Uc8-Exercise Efficient and Effective Sustainable Practices in The Workplace

COMPETENCY BASED LEARNING MATERIAL
SECTOR : SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

SERVICES
QUALIFICATION : BEAUTY CARE (NAIL CARE) SERVICES NC II
UNIT OF COMPETENCY : EXERCISE EFFICIENT AND EFFECTIVE SUSTAINABLE

PRACTICES IN THE WORKPLACE
MODULE TITLE : EXERCISING EFFICIENT AND EFFECTIVE SUSTAINABLE

PRACTICES IN THE WORKPLACE
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL
The unit of competency, “Exercise Efficient and Effective Sustainable

Practices in the Workplace”, is one of the competencies of Beauty Care (Nail
Care) Services NC II, a course which comprises the knowledge, skills, and
attitudes required for a TVET trainee to possess.
The module, Exercising Efficient and Effective Sustainable Practices

in the Workplace, This unit covers knowledge, skills and attitude to identify
the efficiency and effectiveness of resource utilization, determine causes of
inefficiency and/or ineffectiveness of resource utilization and Convey inefficient
and ineffective environmental practices
In this module, you are required to go through a series of learning

activities in order to complete each learning outcome. In each learning outcome
are Information Sheets, Self-checks, Operation Sheets, Task Sheets, and Job
Sheets. Follow and perform the activities on your own. If you have questions,
do not hesitate to ask for assistance from your facilitator.
Remember to:
 Read information sheet and complete the self-checks.

 Perform the Task Sheets, Operation Sheets, and Job Sheets until you are
confident that your outputs conform to the Performance Criteria
Checklists that follow the said work sheets.
 Submit outputs of the Task Sheets, Operation Sheets, and Job Sheets to
your facilitator for evaluation and recording in the Achievement Chart.
Outputs shall serve as your portfolio during the Institutional
Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Achievement Chart and Progress
Chart.
You must pass the Institutional Competency Evaluation for this

competency before moving to another competency. A Certificate of Achievement
will be awarded to you after passing the evaluation.
Date Developed: Document No.

BEAUTY CARE (NAIL CARE)
July 2022 Issued by:
SERVICES NC II
Developed by: ARKSTONE ACADEMY
CBLM on Exercising Efficient INC. Page 1 of 51
and Effective Sustainable ARKSTONE ACADEMY Revision No.
QA System Practices in the Workplace
INC.
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BEAUTY CARE (NAIL CARE) SERVICES NC II
COMPETENCY BASED LEARNING MATERIALS
LIST OF BASIC COMPETENCIES
No. Unit of Competency Module Title Code
1. Participate in workplace Participating in workplace 400311210

communication communication
2. Work in a team Working in a team 400311211

environment environment
3. Solve/address general Solving/addressing general 400311212

workplace problems workplace problems
4. Develop career and life Developing career and life 400311213

decisions decisions
5. Contribute to workplace Contributing to workplace 400311214

innovation innovation
6. Present relevant Presenting relevant 400311215

information information
7. Practice occupational Practicing occupational 400311216

safety and health policies safety and health policies
and procedures and procedures
8. Exercise efficient and Exercising efficient and 400311217

effective sustainable effective sustainable
practices in the practices in the
workplace workplace
9. Practice entrepreneurial Practicing entrepreneurial 400311218

skills in the workplace skills in the workplace

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MODULE CONTENT
UNIT OF COMPETENCY : Exercise efficient and effective sustainable practices in the

workplace
MODULE TITLE : Exercising efficient and effective sustainable practices in

the workplace
MODULE DESCRIPTOR : This unit covers knowledge, skills and attitude to identify the
efficiency and effectiveness of resource utilization, determine
causes of inefficiency and/or ineffectiveness of resource
utilization and Convey inefficient and ineffective
environmental practices
NOMINAL DURATION :
At the end of this module, you MUST be able to:

1. Identify the efficiency and effectiveness of resource utilization
2. Determine causes of inefficiency and/or ineffectiveness of resource utilization
3. Convey inefficient and ineffective environmental practices

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COMPETENCY SUMMARY
Qualification Title : Beauty Care (Nail Care) Services NC II
Unit of Competency : Exercise efficient and effective sustainable practices in

the workplace
Module Title : Exercising efficient and effective sustainable practices

in the workplace
Introduction
This unit covers knowledge, skills and attitude to identify the efficiency and
effectiveness of resource utilization, determine causes of inefficiency and/or
ineffectiveness of resource utilization and Convey inefficient and ineffective
environmental practices
Learning Outcomes:
Upon completion of this module, you MUST be able to:
1. Identify the efficiency and effectiveness of resource utilization

2. Determine causes of inefficiency and/or ineffectiveness of resource utilization
3. Convey inefficient and ineffective environmental practices
ASSESSMENT CRITERIA
1. Required resource utilization in the workplace is measured using appropriate techniques

2. Data are recorded in accordance with workplace protocol
3. Recorded data are compared to determine the efficiency and effectiveness of resource
utilization according to established environmental work procedures
4. Potential causes of inefficiency and/or ineffectiveness are listed
5. Causes of inefficiency and/or ineffectiveness are identified through deductive reasoning
6. Identified causes of inefficiency and/or ineffectiveness are validated thru established
environmental procedures
7. Efficiency and effectiveness of resource utilization are reported to appropriate personnel
8. Concerns related resource utilization are discussed with appropriate personnel
9. Feedback on information/ concerns raised are clarified with appropriate personnel

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LO1. IDENTIFY THE EFFICIENCY AND EFFECTIVENESS OF RESOURCE
UTILIZATION
CONTENTS:
1. Building Successful work team

2. Skills and techniques in promoting team building
3. Negotiating skills
ASSESSMENT CRITERIA:
1. Required resource utilization in the workplace is measured using appropriate techniques

2. Data are recorded in accordance with workplace protocol
3. 1Recorded data are compared to determine the efficiency and effectiveness of resource
utilization according to established environmental work procedures
CONDITIONS:
The students/trainees must be provided with the following:
 Learning materials
- team building manual
- catalogs
- brochures
 Simulated team
ASSESSMENT METHODS
 Direct observation
 Interview

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Learning Experiences
Learning Outcome 1
Identify the efficiency and effectiveness of resource utilization
Learning Activities Special Instructions
Read Information Sheet 8.1-1: “Building Read and understand the

Successful work team” information sheet and check yourself
Answer Self-check 8.1-1 by answering the self-check. You
Read Information Sheet 8.1-2: “Skills and must answer all the questions
techniques in promoting team building” correctly before proceedings to the
Answer Self-check 8.1-2 next activity
Read Information Sheet 8.1-3: “Negotiating Refer to Task sheets, it will help you
skills”
practice your skills.
Answer Self-check 8.1-3
The performance criteria checklist

will guide and help you evaluate
your work as you are practicing your
skills.
Evaluate your own performance

using the performance criteria
checklist. When you are ready,
present your work to your trainer for
final evaluation and recording.
If you have questions and

clarification fell free to ask your
trainer.

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Information Sheet 8.1-1
BUILDING SUCCESSFUL WORK TEAM
Learning Objectives:
After reading this information sheet, you must be able to:
1. Identify and prescribe work requirements to members

2. Disseminate reasons for instructions and requirements to team members
3. Recognize, discuss and dealt team members questions, problems, concerns.
Introduction
People in every workplace talk about building the team, working as a team, and my team, but
few understand how to create the experience of team work or how to develop an effective team.
Belonging to a team, in the broadest sense, is a result of feeling part of something larger than
yourself. It has a lot to do with your understanding of the mission or objectives of your
organization.
In a team-oriented environment, you contribute to the overall success of the organization. You
work with fellow members of the organization to produce these results. Even though you have a
specific job function and you belong to a specific department, you are unified with other
organization members to accomplish the overall objectives. The bigger picture drives your
actions; your function exists to serve the bigger picture.
You need to differentiate this overall sense of teamwork from the task of developing an effective
intact team that is formed to accomplish a specific goal. People confuse the two team building
objectives. This is why so many team building seminars, meetings, retreats and activities are
deemed failures by their participants. Leaders failed to define the team they wanted to build.
Developing an overall sense of team work is different from building an effective, focused work
team when you consider team building approaches.
Twelve Cs for Team Building
Executives, managers and organization staff members universally explore ways to improve
business results and profitability. Many view team-based, horizontal, organization structures as
the best design for involving all employees in creating business success.
No matter what you call your team-based improvement effort: continuous improvement, total
quality, lean manufacturing or self-directed work teams, you are striving to improve results for
customers. Few organizations, however, are totally pleased with the results their team
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improvement efforts produce. If your team improvement efforts are not living up to your
expectations, this self-diagnosing checklist may tell you why. Successful team building, that
creates effective, focused work teams, requires attention to each of the following.
 Clear Expectations: Has executive leadership clearly communicated its expectations for
the team’s performance and expected outcomes? Do team members understand why the
team was created? Is the organization demonstrating constancy of purpose in supporting
the team with resources of people, time and money? Does the work of the team receive
sufficient emphasis as a priority in terms of the time, discussion, attention and interest
directed its way by executive leaders?
 Context: Do team members understand why they are participating on the team? Do they
understand how the strategy of using teams will help the organization attain its
communicated business goals? Can team members define their team’s importance to the
accomplishment of corporate goals? Does the team understand where its work fits in the
total context of the organization’s goals, principles, vision and values?
 Commitment: Do team members want to participate on the team? Do team members feel
the team mission is important? Are members committed to accomplishing the team
mission and expected outcomes? Do team members perceive their service as valuable to
the organization and to their own careers? Do team members anticipate recognition for
their contributions? Do team members expect their skills to grow and develop on the
team? Are team members excited and challenged by the team opportunity?
 Competence: Does the team feel that it has the appropriate people participating? (As an
example, in a process improvement, is each step of the process represented on the team?)
Does the team feel that its members have the knowledge, skill and capability to address
the issues for which the team was formed? If not, does the team have access to the help it
needs? Does the team feel it has the resources, strategies and support needed to
accomplish its mission?
 Charter: Has the team taken its assigned area of responsibility and designed its own
mission, vision and strategies to accomplish the mission. Has the team defined and
communicated its goals; its anticipated outcomes and contributions; its timelines; and
how it will measure both the outcomes of its work and the process the team followed to
accomplish their task? Does the leadership team or other coordinating group support what
the team has designed?
 Control: Does the team have enough freedom and empowerment to feel the ownership
necessary to accomplish its charter? At the same time, do team members clearly
understand their boundaries? How far may members go in pursuit of solutions? Are
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limitations (i.e. monetary and time resources) defined at the beginning of the project
before the team experiences barriers and rework?
 Collaboration: Does the team understand team and group process? Do members
understand the stages of group development? Are team members working together
effectively interpersonally? Do all team members understand the roles and
responsibilities of team members? team leaders? team recorders? Can the team approach
problem solving, process improvement, goal setting and measurement jointly? Do team
members cooperate to accomplish the team charter? Has the team established group
norms or rules of conduct in areas such as conflict resolution, consensus decision making
and meeting management? Is the team using an appropriate strategy to accomplish its
action plan?
 Communication: Are team members clear about the priority of their tasks? Is there an
established method for the teams to give feedback and receive honest performance
feedback? Does the organization provide important business information regularly? Do
the teams understand the complete context for their existence? Do team members
communicate clearly and honestly with each other? Do team members bring diverse
opinions to the table? Are necessary conflicts raised and addressed?
 Creative Innovation: Is the organization really interested in change? Does it value
creative thinking, unique solutions, and new ideas? Does it reward people who take
reasonable risks to make improvements? Or does it reward the people who fit in and
maintain the status quo? Does it provide the training, education, access to books and
films, and field trips necessary to stimulate new thinking?
 Consequences: Do team members feel responsible and accountable for team

achievements? Are rewards and recognition supplied when teams are successful? Is
reasonable risk respected and encouraged in the organization? Do team members fear
reprisal? Do team members spend their time finger pointing rather than resolving
problems? Is the organization designing reward systems that recognize both team and
individual performance? Is the organization planning to share gains and increased
profitability with team and individual contributors? Can contributors see their impact on
increased organization success?
 Coordination: Are teams coordinated by a central leadership team that assists the groups
to obtain what they need for success? Have priorities and resource allocation been
planned across departments? Do teams understand the concept of the internal customer—
the next process, anyone to whom they provide a product or a service? Are cross-
functional and multi-department teams common and working together effectively? Is the
organization developing a customer-focused process-focused orientation and moving
away from traditional departmental thinking?
 Cultural Change: Does the organization recognize that the team-based, collaborative,
empowering, enabling organizational culture of the future is different than the traditional,
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hierarchical organization it may currently be? Is the organization planning to or in the
process of changing how it rewards, recognizes, appraises, hires, develops, plans with,
motivates and manages the people it employs?
Spend time and attention on each of these twelve tips to ensure your work teams contribute most
effectively to your business success. Your team members will love you, your business will soar,
and empowered people will "own" and be responsible for their work processes. Can your work
life get any better than this?

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Self-Check 8.1-1
1. Give the twelve (12) Cs for Team Building

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Answers to Self-Check 8.1-1
1. Give the twelve (12) Cs for Team Building
 Clear Expectations
 Context
 Commitment
 Competence
 Charter
 Control
 Collaboration
 Communication
 Creative Innovation
 Consequences
 Coordination
 Cultural Change

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SKILLS AND TECHNIQUES IN PROMOTING TEAM BUILDING

Teamwork Skills
Teamwork is one of the most effective things you can teach your employees because it effect
things like productivity, work environment, and communication and much more.
Here are the top 7 skills team members should develop so that they can succeed effectively as a
team:
1-Listening: There is a time to talk and a time to listen and the time to listen comes twice as
often as the time to talk. We can often find ourselves so concerned about what we have to say
that we never really hear what the person is saying. Instead of focusing on what they are trying to
convey we are thinking about what we are going to say next, in which time we've missed their
entire point.
2-Sacrifice: Each team member has to evaluate what they are truly willing to sacrifice and then
continue to be willing when the time comes that they are asked to sacrifice it. It could be
everything from time, to resources, to positions of power.
3-Sharing: What one person knows maybe the key to another person's problem. We have to be
willing to share those keys even when it will make someone else look better.
4-Communication: when there are problems or successes a team has to be willing to

communicate effectively what went right and wrong. It is important to analyze issues that you
have in a project or as a team but it is also important to analyze your successes.
5-Language: It is so important that you have an established habit of speaking in an uplifting

way. If you are at all demeaning or domineering or insulting it will grind the team to a halt.
People will still be willing to sacrifice, share and discuss just not with every member of the team,
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meaning that the team just became rivals.
6-Hard work: Team members have to be willing to work hard on an individual basis and then
turn that hard work over to the team so that as a whole you can make your work meaningful and
achieve a greater goal.
7-Persuade: Everyone should be encouraged to exchange, defend and then eventually rethink
their ideas. You have to love your idea but
Teamwork takes individual work for a collective good that ultimately increases the good
everyone receives. These skills are a basic list but that will help you start now to be a better team
with greater success. You won't master them all in one day but take every opportunity you can to
practice them and they will help.
Teamwork Techniques
Encourage cohesiveness amongst your staff, students or organization by applying motivating

teamwork techniques. Establish communication tools and trust among your group so that groups
work together toward a common goal. Effective individuals working as a team listen and support
each other. They build ideas together, creating a powerful result.
Work Together
Conduct exercises with your group to encourage individuals to work together as a

team. Team members must listen to each other, compile and ask questions about the
project and develop collaborative ideas. Exercise your group's ability to work
together by assigning a task that must be completed as a group.
Team individuals into groups of four or more and give each team an obscure task to
complete. For example, one task could be to assemble a detailed Lego toy. Remove
the directions from the toy but allow each team to keep a picture of what the toy
should look like when assembled. Give each team 30 minutes to create the toy.
Team Organization
Effective teams are well-organized. Exercise your organization muscle by having

teams organize a party. Throwing a party is the perfect example of organizational
teamwork and is also fun for the entire group.
Supply each team with a party theme and a small budget. It is up to the team to decide
what and when items are needed. The team will also be in charge of invitations,
activities and games. After each party, discuss what the entire group liked most about
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the party and what group members would improve. Identify specific ways the group
worked together to organize the party and why their strategy worked or didn't work.
Filling Gaps
What happens when you have a project where you have no expertise? Teamwork is
effective for filling gaps where you don't have an expert to accomplish the task. For
example, some corporations use teamwork to execute marketing strategies. One
person will develop a marketing concept, another person will train staff on the
concept while another person will write copy and place ads.
Play a game of "Freaky Friday" with individuals one afternoon. For example, in an
office setting send the marketing department to work in accounting and the
accounting department to work in customer service. Give each department a task to
complete while working in the new department. The team will need to work together
to achieve success.
Meet with the entire organization after the exercises are completed and discuss what
each team had to do to finish the task. Ask each team to make a short presentation
about how they worked together and how they met challenges within the task that
they didn't understand.

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Self-Check 8.1-1
1. Give the seven (7) skills team members should develop so that they can succeed
effectively as a team:

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1. Give the seven (7) skills team members should develop so that they can succeed
effectively as a team:
 Listening
 Sacrifice
 Sharing
 Communication
 Language
 Hard work
 persuade

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NEGOTIATING SKILLS

Team Negotiation Skills
Introduction:
Negotiation skills help you to resolve situations where what you want conflicts with someone
else’s interests. There are wrong ways of handling these situations: With an aggressive approach,
you could seek to overpower the other person to give what you want. This is clearly damaging to
subsequent teamwork. With a passive approach, you could simply give in to the other person’s
wishes. This is clearly not good for you.
The aim of negotiation is to explore the situation, and to find a solution that is acceptable to both
people.
Different Styles for Different Situations...
There are different styles of negotiation, depending on circumstances. Where you do not expect
to deal with people ever again, and you do not need their goodwill, it may be appropriate to play
hardball. Here you may seek to win a negotiation, while the other person losing out. Many
people go through this when they buy or sell a house, which is why house buying can be such a
confrontational and unpleasant experience.
Similarly, where there is a great deal at stake in a negotiation (for example, in large sales
negotiations), then it may be appropriate to prepare in detail, and use gamesmanship to gain
advantage.
These approaches are usually wrong for resolving disputes within a team. If one person plays
hardball, then this puts the other person at a disadvantage. Similarly, using tricks and
manipulation during a negotiation can severely undermine trust, damaging subsequent teamwork.
While a manipulative person may not get caught if negotiation is infrequent, this is not the case
when people work together on a day-by-day basis. Honesty and openness are the best policies in
team-based negotiation.
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Preparing for a successful negotiation
Depending on the scale of the disagreement, a level of preparation may be appropriate for
conducting a successful negotiation. For small disagreements, excessive preparation can be
counter-productive because it takes time that is better focused on reaching team goals. It can also
be seen as manipulative because just as it strengthens your position, it weakens the other
person’s.
If a major disagreement needs to be resolved, preparing thoroughly is warranted, and

worthwhile. Think through the following points before you start negotiating:
 Goals: What do you want to get out of the negotiation? What do you expect the other
person to want?
 Trading: What do you and the other person have that you can trade? What do you and
the other person have that the other might want? What might you each be prepared to
give away?
 Alternatives: If you don’t reach agreement with him or her, what alternatives do you
have? Are these good or bad alternatives? How much does it matter if you do not reach
agreement? Does failure to reach an agreement cut you out of future opportunities? What
alternatives might the other person have?
 The relationship: What is the history of the relationship? Could or should this history
impact the negotiation? Will there be any hidden issues that may influence the
negotiation? How will you handle these?
 Expected outcomes: What outcome will people be expecting from this negotiation?
What has the outcome been in the past, and what precedents have been set?
 The consequences: What are the consequences for you of winning or losing this
negotiation? What are the consequences for the other person?
 Power: Who has what power in the relationship? Who controls resources? Who stands to
lose the most if agreement isn’t reached? What power does the other person have to
deliver what you hope for?
 Possible solutions: Based on all of the considerations, what possible compromises might
there be?
Style is critical…
The best approach for negotiation within a team is to adopt a win-win approach, i.e. one in which
both parties feel positive about the situation when the negotiation is concluded. This helps to
maintain a positive working relationship afterwards.

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This governs the style of the negotiation. Histrionics and displays of emotion are clearly
inappropriate because they undermine the rational basis of the negotiation and bring a
manipulative aspect to it.
Despite this, emotion can be an important subject of discussion. For a team to function
effectively, the emotional needs of team members must be fairly met. If emotion is not discussed
where needed, the agreement reached can be unsatisfactory and temporary. Be as detached as
possible when discussing your own emotions. Perhaps it would be best to discuss your emotions
as if they belonged to someone else.
Negotiating successfully…
The negotiation itself is a careful exploration of your position and the other person’s position,
with the goal of finding a mutually acceptable compromise that gives you both as much of what
you want as possible. Note that the other person may quite often have very different goals from
the ones you expect!
In an ideal situation, you will find that the other person wants what you are prepared to give, and
that you are prepared to give what the other person wants.
If this is not the case, and one person must give way, then it is fair for this person to try to
negotiate some form of compensation for doing so. The scale of this compensation will often
depend on the many of the factors we discussed above. Ultimately, both sides should feel
comfortable with the final solution if the agreement is to truly be considered a win-win
agreement.

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Self-Check 8.1-1
1. Give eight (8) points before you start negotiating.

2. What approach that seeks to overpower the other person to give what you want
and it is clearly damaging to subsequent teamwork
3. What approach that could simply gives in to the other person’s wishes. This
approach clearly not good for you.

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1. Give eight (8) points before you start negotiating.
 Goals
 Trading
 Alternatives
 The relationship
 Expected outcomes
 The consequences
 Power
 Possible solutions
2. Aggressive approach
3. Passive approach

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LO2. Determine causes of inefficiency and/or ineffectiveness of resource utilization
CONTENTS:
1. Duties and responsibilities of each team member

2. Dynamic Team Member
3. Demonstrate Leadership at Work through Team Building and People Skills
1. Potential causes of inefficiency and/or ineffectiveness are listed

2. Causes of inefficiency and/or ineffectiveness are identified through deductive reasoning
3. Identified causes of inefficiency and/or ineffectiveness are validated thru established
environmental procedures
CONDITIONS:
Learning materials
- relevant legal requirements
- manuals
ASSESSMENT METHODS
 Interview

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Learning Outcome 2
Determine causes of inefficiency and/or ineffectiveness of resource utilization
Read Information Sheet 8.2-1: “Duties and Read and understand the
responsibilities of each team member” information sheet and check yourself
Answer Self-check 8.2-1 by answering the self-check. You
Read Information Sheet 8.2-2: “Dynamic must answer all the questions
Team Member” correctly before proceedings to the
Answer Self-check 8.2-2 next activity
Read Information Sheet 8.2-3: “Demonstrate Refer to Task sheets, it will help you
Leadership at Work through Team Building
and People Skills”
Refer to Job Sheet on “Assigning work skills.
responsibilities.” from CORE CBLM on Lead
Workplace Communication Evaluate your own performance

trainer.

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DUTIES AND RESPONSIBILITIES OF EACH TEAM MEMBER
1. Allocate duties and responsibilities in respect to the skills, knowledge and attitudes of
every team member
2. Allocate duties having regard to individual preference, domestic and personal
considerations
3. Identify and define duties and responsibilities of each member.
Team Leader Duties & Responsibilities
A team leader is more than just a point of contact for suggestions or queries. His or her
responsibilities cover a wide spectrum, serving a useful function for both higher management
and team members alike. Their duties are diverse, ranging from maintaining employee morale to
making decisions to help further the business.
Communication
A good team leader will communicate the company's vision and
objectives to the team, making sure that they do so clearly, ensuring
that everybody understands their individual roles and responsibilities. It
is also a responsibility of the team leader to create an atmosphere of
trust and open communication, through improving team spirit.
Setting an Example
A team leader has the responsibility of setting an example to the team on how
to work effectively and carry out tasks to the best of their ability. He or she
must "practice what they preach," in ensuring that their behavior is consistent
with how they are telling the team to perform.
Individual Development
Every employee will need some degree of training to further their own
development and better their skills. It is the duty of the team leader to
identify areas where they feel that the individual can improve and either
educate them through one-to-one tutoring by the leader, or book them onto a
suitable training course.
Make Decisions
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An important responsibility of a team leader is to make decisions that help
the company achieve its objectives. In doing so, a leader may wish to
consult their team through in-depth discussion, and it is also a responsibility
of the leader to ensure that all discussion is focused and productive, leading
toward a decision.
Motivation
A team leader has the task of motivating his or her team to work toward the
objective, boosting morale where it is found to be low through taking the
group on a team building activity or identifying why morale is low and
taking action to fix any problems.
Point of Contact
There may be instances where the team has questions or

suggestions that they would like to voice, and the team leader
would provide a point of contact to either answer questions or
take the query/suggestion to higher management for further
discussion. She would then pass on information from management as to the resolution
or decision on the matter.
Rewarding Employees
Team members who feel that they have made a good contribution to the
business, but are not being recognized for their efforts may feel undervalued
and suffer from poor morale. A team leader should reward his employees for
consistently good work or an outstanding contribution to the organization.
This will boost morale and help them feel more like part of a team.
Team Member Duties and Responsibilities
Strive to be a responsible team member and people will see your value in the workplace.
Teachers will appreciate you and your boss will choose you for more projects where teamwork is
vital. Teams that consist of only excellent members, but have fewer people, will be more
successful and productive than teams with more members who are less useful. By being an
exceptional member of your team, you will encourage other members to outdo themselves as
well.

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Below are some common duties and responsibilities of a Team Member
 Follow through and complete all of your assignments. Do your share of work and
never complain. Put forth 100 percent of your effort at all times to ensure that you only
produce quality work. Continue to be consistent and your team will recognize you as a
reliable person who always provides excellent performance on time.
 Express yourself freely. A team member should be able to communicate effectively.
Show respect when making a point and show a healthy amount of confidence when
voicing your opinion. Just because you're confident doesn't necessarily mean you have a
huge ego.
 Listen to your teammates when it's their time to speak. Make eye contact with the
speaker to show that you are listening to her ideas attentively. Bring a notebook and a pen
to meetings so you can take notes and only comment on the speaker's opinions once she's
done speaking.
 Address and solve problems in the most efficient way possible. A problem between
team members may arise and it might be up to you to fix it. Deal with problems head on
instead of avoiding them or dwelling on them. Address problems as soon as possible and
do your best to make things better.
 Be flexible when changes occur. Your boss may start scheduling meetings at different
times, the mission or goal may change, or someone might leave the group. Adapt to these
changes without complaints or hesitation. Don't be afraid of going a different direction or
trying out new things.

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Self-Check 8.2-1
1. Give the responsibilities of a team leader
2. Give the responsibilities of a team member.

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1. Give the responsibilities of a team leader

i. Communicating
ii. Setting an Example
iii. Individual Development
iv. Making Decisions
v. Motivating
vi. Point of Contact
vii. Rewarding Employees
2. Give the responsibilities of a team member.
i. Follow through and complete all of your assignments.

ii. Express yourself freely.
iii. Listen to your teammates when it's their time to speak.
iv. Address and solve problems in the most efficient way possible.
v. Be flexible when changes occur.

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Job Sheet 8.2-1
Title : Assigning work responsibilities

Performance Objective : For trainees to know how each skills and ability are being
assessed for a more appropriate duty assignment and work
effectively, given that the candidate is provided with the
necessary tools/materials to successfully do what is indicated in
the said job sheet.
Supplies :
Steps/Procedure : 1. Evaluate the members strengths and abilities based on their
knowledge and their capacity to perform a task.
2. Review the duties and determine the additional and
minimum preferred requirements and qualifications and
assign each member to where their qualifications and
abilities would most fit.
3. Determine the Task. Visualize the end state when the task
is complete. Then write a single sentence to state clearly
what you must do to achieve the task. For example, if you
need to chart quarterly sales data, you would envision in
detail the final chart.
4. Determine the Conditions. What things will enhance or
limit your subordinates’ ability to accomplish the task or
mission? Here is where you establish the limits, or ground
rules. Is overtime authorized? Is there an expense account?
Are specific procedures required or prohibited.
5. Set the Standard. You must create a concise statement that
tells exactly how the finished task will be measured. Be as
detailed as possible. When the standard has been met, you
subordinates should know for sure that the task or mission
is complete.
6. Identify their potentials, in areas where they are most
effective whether in communication, idea formation etc. as
platform for a more effective job designation.
7. After the performance evaluation and job designation. Set
and communicate clear expectation and goals of the
organization.
8. Communicate the importance of their undestanding on the
strategy of using teams and how it would benifit the
organization attaining its communicated goals.
9. Encourage self value and the power of confidence and its

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positive effect in productivity.
10. Emphasize high level of quality performance and work
value to produce high quality output.
11. Monitor the members performance and check wiggle rooms
for improvement.
Assessment Method:
Use the Performance Criteria Checklist

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Performance Criteria Checklist for Job Sheet 8.2-1
Criteria YES NO
1. Duties and responsibilities is been allocated in respect to the skills,

knowledge and attitudes of every team member.
2. Duties is been allocated having regard to individual preference,

domestic and personal considerations
3. Duties and responsibilities are identifies and defined of each member.

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DYNAMIC TEAM MEMBER
every team member
considerations
Dynamic Team Member
When you become part of a team, you accept a great responsibility. Whether you choose to
become a team member for a fun activity, or you are appointed to a team at work, you want to be
the best team member you can be. A team is only as successful as its team members. Because of
this, it is important for you to be a contributing and dynamic team member.
How to be a dynamic team member
 Understand team dynamics. Take into consideration the varying personalities that
compose your team. The personality of each team member has a direct effect on team
performance.
 Delegate responsibilities. Each team member should be assigned a task or series of tasks
to complete. Provide a timeline so that team members know what date their tasks should
be completed.
 Complete the work that you are responsible for in a timely manner. Consult with other
team members when it is necessary. If each member does not contribute their share of
work, the team's performance will be negatively affected.
 Communicate effectively. Great communication is the key to having a successful team.

Check in with other team members frequently to see how they are doing with their share
of the work. Share ideas and exchange information. Host regular team meetings and
exchange contact information, including cell phone numbers and email addresses so that
team members can contact each other easily outside of team meetings.

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 Be genuine. Accept responsibility for your own tasks. If you make a mistake or miss a
deadline, own up to it. This will show your fellow team members that you are honest and
responsible and can be trusted.
 Be enthusiastic. Your energy and drive can be contagious. You might be able to
encourage other team members to go above and beyond what is expected of them, which
will make your team an even greater success.

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Self-Check 8.2-2
1. How to be a dynamic team leader? Give at least six (6).

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1. How to be a dynamic team leader? Give at least six (6).

a. Understand team dynamics.
b. Delegate responsibilities.
c. Complete the work that you are responsible for in a timely manner.
d. Communicate effectively.
e. Be genuine

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DEMONSTRATE LEADERSHIP AT WORK THROUGH TEAM BUILDING AND PEOPLE SKILLS
every team member
considerations
Leaders must possess the ability to bring a team together, regardless of the personalities involved
and the dynamics of the work group. One of the competencies of a good leader involves the
ability to lead people and facilitate a cooperative team. Because management involves so much
delegation, a good leader must be able to rely on his team members to carry out a variety of
tasks. Without a cohesive team, effective delegation and division of duties is more difficult. You
can highlight your competence as a leader by demonstrating the essential people skills and team
building techniques that you possess.
How to Demonstrate Leadership at Work through Team Building and People Skills
 Establish a team environment by organizing and guiding the team's activities. Establish
roles and responsibilities for each team member and use your people skills to encourage
full participation in the process. Represent the team when gaining funding and
authorization for projects, and report the team's progress to key stakeholders within the
organization.
 Manage conflict appropriately between team members. Although conflict cannot be
avoided, a proficient leader can demonstrate her leadership ability by encouraging a full
and open discussion of the issues while providing appropriate moderation between the
parties. Show your leadership by facilitating discussions and leading the parties toward
common ground. Coach team members on the importance of diverse ideas and differing
opinions, and lead by example to foster an atmosphere of respect and cooperation.
 Communicate the organization's mission to team members and help staff to understand
the contribution that the team makes to the company's goals and strategic objectives.
Display enthusiasm about the organization's purpose and encourage team members to

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share ideas about ways to meet business objectives. Implement rewards programs and
give appropriate recognition for team members who achieve desired results.
 Handle sensitive issues with diplomacy and tact. Work to understand internal office
politics and use that knowledge to coach team members on the best way to approach
sensitive projects and complex tasks. Demonstrate leadership by using your people skills
to identify the unspoken meaning behind others' actions. Help team members to perceive
and respond to the concerns and fears of others, even when they may not be clearly
articulated.
 Lead by example. Demonstrate your own credibility and ethical responsibility through
your actions. Treat each of your subordinates with respect and remain available to listen
to problems and concerns. Keep your commitments and hold yourself -- and others --
accountable for individual actions.
Demonstrate your leadership by developing leadership skills in others. A great manager acts as a
mentor and coach to subordinates, developing them to take over leadership roles within the
organization.

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Self-Check 8.2-3
1. Give six(6) how to Demonstrate Leadership at Work through Team Building and People
Skills

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1. Give six(6) how to Demonstrate Leadership at Work through Team Building and People
Skills
i. Establish a team environment by organizing and guiding the team's activities.

ii. Manage conflict appropriately between team members.
iii. Communicate the organization's mission to team members and help staff to
understand
iv. Handle sensitive issues with diplomacy and tact.

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LO3. Convey inefficient and ineffective environmental practices
CONTENTS:
1. Knowledge and skills in setting individual performance target/expectation

2. Employee policies and procedures
1. Efficiency and effectiveness of resource utilization are reported to appropriate personnel

2. Concerns related resource utilization are discussed with appropriate personnel
3. Feedback on information/ concerns raised are clarified with appropriate personnel
CONDITIONS:
1. Performance expectation worksheet

2. Relevant legal requirements
ASSESSMENT METHODS
 Interview

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Learning Outcome 3
Convey inefficient and ineffective environmental practices
Read Information Sheet 8.3-1: “Knowledge Read and understand the

and skills in setting individual performance information sheet and check yourself
target/expectation” by answering the self-check. You
must answer all the questions
Read Information Sheet 8.3-2: “Employee correctly before proceedings to the
policies and procedures” next activity
Refer to Task sheets, it will help you

skills.
Evaluate your own performance


trainer.

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KNOWLEDGE AND SKILLS IN SETTING INDIVIDUAL PERFORMANCE TARGET/EXPECTATION
1. Establish performance expectations based on client needs and according to assigned

requirements
2. Base performance expectations on individual team member’s duties and responsibilities
3. Discuss and disseminate performance expectations to individual team member
Team Performance Measurement Tools
It is important in most organizations and companies that teams work together to accomplish
workplace goals and make the company successful. Managers are responsible for ensuring that
teams work efficiently and do not have any internal conflicts that will hinder or affect the
company's success. They can use a variety of team performance tools that will evaluate the
effectiveness of a team and identify where improvements need to be made.
Performance Evaluation Software
Managers can use performance evaluation software for employee appraisals for each
individual in the team. The software will identify the employee's strengths and
weaknesses and set workplace goals that will help them improve their performance.
360-Degree Feedback
360-degree feedback is a unique performance evaluation tool used by an employee's

manager and peers. Each member of the team evaluates an employee and in return the
employee learns how others perceive them. The tool is effective for team evaluation
because the 360-degree evaluation improves communication with team members,
provides feedback on how the team members like to be treated and improves the team's
overall effectiveness.
Coaching
Coaching is another approach to providing team evaluations. After identifying the team's
weaknesses and strengths, a manager will coach the team on better ways to communicate
and work with each other. The manager should also identify rules and expectations for

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employee behavior and how they treat each other as well as developing rewards for the
team when they work together effectively.
Individual Performance Reviews
Performance reviews are a useful tool to a company. Through these, the employees understand
their strengths and flaws in performances and can therefore take the necessary measures to
improve. Management is able to base decisions such as promotions, pay hikes, transfers and
terminations on the basis of performance reviews.
There two main ways in which performance reviews can be conducted. Management may choose
to review the performance of an employee individually and in isolation, or may choose to
contrast the performance with all other employees working on the team.
There are several methods in which the performances of employees can be measured
individually.
Annual Confidential Reports
This is the oldest form of performance review. Under this method, the employee's immediate
superior prepares a report on her performance every year. In the report, the superior talks of
all the high points and low points in the employee's performance. The superior talks of
whether the subordinate met targets, her initiative and drive and behavior. The superior
summarizes her performance in an essay format and forwards it to upper management for
review. The main drawback of this technique is that the results are always kept confidential.
The subordinate does not get feedback on the review and hence cannot improve on her
performance.
Management by Objectives
This performance review technique is designed scientifically. This has been developed
relatively recently. At the beginning of the appraisal period, the superior allocates work to
her subordinates and sets goals and targets for each of them. At the end of the review period,
the superior evaluates the performance of each subordinate on the basis of the targets
attained. Some subordinates may have over-achieved the targets, some may have barely
reached their goals and some employees may not have attained targets. The review by the
superior becomes relatively easy, as goals have been set in advance.
Checklists
Here, a preset questionnaire is provided to the superior. He has to mark answers to the
already formulated questions. The superior is provided with several different alternatives to a
question and he has to mark his choice. For example, there may be a question asking about
the employee's behavior and the choices for the answer could be: "exceptionally good,"
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"good," "average," "poor" and "very poor." The superior would have to provide an answer
from among the five available alternative choices. This method is highly objective in nature
and there is no room for the personal judgment of the employee's immediate superior.
Critical Incidents
With this method, the superior has to throw light on the best and worst incidents that
occurred with her subordinates. These are termed as the critical incidents and have an
influence on the employee's future with the organization. For example, a sales employee may
have attained 200 percent of his set targets and thus, this could be termed as his best incident.
The same employee may have misbehaved with a client and the client may have revoked his
contract with the company. This would have meant a loss for the company and thus is termed
as his worst incident. Management reviews both of these incidents and then decides whether
to promote the employee, retain him in the company or terminate his employment contract.

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Self-Check 8.3-1 (True or False)
1. Managers are responsible for ensuring that teams work efficiently and do not have
any internal conflicts that will hinder or affect the company's success.
2. Performance reviews are not useful tool to a company.
3. After identifying the team's weaknesses and strengths, a manager will terminate the team on
better ways to communicate and work with each other.
4. Coaching approach is a unique performance evaluation tool used by an employee's manager
and peers. Each member of the team evaluates an employee and in return the employee learns
how others perceive them.
5. An annual Confidential report is the oldest form of performance review. Under this method,
the employee's immediate superior prepares a report on her performance every year.

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1. True
2. False
3. False
4. False
5. True

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EMPLOYEE POLICIES AND PROCEDURES
1. Establish performance expectations based on client needs and according to assigned

requirements
2. Base performance expectations on individual team member’s duties and responsibilities
3. Discuss and disseminate performance expectations to individual team member
Employees Policies & Procedures
Employee policies and procedures are often published online and in print as part of a company
operating manual or personnel handbook. These guidelines detail how employees are expected to
act and how they will be treated by the organization. Both employers and employees are
protected because they engage in relationships based on common standards.
Behavior
A broad set of personnel policies and procedures cover expected behaviors for employees
and managers. For example, employees can consult a personnel handbook for expectations
related to attendance, dress code, customer service, smoking, telephone usage, computer
usage, solicitation, accepting gifts, outside employment and security. Policies might also
define both employer and employee responsibilities for safety, drug testing, and preventing
harassment and discrimination.
Benefits
Another broad category of policies and procedures is benefits. This collection of policies
defines what an employer will provide in the form of tangible and intangible benefits to
employees. However, employees must meet the qualifications for each type of benefit.
Examples include annual leave, sick leave, family medical leave, funeral leave, jury duty,
medical benefits, life insurance, overtime, childcare, flexible spending accounts, tuition
reimbursement and retirement benefits. An example of a qualification is a statement in a
policy that an employee must be employed full-time for 90 days before receiving health
insurance coverage.

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When an employer publishes policies and procedures, this body of guidelines becomes a
potential way to enforce an employee's rights using legal means.
Evaluation, Classification and Compensation
Personnel policies and procedures may define how employees are evaluated, classified and
compensated. For example, a policy might discuss how employees are evaluated during a
probationary period of six months and then once annually. A policy might also explain
different classes of workers, such as administrators, professionals and support staff. A policy
for providing additional compensation (such as raises and bonuses) might be spelled out
using a formula. Some organizations will define a pay-for-performance scheme or assign
additional compensation according to different criteria (such as years of service and cost-of-
living adjustments).
Other HR Practices
A detailed manual may also specify additional HR practices. For example, a government
organization might explain how employees are recruited and selected and how certain
categories of workers have different rights than other full-time employees. Also, an
organization might further describe how employees are hired, including policies regarding
nepotism, background checks, lying on an application and submitting to pre-employment
testing.
Establish Policies & Procedures
Your corporate policies and procedures are the rules you lay down for the daily operation of the
company. The policies and procedures are based on what is best for the company and employees
as well as the legal guidelines set forth by federal, local and state authorities. Policies and
procedures are dynamic as they attempt to keep up with changing laws and a changing work
environment.
A strong policies and procedures program is essential to establishing the company rules.
 Schedule a monthly meeting with all managers to discuss changes and updates to the
policies and procedures. Do not rely on managers alone to relay policy changes to
employees. Notify employees of policy and procedure changes with circulated memos
and information available on the company website.
 Integrate policy and procedures training into the new employee orientation classes. Make
sure every new employee understands the company's policies and procedures, and that
everyone has a copy of the employee manual with the policies and procedures at their

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desk. All employees should sign a statement acknowledging they have read and
understood the manual and this document should be kept in the employee's file.
 Designate one person per department to be responsible for assisting employees with
policy issues. Those departmental policies and procedures representatives should be
given a separate monthly training on any upcoming changes.
 Circulate hard copies of policies and procedures changes to each employee at the
beginning of every month. Let employees know that they should replace their old
employee handbook pages with the new ones, and then study the policy changes so they
understand them.
 Enforce all policies and procedures every day with each employee. Employees learn to
heed the company policies when they are forced to adhere to them on a regular basis.
Resist the temptation to ignore small infractions as this behavior only confuses the staff
and invites all employees to "bend the rules."

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Self-Check 8.3-2
1. Give a strong policies and procedures program which is essential in establishing the
company rules.

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1. Give a strong policies and procedures program which is essential in establishing the
company rules.
i. Schedule a monthly meeting with all managers to discuss changes and updates to
the policies and procedures
ii. Integrate policy and procedures training into the new employee orientation
classes.
iii. Designate one person per department to be responsible for assisting employees
with policy issues.
iv. Circulate hard copies of policies and procedures changes to each employee at the
beginning of every month.
v. Enforce all policies and procedures every day with each employee.

SERVICES NC II
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Razendo Chavez

Uc8-Exercise Efficient and Effective Sustainable Practices in The Workplace

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Uc8-Exercise Efficient and Effective Sustainable Practices in The Workplace

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COMPETENCY BASED LEARNING MATERIAL

SECTOR : SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

QUALIFICATION : BEAUTY CARE (NAIL CARE) SERVICES NC II

UNIT OF COMPETENCY : EXERCISE EFFICIENT AND EFFECTIVE SUSTAINABLE

MODULE TITLE : EXERCISING EFFICIENT AND EFFECTIVE SUSTAINABLE

The unit of competency, “Exercise Efficient and Effective Sustainable

The module, Exercising Efficient and Effective Sustainable Practices

In this module, you are required to go through a series of learning

 Read information sheet and complete the self-checks.

You must pass the Institutional Competency Evaluation for this

Date Developed: Document No.

LIST OF BASIC COMPETENCIES

No. Unit of Competency Module Title Code

1. Participate in workplace Participating in workplace 400311210

2. Work in a team Working in a team 400311211

3. Solve/address general Solving/addressing general 400311212

4. Develop career and life Developing career and life 400311213

5. Contribute to workplace Contributing to workplace 400311214

6. Present relevant Presenting relevant 400311215

7. Practice occupational Practicing occupational 400311216

8. Exercise efficient and Exercising efficient and 400311217

9. Practice entrepreneurial Practicing entrepreneurial 400311218

Date Developed: Document No.

UNIT OF COMPETENCY : Exercise efficient and effective sustainable practices in the

MODULE TITLE : Exercising efficient and effective sustainable practices in

At the end of this module, you MUST be able to:

Date Developed: Document No.

Qualification Title : Beauty Care (Nail Care) Services NC II

Unit of Competency : Exercise efficient and effective sustainable practices in

Module Title : Exercising efficient and effective sustainable practices

Upon completion of this module, you MUST be able to:

1. Identify the efficiency and effectiveness of resource utilization

1. Required resource utilization in the workplace is measured using appropriate techniques

Date Developed: Document No.

1. Building Successful work team

1. Required resource utilization in the workplace is measured using appropriate techniques

The students/trainees must be provided with the following:

Date Developed: Document No.

Identify the efficiency and effectiveness of resource utilization

Learning Activities Special Instructions

Read Information Sheet 8.1-1: “Building Read and understand the

The performance criteria checklist

Evaluate your own performance

If you have questions and

Date Developed: Document No.

After reading this information sheet, you must be able to:

1. Identify and prescribe work requirements to members

Twelve Cs for Team Building

 Consequences: Do team members feel responsible and accountable for team

Date Developed: Document No.

1. Give the twelve (12) Cs for Team Building

Date Developed: Document No.

1. Give the twelve (12) Cs for Team Building

Date Developed: Document No.

After reading this information sheet, you must be able to:

1. Identify and prescribe work requirements to members

4-Communication: when there are problems or successes a team has to be willing to

5-Language: It is so important that you have an established habit of speaking in an uplifting

Encourage cohesiveness amongst your staff, students or organization by applying motivating

Conduct exercises with your group to encourage individuals to work together as a

Effective teams are well-organized. Exercise your organization muscle by having

Date Developed: Document No.

Date Developed: Document No.