Sheet 4”.
4) accomplish the “Self-check 1, Self-check 3 and Self-check 4” in page 12, 20,
and 28 respectively.
5) If you earned a satisfactory evaluation from the “Self-check” proceed to
“Operation Sheet 1, Operation Sheet 2 and Operation Sheet 3 ” in page
6) Do the “LAP test” in page (if you are ready

Information Sheet-1.1 Doing duties and responsibilities to

promote cooperation and good relationship

What is a workplace?

A workplace is a location or building where people perform physical or mental work

in order to earn a living. It is usually a location outside one's home or place of
residence.
The term "workplace" is also used to describe the work environment in general
especially as it relates to the rights and responsibilities of employees and employers.

Work group; - Group within a work force who normally work together.

A workgroup is a peer to peer network using Microsoft software. A working group

allows all participating and connected systems to access shared resources such as
files, system resources and so on.
What are roles in a group?
Take a moment to think about the individuals in a particular group you were in and
the role each of them played. ... We organize group roles into four categories—task,
social-emotional, procedural, and individual. Task roles are those that help or hinder
a group's ability to accomplish its goals
What are the roles and responsibilities?
The Importance of Roles & Responsibilities

How often to you find people duplicating work, or work not being completed? What
about tasks being started by one person, to be completed by another?
As organizations continue to do more with less, ensuring everyone is on the same
page and pulling their weight becomes increasing important. The lines of
communications, expectations, and alignment on achieving the vision of the
organization are critical to the success of a maintenance department.
Often most people are put in to positions without fully knowing what they are
responsible and accountable.
Defined Roles and Responsibilities provide clarity, alignment, and expectations to
those executing the work and keeping our plant running. Roles & Responsibilities
enables effective communications between the various groups, facilitating the full
integration of the department and organization.
This workshop guides the team through the best in class process and targets
the organization is seeking to achieve, and allows for a challenge and build sessions
on who will be responsible and accountable, consulted and informed (RACI).
The second part of the workshop is to establish the proper meeting structure for the
maintenance department. Striking the right balance of meetings may determine the
success of the maintenance department and ultimately the organization.
Roles and Responsibilities sound simple, but when clarity is provided, exceptional
results can occur. More than a few sites that went through this exercise were able to
increase engagement of their craft, supervisor, planners, and the operations team.
The sites shifted from a reactive to a proactive organization, through Planning &
Scheduling, Storeroom Optimization, and an effective Equipment Strategy. They
found the time to focus on these critical areas, once that clarity was provided and
they were aligned.

Responsibilities are the specific tasks or duties that members are expected to
complete according to their roles. They are the specific activities or obligations for
which individuals are held accountable when they assume—or get assign
What are team member roles?
When a team is performing at its best, you'll usually find that each team member has
clear responsibilities. ... He defined a team role as "a tendency to behave, contribute
and interrelate with others in a particular way" and named nine such team roles that
underlie team success

What are common problems encountered in group?

Eight Common Problems Teams Encounter
 Absence of team identity. Members may not feel mutually accountable to one

another for the team's objectives. ...

 Difficulty making decisions. ...

 Poor communication. ...

 Inability to resolve conflicts. ...

 Lack of participation. ...

 Lack of creativity. ...

 Groupthink. ...

 Ineffective leadership

10 common problems project teams face

 Lack of trust. Trust is crucial to teamwork, and it starts with people knowing
each other. ...
 Conflict and tension. ...

 Not sharing information. ..

 Low engagement. ...

 Lack of transparency. ...

 No long-term thinking. ...

 Talent Differences…
 Unclear Goals. ...
 Badly perceived, not delivering. ...

 Poor change management.

Here are some negative points of working in a group or disadvantages for

group work.

 Unequal Participation: ...

 Intrinsic Conflict: ...

 No Individual thinking: ...

 Decision making takes time: ...

 Easy to avoid work: ...

 Loss of Creativity: ...

 Time Consuming: ...

 Inequality in getting work:

Whether you prefer working in groups, do best alone, or are adaptable and can work,
either way, it's a good idea to spend some time deciding how you want to answer the
question. Think about your past experiences. If you have not had
much work experience, you can think about your projects and assignments in school.
Teams create great results. Group members compensate for each other's
weaknesses and share broad perspectives. Teamwork at work is what organizational
strength is all about – but it isn't the only way. However, working alone has many
clear benefits – both for workers and the organizations/clients they serve.

What are some problem solving techniques?

Here are seven-steps for an effective problem-solving process.
 Identify the issues. Be clear about what the problem is. ...
 Understand everyone's interests. ...
 List the possible solutions (options) ...
 Evaluate the options. ...
 Select an option or options. ...
 Document the agreement(s). ...
 Agree on contingencies, monitoring, and evaluation.

How do you solve problems with group work?

Try using these strategies to facilitate better creative problem solving as a group:

1. Make someone in charge. ...

2. Select the right team. ...

3. Mandate participation. ...

4. Assign homework. ...

5. Give people individual time to brainstorm. ...

6. Keep the meeting short. ...

7. Set an agenda. ...

8. Listen to all ideas

TEAM ADVANTAGES TEAM DISADVANTAGES

 Team members have the

 Some individuals are not
opportunity to learn from each
compatible with team work.
other.

 Potential exists for greater work

 Workers must be selected to fit the
force flexibility with cross-
team as well as requisite job skills.
training.

Working in teams increases collaboration and allows brainstorming. As a result,

more ideas are developed and productivity improves. Two or more people are
always better than one for solving problems, finishing off difficult tasks and
increasing creativity.

What is better teamwork or individual work?

Besides that, teamwork can also increases communication between team members.
Communication is very important for a team to work well. Teamwork will help when
we are solving a problem. ... Two or more people are always better than an
individual for solving problems, finishing off difficult task and increasing creativity.

A job description describes the activities to be performed and a job specification lists
the knowledge, skills and abilities required to perform the job

What is employment arrangement?

A formal agreement that specifies the conditions of the relationship between an

employee and an employer including compensation and expectations. Also referred
to as employment contracts, they are often executed for a specified period of time,
such as one year

What means of Organization?

An organization is a group of people who work together, like a neighborhood

association, a charity, a union, or a corporation. Organization is also the act of
forming or establishing something (like an organization). It can also refer to a system
of arrangement or order, or a structure for classifying things.

There are three main types of business organizations: sole proprietorship,

partnership and corporation.

A policy is a statement of intent, and is implemented as a procedure or

protocol. Policies are generally adopted by a governance body within an
organization. ... In contrast policies to assist in objective decision making are usually
operational in nature and can be objectively tested, e.g. password policy.

What is an organizational policy?

An organizational policy is a set of guidelines and best practices put in place to

protect the company, employees, and customers. ... In general, organizational
policies define what is or is not permitted within the organization. By doing this, they
establish expectations and limitations related to behavior.

Why has a policy to an organization?

Policies and procedures are an essential component of

any organization. Policies are important because they address pertinent issues, such
as what constitutes acceptable behavior by employees. ... Utilizing both policies and
procedures during decision-making ensures that employers are consistent in their
decisions
Organizational policies and procedures
Firstly, let’s define policy and procedures.
A policy is a course of action or guidelines to be followed whereas a procedure is the
‘natty gritty’ of the policy, outlining what has to be done to implement the policy. For
example, a staff recruitment policy could involve the following procedures:
1. All vacant paid positions will be advertised in local and state-wide papers.
2. The advertisements will have details of duties, salary range, closing date and
contact details.
3. All interested people will be mailed job descriptions and information about the
organization.
Importance of policy in an organization
Policies and procedures are an essential component of any organization. Policies
are important because they address pertinent issues, such as what constitutes
acceptable behavior by employees. ... Utilizing both policies and procedures during
decision-making ensures that employers are consistent in their decisions
- An organizational structure is a system that outlines how certain activities are
directed in order to achieve the goals of an organization. These activities can include
rules, roles, and responsibilities. The organizational structure also determines how
information flows between levels within the company.
What is the meaning and purpose of supervision?
Definition that supervision is 'what happens when people who work in the helping
professions make a formal arrangement to think with another or others about their
work with a view to providing the best possible service to clients, and enhancing their
own personal and professional development ..
What is accountability and why is it important?
Accountability eliminates the time and effort you spend on distracting activities and
other unproductive behavior. When you make people accountable for their actions,
you're effectively teaching them to value their work. When done
right, accountability can increase your team members' skills and confidence.
What does it mean to have accountability?
If you take responsibility for your own actions, you show accountability. ... A
government has accountability for decisions and laws affecting its citizens; an
individual has accountability for acts and behaviors. Sometimes, though,
taking accountability means admitting you made a mistake.

Definition of a code of conduct is a collection of rules and regulations that include

what is and is not acceptable or expected behavior. A handbook of an organization
setting forth rules for behavior by members is an example of a code of conduct.
Self-Check 1 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page:

1. What are common problems encountered in group? (4 points)

2. What is a workplace? (3points)
3. What are the pros and cons of working in groups and teams? (4 points)
4. What are the advantages and disadvantages of working in teams? (3 points)
5. Explain Organizational policies and procedures. (6 points)
6. What is accountability and why is it important? (5 points)
7.

Note: Satisfactory rating - 25 points Unsatisfactory - below 25 points

You can ask you teacher for the copy of the correct answers. Score = ___________
Answer Sheet
Rating: ____________

Name: _________________________ Date: _______________

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Information Sheet 1.2 Seeking assistance from work group

Supervisor; - Is a person who supervise a person or an activity. A person who
directs and avers sees the work of postgraduate.
A supervisor, or also known as foreman, oversees, facilitator, monitor area,
coordinator or gaffer is the job tittle of a low level management position that is
primarily based on authority over a worker or charge of a workplace
Types of Supervision:
 Autocratic or Authoritarian supervision: ...
 Laissez-faire or free-rein supervision: ...

 Democratic supervision: ...

 Bureaucratic supervision

What are the five functions of a supervisor?

It includes planning, organizing, directing, and controlling the work and the activities
of subordinates or employees—the so-called four functions of management.
Supervisors are defined as members of management; therefore, they must perform
these four general functions.
Supervision is about sharing, showing and giving support to help another person
make progress and feel comfortable in their work. It involves making time and
developing a practical structure to provide this support. ... Good supervision enables
staff to: build effective professional relationships.
Manager– Any position that is responsible for managing a program or program
segment and whose duties include responsibilities of "formulating, determining, or
influencing the policies" for their assigned program scope which can also have an
impact on the overall policies of the Service. These positions need not have any
supervisory responsibilities.
Managing personnel could be divided in to many groups, it depends on the
undertaken
criterion. The most often referred criterion is the position of manager in the
organization’s structure (hierarchy). From this point of view one can distinguish:
a) top-management – including managers occupying the highest posts in
company’scentral administration or in branch establishments; they are
responsible for planning andstrategic decisions;
b) middle-management – that means managers of departments and services in
company’scentral and its branch establishments; they come to operating
decisions, passthem on first-line management and control implementation of
this decisions;
c) First-line management, supervisory management or junior management –
includingmainly supervisors of production’s divisions (that is foremen and
brigadiers) responsiblefor implementation of made decisions and direct
control of tasks realization’sprocess.
In another way administration personnel could be divided, when one makes
allowance
for manager’s sphere of activity and job description. When man takes into
considerationthis criterion, then it could be marked out:
I. functional managers – responsible for one kind of activity in given business
organization(e.g. production, marketing, selling or finance),
II. overall managers – supervising complicated economic unit, like enterprise,
branchestablishment or separate department and responsible for whole
economic activity ofthis unit (i.e. production, marketing, selling and finance).
Self-Check 2 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page.
1. What are the types of supervision? (5 points)
2. What does it mean supervisor and manager? (5 points)
3. What is effective supervision? (5 points)

Note: Satisfactory rating - 15points Unsatisfactory - below 15 points

Score = ___________
Answer Sheet Rating: ____________

Name: _________________________ Date: _______________

1. _____________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

_____________________________________________________________

________________________________________________________________

________________________________________________________________

2.______________________________________________________________

You can ask you teacher for the copy of the correct answers
Encouraging, acknowledging and
Information Sheet 1.3
acting upon Provided feed back

Formal/informal performance appraisal

Feedback is a mechanism, process or signal that is looped back to control a system
within itself. Feedback refers to messages or information that is sent back to the
source from where the message came.
Way of giving and receiving feedback in the workplace
1. Check Your Motives. Before giving feedback, remind yourself why you are
doing it. ...
2. Be Timely. The closer to the event you address the issue, the better. ...
3. Make It Regular. Feedback is a process that requires constant attention. ...
4. Prepare Your Comments. ...
5. Be Specific. ...
6. Criticize in Private. ...
7. Use "I" Statements. ...
8. Limit Your Focus.
Here are a few ideas of how ask feedback from team members.
1. Show Interest. The best way to get candid feedback from your team is to create a
culture of open and honest communication. ...
2. Pay Attention to Non-Verbal. Look around the room when you speak to your
team…
3. Ask for Feedback From Others. ...
4 Avoid Defensiveness. ...
5. Own Your Mistakes.
There are four types of constructive feedback:
 Negative feedback – corrective comments about past behavior. ...
 Positive feedback – affirming comments about past behavior. ...
 Negative feed forward – corrective comments about future performance. ...
 Positive feed forward – affirming comments about future behavior.
Formal/Informal performance appraisal
Informal appraisals occur when a manager provides significant feedback and
direction to an employee outside of a formal review meeting.
A formal appraisal is a method used when a system is in place to report managerial
impressions and observations on employee performance. It takes place in
a formal meeting between manager and employee. It is a method or a tool to
improve the performance of each and every employee in the organization.
Obtaining feedback from supervisors and colleagues and clients
TIPS FOR GATHERING THE FEEDBACK:
1. Determine the purpose of the data collection. Rounded feedback can be used
to gather input for evaluation and/or developmental purposes. ...
2. Define how the data will be gathered and shared. ...
3. Involve the employee. ...
4. Select the additional participants (raters) carefully.
Personal, reflective behavior strategies
Reflective supervision is an opportunity to provide structured support for staff who
wants to build skills and enhance their work with families. Positive Goal-Oriented
Relationships: Reflective Strategies
Developing and Using Reflective Practice
1. Read - around the topics you are learning about or want to learn about and
develop.
2. Ask - others about the way they do things and why.
3. Watch - what is going on around you.
4. Feel - pay attention to your emotions, what prompts them, and how you deal
with negative ones.

Routine organizational methods for monitoring service delivery

Evaluation assesses relevance, efficiency, effectiveness, impact and
sustainability..Assessing and facilitating the implementation of your
organizations Monitoring and Evaluation processes proactively improves and
enhances service delivery against strategic and operational objectives
A clear framework is essential to guide monitoring and evaluation. ...
A framework increases understanding of the programmer’s goals and objectives,
defines the relationships between factors key to implementation, and articulates the
internal and external elements that could affect the programmer’s success.
In general, monitoring is either quantitative or qualitative: Quantitative methods use
numerical data to evaluate the project. These methods may include financial
auditing, auditing of resources and analysis of person-hours spent on the project.
Qualitative methods monitor non-numerical aspects of the project.
It Increases Employee Efficiency
When employees know that management is monitoring their performance and
behavior, and that management keeps track of what they do with their time,
employees tend to be more focused and less distracted in their work, which
improves the overall productivity of the business.
There are several advantages to continuously monitoring system performance.
Continuous system performance monitoring can do the following: Sometimes detect
underlying problems before they have an adverse effect. Detect problems that affect
a user's productivity.
Self-Check 3 Written Test

Instructions:Answer all the questions listed below. Illustrations may be necessary

to aid some explanations/answers. Write your answers in the sheet provided in
the next page.

1. Define formal and informal appraisal?(3 point)

2. How do you give and receive feedback in the workplace? (3 point)
3. How do you demonstrate reflective practice? (3 point)
4. How do you gather feedback on team performance? (3 point)
5. What are the monitoring methods? (3 point)

Note: Satisfactory rating - 15 points Unsatisfactory - below 15 points

You can ask you teacher for the copy of the correct answers.

Score = ___________
Answer Sheet Rating: ____________

Name: _________________________ Date: _______________

1.

___________________________________________________________________________
_____________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
_______________________________________________________________

2._________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
________________________________________________________________

3.________________________________________________________________
Respecting and acknowledging Differences
Information Sheet4
in personal values and beliefs

Every person likes to have their own values and personal integrity respected.
Mutual respect fosters a strong team spirit.
A common source of conflict is misunderstandings brought about by the
judgments we or other people make.

Judgments may include those about:

Beliefs what we believe to be true

Conditioning what we have been taught to expect/believe

Expectations what we expect will happen

Culture our own ways of living

It is important that differences between workers are respected. You will work
with all types of different people throughout your working life. Some will be very
religious; others political while others don’t care for either politics or religion.
Differing opinions, sexual preferences, lifestyles, religion, interests and
circumstances can lead to people holding very different views on things.
Their values and beliefs may be very different from yours but this does not
mean that you cannot get along and respect one another. Having an open mind
and being tolerant are fundamental to establishing and maintaining good
working relationships. Respect others and they will respect you. There is no
room for discrimination, racism, or bullying in today’s workplaces, in fact, they
are against the law.
OTHER MEMBERS OF THE ORGANIZATION
A membership organization is any organization that allows people to subscribe,
and often requires them to pay a membership fee or "subscription". ... Types
of membership organization include Professional associations, Trade associations,
Voluntary associations, Political parties, Clubs and a wide range of others.

 Disagreements and differences of opinion in the workplace should not

escalate into personal conflict.

Page 0 of 40
 Intervention is critical if this occurs to resolve the conflict as soon as possible.
Some actions which can be taken to resolve conflicts are:
 Do not avoid the conflict, hoping it will go away.
 Even if the conflict appears to have been superficially put to rest, it will
rear its ugly head whenever stress increases or a new disagreement
occurs.
 An unresolved conflict or interpersonal disagreement festers just under
the surface in the work environment.
 Talk to the people involved in the conflict and to your supervisor.
Sometimes mediation is required so that all employees are listened to
and involved in the resolution.
 Everyone in your office and every employee, with whom the conflicting
employees interact, is affected by the stress when a conflict occurs.
People feel as if they are walking on egg shells in the presence of the
antagonists.
 This contributes to the creation of a hostile work environment for other
employees. In worst case scenarios, team members take sides.

1.1 Techniques of developing communication skills to receive feedback

 Some studies have shown that job failures can be due to personality clash
rather than lack of job knowledge, skill or competence.
 The skills required to develop positive working relationships include :
 Open communication
 Negotiation for a “win-win” situation rather than a “win-lose” result
 Trust and respect
 Acknowledgment of individual differences
 Effective listening
 Focus on controlling or changing yourself rather than trying to control or
change others
 Giving everyone fair opportunity to contribute and express their concerns
and issues
 Genuine appreciation of others, rather than criticism or blame
 Understand the needs or others
1.2 Respecting people of different ethnic background & their culture
- Individual Differences
 It is essential that all team members demonstrate sensitivity to colleagues
who may be having difficulty achieving their individual sub-goals.
 It could be due to personal issues, tress, and lack of experience or
exposure to the topic, just to name a few reasons. If your work load
permits, offer a helping hand.
 Remember, this is a team objective; the most important lesson here is
communication within a team environment and achieving team goals.
There are also individual differences inherent in
- Culture
- Race
- Language
- Religion
- Physical capacity
- Ethnic origin
- Age and sex
 Every person has different experiences with the range of individual
differences that can occur, and we can each increase our competence in
relating to these differences be recognizing and developing ourselves, our
opinions and attitudes.
 Problems may occur when the following attitudes are manifested in the
workplace :
A. Denial
 Denial of differences is the state in which one’s own experience is
accepted as the only real one.
 People with other differences are avoided by maintaining
psychological and/or physical isolation.
 People with denial generally are disinterested in other’s differences,
although they may act aggressively to eliminate a difference if it
impinges on them.
B. Defense
 Defense against individual differences is the state in which one’s own
experience is accepted as the only good one.
 The world is organized into “us and them,” where “we” are superior and
“they” are inferior.
 This attitude is threatened by differences, so they tend to be highly
critical of others, regardless of whether the others are their managers,
their customers, or newcomers to the environment.
C. Minimization
 Minimization of differences is the state in which elements of one’s own
world view are experienced as universal.
 Team members with a minimization attitude expect similarities, and
may become insistent about correcting others’ behavior to match their
expectations.
 These problems can be overcome by developing these attitudes to replace
those listed above:
A. Acceptance
 Acceptance of differences is the attitude in which one’s own
experiences are viewed as just one of a number of equally complex
worldviews.
 Acceptance does not mean agreement — however differences may be
judged positively instead of negatively.
 People with acceptance are curious about and respectful toward
differences.
B. Adaptation
 Adaptationto differences is the attitude in which the experience of
another’s viewpoint yields perception and behavior appropriate to that
difference.
 One’s worldview is expanded to include constructs from other
worldviews. People with adaptation are able to look at the world
“through different eyes” and may intentionally change their behavior to
communicate more effectively with people from a wide range of
experiences.
C. Integration
 Integration of differences is the attitude in which one’s experience of
self is expanded to include the movement in and out of different
worldviews.
 This attitude is not necessarily better than adaptation in most situations
demanding team competence, but it is common among non-dominant
minority groups.
Self-Check 4 Written Test

Instructions: Perform the following tasks. Write your answers in the answer sheet
provided:
1. Define member of an Organization? (5 points)
2. Define and explain different attitudes are manifested in the workplace that
cause problems. (5 points)
3. Explain techniques of developing communication skills to receive feedback. (5
4. points)

Note: Satisfactory rating - 15 points Unsatisfactory - below 15 points

You can ask you teacher for the copy of the correct answers.

Score = ___________
Rating: ____________

Answer Sheet
Name: _________________________ Date: _______________

1. ______________________________________________________________

_______________________________________________________________

______________________________________________________________

_______________________________________________________________

2. _______________________________________________________________
_______________________________________________________________
___________________________________________________________

3. ______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
___
List of Reference Materials

 Arnold J., Cooper C.L., Robertson I.T. (1995): Work Psychology. Pitman
Publishing, London.
 Drucker P.F. (1994): Menedżer skuteczny. Nowoczesność, Warszawa: 17-
22.
 Duda-Nowak R. (1998): Siła przywódcy. Personel 9, 54: 59-61.
 Griffin R.W. (2000): Podstawy zarządzania organizacjami. Wyd. Nauk.
PWN, Warszawa.
 Listwan T. (1993): Kształtowanie kadry menedżerskiej firmy. Mimex,
Wrocław: 15-19.
 Mosley D.C., Megginson L.C., Petri P.H. (1985): Supervisory management:
the art of workingwith and through people. OH : South-Western Publishing
Co., Cincinnati: 18-19.
Vehicle servicing
NTQF Level – I

Learning Guide #30

Unit of Competence: Work with others

Module Title: Working with others

LG Code: EISVHS1 M09 LO1-LG-29

TTLM Code: EISVHS1 TTLM 0919V1

LO 2: Contribute to work group activities

Instruction Sheet Learning Guide #30

This learning guide is developed to provide you the necessary information

regarding the following content coverage and topics –

 Providing support to team member for ensuring work group goal

 Making constructive contribution to work group goals according to
organizational requirements
 Sharing relevant information to work with team members

This guide will also assist you to attain the learning outcome stated in the
cover page. Specifically, upon completion of this Learning Guide, you will be
able to –

 Support is provided to team members to ensure workgroup goals are met

 Constructive contributions to workgroup goals and tasks are made according

to organizational requirements

 Information relevant to work is shared with team members to ensure

designated goals are met

Learning Instructions:

1. Read the specific objectives of this Learning Guide.

2) Follow the instructions described below 1 to 7.
3) Read the information written in the information “Sheet 1, Sheet 2, Sheet 3 and
Sheet 4”.
4) accomplish the “Self-check 1, Self-check 3 and Self-check 4” in page 12, 20,
and 28 respectively.
5) If you earned a satisfactory evaluation from the “Self-check” proceed to
“Operation Sheet 1, Operation Sheet 2 and Operation Sheet 3 ” in page
6) Do the “LAP test” in page (if you are ready).
Information Sheet-2.1 Contribute to work group activities

Providing support to team members to ensure achievement of goals

 People effectively achieve organizational goals through teams. When working

in a team, you consider your individual work plans when helping to fulfill a
team’s overall goal.

 Goals are better achieved by teams when there is too much for a single
person to do or when there are ranges of tasks involving varied skills. In
meeting goals, the team must be well organized and coordinated in its efforts.

 A team must have a leader or a coordinator who is responsible for monitoring,

collating and, at times, approving the individual efforts which will contribute to
the team goal.

 Teams may have a range of goals but there should be one overall outcome to
achieve.

 The overall goal is usually quite broad and provides a focus for the team. The
team will develop smaller goals based on the overall goal. These sub-goals
will be more specific and appointed to individuals for the task to be carried
out.

 The whole team may or may not be involved in the determination or allocation
of these specific sub-goals.

 However all team members must be advised what the goals involve and how
they are expected to achieve them. This would occur through a team meeting
or discussion.

 Timeframes are usually set in agreement with the individuals and the leader;
however the urgency of the overall goal may set the timeframe.

 Parameters should be set on how often progress reporting is necessary and

for the format for updates.

 Remember to communicate with the leader and the other team members
when youfind problems or need assistance. A critical part of a team working
together is meeting timeframes and the commitment to one another. If you are
unable to complete any tasks on your own, do not think of this as being a
failure but rather an opportunity for the team to again re-evaluate its goals and
timeframes.

Explaining and clarifying. It is difficult to expect people to come together as

effective teams if there isn’t a clear and definitive expectation of the importance of
that. It may seem obvious to you, but you probably know what assuming can do… if
you want great teams, start by making your expectations clear. Then make sure you
are encouraging teamwork through your conversations, feedback, recognition and
rewards systems and more. Expectations are great, but your daily actions will show
how important teamwork is to you and your organization.

Be committed to team success and help grow the commitment of others. The
best teams are committed to their success and to each other. Are you committed to
both of those things? As the leader of a team you are also part of the team, too. Yes
your role is different, but are you all in for the team? If you aren’t, how can you
expect them to be? While being committed yourself is important, you must recognize
the importance of this commitment and engagement and encourage it in others as
well. This may require conversations, coaching and even conflict resolution, but
doing the things that help teams become more committed to the work and each other
will pay huge dividends in results.

Helping colleaguesA team can be committed and “get along” and do great work,
but if they aren’t moving in a direction that is the desired direction for overall
organizational success, they are less effective than they could be. Whether you set
the goals or involve them in setting them, no team can succeed without them. Goals
alone aren’t enough however. We must help people connect their personal work to
the goals of the team and the vision of the organization. Our role as leaders is to
help make that happen.

Providing encouragement. Often leaders make the mistake that if people get to
know each other, they will get along better and most, if not all, team problems will
melt like the Wicked Witch of the West. While many consultants make a living based
on this basic premise, it is short sighted and incomplete. That said, relationships
among team members matter and will aid in team development and success. If you
want highly successful teams, be a relationship builder and allow time and space for
team members to build relationships while they accomplish tasks.

Be available to help and let your team grow independent of you. Your team will
need you, you are committed and are excited and believe in the goals of the team.
You must have time and invest time in your team. And . . . you must leave them
alone. Don’t micromanage them. People grow and learn with help, but you can’t do
things for them. Give them space, opportunity and be patient. Finding this balance
may be a challenge, but remember that as they learn and grow you are leveraging
that learning for the lifetime of the team.

Be supportive and encourage team members to support each other. Be

supportive both of the team as a whole, which we have already talked about in
several ways, but also of the individuals on the team. Remember that a team is
made up of individuals, and when you support them you are building their confidence
and creating positive attitudes. Since you know that confidence and a positive
attitude and energy will improve individual (and team) results, it is important that you
not only do this, but help people do the same for each other. Creating this upward
spiral or support and encouragement will grow your team’s results as fast as almost
any other thing, and it starts with you.
Self-Check 1 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page:

1. Explain how to support team members to ensure achievement of goals?(10

point)

Note: Satisfactory rating – 10 points Unsatisfactory - below 10 points

You can ask you teacher for the copy of the correct answers.

Score = ___________
Rating: ____________

Answer Sheet

Name: _________________________ Date: _______________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

Making constructive contribution to work group

Information Sheet 2.2 goals according to organizational requirements
You will probably experience being part of a workgroup at some stage. The
main difference between a workgroup and a work team is that teams tend to be
more cohesive and work towards a team goal. Workgroups contain individuals
who work together but who are concerned about individual goals. It is essential
that you are able to work well within the group and support group members.

You can provide support to others by:

 listening
 giving feedback
 showing empathy and understanding
 communicating clearly
 being approachable
 being open and honest
 keeping others on track and committed
Achieving workgroup goals

A workgroup must achieve a goal or set of goals to be successful. In any

organization, goals are set so that profits are made and the company stays in
business. Teams are given specific, smaller goals which contribute to the
achievement of the overall goals. It is the responsibility of group members to
support each other so that these goals are met.

Goals and the SMART approach

 The SMART approach to goal setting suggests that goals should be:
 Specific – goals are clear, understood and clearly communicated so
that all members understand what needs to be achieved
 Measurable – goals need to be measured. For example it may be to
produce 4,000 boxes by 5pm Friday
 Attainable – goals must be achievable. They should be challenging but
not unrealistic
 Relevant – the goals must be in line with what the group does and
important to the group
 Tractable – goals should not be set in an inflexible manner. They should
be flexible to allow for changes or unforeseen circumstances
Contributing to the achievement of goals

In order to achieve workgroup goals, constructive contributions and relevant

information must be shared with other members. It is essential that good
communication occurs between members.
In order for individuals to be involved in an effective workgroup, members need
to:
 share common goals
 interact with one another
 see themselves as a group
 gain satisfaction as a result of group memberships and participation

These things help the group work well and ensure positive contributions are
made. Individuals are also more likely to share information if they feel positive
and committed to the team.
Skills for constructive contribution

To be a good team member the things you should do to make sure that you are
making a valuable contribution are:

 Enter into discussion voluntarily

 Share ideas, information and experiences
 Help the group understand their goals
 Listen actively
 Draw all participants into the discussion
 Keep discussion on track
 Support all members of the group to be able to say their piece
 Build on the contribution of others
 Help the group to work out conflicts and problems
 Give feedback
 Show empathy
 Respect different points of view
 Respect the feelings of others

Goals are the agreed outcomes of a project which SMART performance.

Objectives are the set of operations that need to take place for achieving the project
goal.
Goals are usually broad and long –term outcomes. Whereas objectives are the
tangible result of short term activities that address the project goals.
Goal are general guideline that explain what you want to archive in your community
Objectives define strategies or implementation steps to attain the identified goals.
Unlike goals. Objectives are specific, measurable. And h have a defined completion
date.
In general, objectives are more specific and easier to measure than goals.
Objectives are basic tools that underlie all planning and strategic activities. They
serve as the basis for creating policy and evaluating performance.
Plane; - Written account of intended future course of action (scheme) aimed at
achieving specific goal(s) or objective(s) within a specific timeframe. It explains in
detail what needs to be done, when, how, and by whom, and often includes best
case, expected case, and worst case scenarios.
Process; - . Sequence of interdependent and linked procedures which, at every
stage, consume one or more resources (employee time, energy, machines, money)
to convert inputs (data, material, parts, etc.) into outputs. These outputs then serve
as inputs for the next stage until a known goal or end result is reached.

Organizational policies and procedures

Firstly, let’s define policy and procedures.

A policy is a course of action or guidelines to be followed whereas a procedure is the
‘nitty gritty’ of the policy, outlining what has to be done to implement the policy. For
example, a staff recruitment policy could involve the following procedures:

1. All vacant paid positions will be advertised in local and state-wide papers.
2. The advertisements will have details of duties, salary range, closing date and
contact details.
All interested people will be mailed job descriptions and information about the
organization.

The written documents can vary dramatically depending on the:

 nature of the service

 skills and abilities of workers
 resources available for policy development
 Resources provided by government funding bodies to assist with the
policy development process.

Working within organizational policy and procedures is not as simple as reading

policy and procedure manuals. Policy is not just the written word. A critical aspect of
policy is the way in which it is interpreted by various people and the way it is
implemented (‘the way things are done around here’). For example, the organization
may have a written policy that staff meetings occur every second Wednesday.
However what you notice is that all staff members go to the staff room and an
informal catch-up about recent events and team tasks occurs over lunch a couple of
times a week instead of at a formal meeting. If you were to go out every day for
lunch, you would miss this valuable networking time.

To ensure that you are always working within policy and procedures, you need to:

 network closely with colleagues and management

 attend staff and management committee meetings where possible
 informally network with other workers
 read emails and memos
 Take opportunities to be involved in policy development.

Ethical standards that when followed, promote values such as trust, good behavior,
fairness, and/or kindness. There is not one consistent set of standards that all
companies follow, but each company has the right to develop the standards that are
meaningful for their organization.
The ethical standards in the workplace are partially set by laws and regulations and
partially by the moral standards the company seeks to live by.

Creating ethical standards in the workplace is the foundation for happy employees
and satisfied customers. When ethical standards are set forth clearly and without
ambiguity, fewer human resources issue arises, morale picks up and productivity
increases. The ethical standards in the workplace are partially set by laws and
regulations and partially by the moral standards the company seeks to live by.
Definable, measurable, and constant or variable characteristic, dimension, property,
or value, selected from a set of data (or population) because it is considered
essential to understanding a situation (or in solving a problem)
A continual improvement process, also often called a continuous improvement
process (abbreviated as CIP or CI), is an ongoing effort to improve products,
services, or processes. These efforts can seek "incremental" improvement over time
or "breakthrough" improvement all at once
Continuous quality improvement, or CQI, is a management philosophy that
organizations use to reduce waste, increase efficiency, and increase internal
(meaning, employees) and external (meaning, customer) satisfaction. It is an
ongoing process that evaluates how an organization works and ways to improve its
processes.
Process Improvement is the proactive task of identifying, analyzing
and improving upon existing business processes within an organization for
optimization and to meet new quotas or standards of quality. ... Process
improvement is a key feature of many BPM Software products.
Process Improvement Methodologies. Process Improvement is used to identify,
analyze and improve existing processes within an organization to meet new goals
and objectives.
Self-Check 2 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page.
1. Define the smart approach to achieve workgroup goals. (5 points)
2. Define organizational policy and procedure. (5 points)
3. List the valuable contribution for being a good team member. (5 point)

Score = ___________
Answer Sheet Rating: ____________
Name: _________________________ Date: _______________

2. _____________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

______________________________________________________________

________________________________________________________________

________________________________________________________________

2.______________________________________________________________

______________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

3.______________________________________________________________

________________________________________________________________

______________________________________________________________

________________________________________________________________
Note: Satisfactory rating - 15points Unsatisfactory - below 15 points
You can ask you teacher for the copy of the correct answers
Meet and sharing Information with
Information Sheet 2.3
team members

Teamwork is defined as a cooperative process that allows ordinarypeople to achieve

extraordinary results”. Also explain that a team has acommon goal or purpose where
team members can develop effective, mutual relationships toachieve team goals.
Teamwork replies upon individuals working together in a cooperativeenvironment to
achieve common team goals through sharing knowledge and skills.
Information sharing is a central process through which team members collectively
utilize their availableinformational resources.
The importance of information sharing to team performance, cohesion, decision
satisfaction,and knowledge integration. Although moderators were identified,
information sharing positively predictedteam performance across all levels of
moderators. The information sharing–team performancerelationship was moderated
by the representation of information sharing (as uniqueness or
openness),performance criteria, task type, and discussion structure by uniqueness
(a 3-way interaction).
Teams share more informationwhen

a. all members already know the information (biased information sampling)

b. members are all capable of makingaccurate decisions independently
(informational independence),
c. Members are highly similar to one another (membersimilarity).

These findings suggest that less knowledge-redundantdiscussions, as in personnel

selection interviews; structure increases the team’s retrieval of
decisionrelevantinformation. Similarly, suggesting to teams that they have
thenecessary knowledge, skills, and abilities to come to a superiorsolution likely
sparks a greater vigilance in seeking out and integratingdecision-relevant
information. Lastly, promoting a cooperativeclimate is linked to greater use of
informational resources by teams.

Information Processing
There are three information processing factors that tend to promote Information
sharing (IS): task demonstrability, discussion structure, and cooperation. Highly
demonstrable tasks, structured group discussions, and cooperative group
discussions have been found to increase members’ in-depth processing and
elaboration of information.

Three factors that tend to undermine IS in groups:

 member heterogeneity
 informational interdependence
 Information distribution.
These three factors reflect some variant of the extent to which teammembers are
redundant in their informational contributions to theteam. To the extent that members
are non-redundant, team performance could be enhanced through the effective
sharing of information.
Self-Check 3 Written Test

Instructions: Answer all the questions listed below. Illustrations may be necessary
to aid some explanations/answers. Write your answers in the sheet provided in
the next page.

1. Define the Three factors affecting team information processing. (3 points)

2. Define the Three factors representing decreasing degrees ofmember
redundancy. (3 points)
3. The information sharing–team performancerelationship was moderated by the
representation of(4 points)

4. Explain teamwork. (5 points)

Score = ___________
Answer Sheet Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ______________________________________________________________
__
________________________________________________________________
________________________________________________________________
________________________________________________________________
2.________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
3.________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
4.
________________________________________________________________
________________________________________________________________
________________________________________________________________

Note: Satisfactory rating - 15 points Unsatisfactory - below 15 points

You can ask you teacher for the copy of the correct answers.
List of Reference Materials

 Bradley, J. H., & Frederic, J. H. (1997). The effect of personality type on team
performance. Journal of
 Management Development, 16(5), p. 337-353.
 Critchley, B., & Case, D. (1986). Teambuilding – At what price and at whose cost? In
A.Mumford (Ed.)
 Handbook of Management Development. Gower Publishing Company Limited,
University Press
 Cambridge
 Fisher, S. G., Hunter, T. A., & Macrosson, W. D. K. (1997). Team or group?
Managers' perceptions of the
 differences. Journal of Managerial Psychology, 12(4), 232-242.

 Flynn, G. (1997). How do you know if your work teams work? Workforce, 76 (5),
May p. 7