Welcome to the

module
“
Lead Small
Teams
”.
 
NTRODUCTION
Welcome to the module
“
Lead Small Teams
”.
 This learner’s guide was prepared to help you achieve the required
competence in “
”. This will be the source of information for you to acquire knowledge
attitude and skills in this particular occupation with minimum
supervision or help from your trainer.
Summary of Learning Outcomes
After completing this learning guide, you should be able to:
 Lo1:-
. Provide team leadership
 Lo2:-
. Assign responsibilities
 Lo3:-
Set performance expectations for team members
 Lo4:-
Supervised team performance 
How to Use this TTLM

Read through the Learning Guide carefully. It is divided into sections

that cover all the knowledge, skills and attitude that you need.
o
Read Information Sheets and complete the Self-Check at the end
of each section to check your progress
o
Read and make sure to Practice the activities in the Operation Sheets.
Ask your trainer to show you the correct way to do things or talk
to more experienced person for guidance.
o
When you are ready, ask your trainer for institutional assessment
and provide you with feedback from your performance.
 
 Lo1:- Provide team leadership
Instruction Sheet Learning Guide #1
This learning guide is developed to provide you the necessary
information regarding The following content coverage and topics:

Work requirements

Team members’ queries and concerns 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:

Maintained or improved individuals and/or team performance given a
variety of possiblescenario

Assessed and monitored team and individual performance against set
criteria

Represented concerns of a team and individual to next level of
management orappropriate specialist and to negotiate on their behalf 

Allocated duties and responsibilities, having regard to individual’s
knowledge, skills andaptitude and the needs of the tasks to be performed

Set and communicated performance expectations for a range of tasks
and duties withinthe team and provided feedback to team members
Learning Instructions:
1. Read the specific objectives of this Learning Guide.2. Follow the
instructions described in number 3 to 18.3. Read the information written
in the “Information Sheets 1”. Try to understand what are being
discussed. Ask you teacher for assistance if you have hard time
understanding them.4. Accomplish the “Self-check 1” in page__.5. Ask
from your teacher the key to correction (key answers) or you can request
your teacher tocorrect your work. (You are to get the key answer only
after you finished answering the Selfcheck (1).6. If you earned a
satisfactory evaluation proceed to “Information Sheet 2”. However, if
yourating are unsatisfactory, see your teacher for further instructions or
go back to Learning Activity#2.7. Submit your accomplished Self-
check. This will form part of your training portfolio.8. Read the
information written in the “Information Sheet 2”. Try to understand
what are beingdiscussed. Ask you teacher for assistance if you have hard
time understanding them.9. Accomplish the “Self-check 2” in page
__.10. Ask from your teacher the key to correction (key answers) or you
can request your teacher tocorrect your work. (You are to get the key
answer only after you finished answering the Selfcheck 2).11. If you
earned a satisfactory evaluation proceed to “Information Sheet 3”.
However, if yourrating is unsatisfactory, see your teacher for further
instructions or go back to Learning Activity#2.12. Read the information
written in the “Information Sheet 3”. Try to understand what are
beingdiscussed. Ask you teacher for assistance if you have hard time
understanding them.13. Accomplish the “Self-check 3” in page __.14.
Ask from your teacher the key to correction (key answers) or you can
request your teacher to

 
Correct your work. (You are to get the key answer only after
you finished answering the Selfcheck 3).15. If you earned a satisfactory
evaluation proceed to “Information Sheet 4”. However, if yourrating is
unsatisfactory, see your teacher for further instructions or go back to
Learning Activity#2.16. Read the information written in
the “Information Sheet 4”. Try to understand what are beingdiscussed.
Ask you teacher for assistance if you have hard time understanding
them.17. Accomplish the “Self-check 4” in page __.18. Ask from your
teacher the key to correction (key answers) or you can request your
teacher tocorrect your work. (You are to get the key answer only after
you finished answering the Selfcheck 4).
Definition:
A team is defined as two or more people who interact and influence each
other toward a common purpose
Types of teams1. Formal Team:
is a team deliberately created by managers to carry out specific
activities, which help the organization to achieve its objectives.Formal
team can be classified asa. Command team: is a team composed of a
manager and employees that report to the manager. b. Committee: a
formal organizational team usually relatively long lived, created to carry
outspecific organizational tasksc. Task force or project team: A
temporary team to address a specific problem
2. Informal team: e
merge whenever people come together and interact regularly. This group
hasA function of:a. to hold in common the norms and values of their
members b. give to their members status, security and social,
satisfactionc. help their members communicated. help solve problemse.
act as a reference groups3.
Super teams:
a group of workers drawn from different departments of the organization
tosolve problems that workers deal with their daily performance4.
Self managed team
: are super teams who manage themselves without any formal
supervision
Characteristics of a team
Awareness of the characteristics of a team helps to manage effectively
the group. Effective teamsare built on:• Communication• Trust• Shared
decision-making• Positive reinforcement• Cooperation• Flexibility•
Focus on common goals• SynergyTeams that are effective can
achieve more together than they would as individuals all working alone.
Stages of team development
Teams move through five stages to develop
a. Forming
: during the initial stage the team forms and learns the behavior
acceptable by thegroup
Information sheet 1 provide team leadershipb. Storming:
as the group becomes more comfortable with one another they begin to
assert theirindividual personalities
c. Norming:
the conflicts that arose in the previous stages are addressed and
hopefully resolved.Group unity emerges as members establish common
goals, norms and ground rules.
d. Performing:
it is a stage by which a group begins to operate as a unit
e. Adjourning:
it is a time for a temporary group to wrap-up activities
Team cohesiveness
Team cohesiveness is the degree of solidarity and positive feelings held
by individuals towardstheir group.The more cohesive the group the more
strongly members feel about belonging to it. Highlycohesive teams have
less tension and hostility and fewer misunderstandings than less
cohesivegroups do. Studies have found that cohesive teams tend to
produce more uniform output than lesscohesive groups.
Ways to improve team cohesiveness
1. Introduce competition2. Increase interpersonal attraction3. Increase
interaction4. Create common goals
Guidelines for effective committee functioning
1. Goals should be clearly defined, preferably in writing2. Specify
committee’s authority3. Determine the size of the committee4. Select a
chairperson on the basis of the ability to run the meeting efficiently5.
Distribute the agenda and all supporting materials before the meeting6.
Start and end meeting on time1.2. Direction and guidance to the
organization1.3. Management and leadershipWhat is leadership, and
what is the difference between leadership and management?
Thedifference is: Leadership is setting a new direction or vision  for a
group that they follow, ie: a leader is thespearhead for that new
direction Management controls or directs people/resources in a
group according to principles or valuesthat have already been
established.
Management
Traditionally, the term "management" refers to the activities (and often
the group of people)involved in the four general functions: planning,
organizing, leading and coordinating ofresources. Note that the four
functions recur throughout the organization and are highlyintegrated.
Emerging trends in management include assertions that leading is
different thanmanaging and that the nature of how the four functions is
carried out must change toaccommodate a "new paradigm" in
management.
Leadership
 
1.4. Modeling performance and practice1.5. Legislation1.6. Encouraging
innovation and valuing diversity1.7. Support team1.8. Participation and
review of group development1.9. Team leader/leading work team
Self-Check 1 Written Test
 Directions:
 Answer all the questions listed below. Use the Answer sheet provided in
the next page:I- Essay: Explain briefly1. Explain briefly what is a team?
(5pts.)2. What is the difference between Formal team and Informal
team? (5pts.)II- Enumeration:1. Give at least three ways to improve
team cohesiveness. (3pts.)2. Give at least two guidelines for effective
committee functioning. (2pts.)
 Note:
Satisfactory rating above- 8 points Unsatisfactory below- 8 points
You can ask you teacher for the copy of the correct answers.
Answer Sheet
 Name: _________________________ Date: _______________ 
I- Essay:
1.
___________________________________________  ______________
_____________________________ 2.
___________________________________________  ______________
_____________________________ 
II- Enumeration:
1.
___________________________________________  ______________
_____________________________  ____________________________
_______________ 2. _____________________________________

LO3: Set performance expectations for team members

Instrucon Sheet Learning Guide #3
This learning guide is developed to provide you the necessary
information regarding thefollowing content coverage and topics:
Performance and expectationsThis 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: Maintained or improved
individuals and/or team performance given a variety of
possiblescenario Assessed and monitored team and
individual performance against set criteria Represented concerns of a
team and individual to next level of management or appropriatespecialist
and to negotiate on their behalf  Allocated duties and responsibilities,
having regard to individual’s knowledge, skills andaptitude and the
needs of the tasks to be performed Set and
communicated performance expectations for a range of tasks and duties
within theteam and provided feedback to team members
Learning Instructions:
1. Read the specific objectives of this Learning Guide.2. Follow the
instructions described in number 3 to 10.3. Read the information written
in the “Information Sheets 3”. Try to understand what
are beingdiscussed. Ask you teacher for assistance if you have hard time
understanding them.4. Accomplish the “Self-check 3” in page__.
Information sheet 3 Set performance expectations for team
members
A lack of clear performance expectations is cited by readers as a
key contributing factor to theirhappiness or unhappiness at work. In fact,
in a poll about what makes a bad boss – bad, themajority of respondents
said that their manager did not provide clear direction. This
factoraffected their sense of participation in a venture larger than
themselves and their feelings ofengagement, motivation, and teamwork.
Critical Components of Clear Performance Expectations
The process that results in employees who clearly understand and
execute their performanceexpectations contains these components: A
company strategic planning process that defines overall direction and
objectives. A communication strategy that tells every employee where
their job and needed outcomes fitwithin the bigger company strategy.
A process for goal setting, evaluation, feedback, and accountability that
lets employeesknowhow they are doing. This process must provide
opportunities for continuing employee professional and personal
development. Overall organizational support for the importance of
clear performance expectationscommunicated through cultural
expectations, executive planning and communication,
managerialresponsibility and accountability, rewards and recognition,
and company stories(folklore) about heroic accomplishments that define
the workplace.
Communication of Clear Performance Expectations
Communication starts with the strategic planning process of executive
leaders. How theycommunicate these plans and goals to the organization
is critical to create an organization in
 
which all components are connected and pulling in the same direction.
Executive leadership mustclearly communicate its expectations for the
team’s performance and expected outcomes to aligneach area of the
organization with the overall mission and vision.At the same time,
leadership needs to define the organizational culture of teamwork
desiredwithin the company. Whether a department team or a product,
process, or project team, teammembers have to understand why the team
was created and the outcomes the organizationexpects from the team.
Communicating Clear Performance Direction through the PDP
The Performance Development Planning (PDP)process translates these
higher level goals intothe outcomes necessary for each employee’s job
within the company. After the quarterly PDPmeeting, employees should
be clear about their expected contribution. Goal setting at thesemeetings
should include a performance evaluation component so the employee
knows how he orshe has been performing.Leading up to the PDP
meeting, the employee self-evaluation guides each employee in
thinkingabout their performance. The six-eight goals set at the meeting,
or continued from the previousPDP, establish performance expectations
without micromanaging the employee. Deciding how toaccomplish the
goals empowers, engages, and motivates the employee.The manager
maintains needed contact with the critical steps in the employee’s
performance plan through weekly meetings and coaching. (No, it’s not a
free-for-all when each employee’swork affects other employees and
must mesh to accomplish the whole.) Additionally, this stepensures that
employees are accountable for accomplishing their jobs.Consider
following this same process with each team you establish for the same
sense ofinterconnectedness and understanding of clear performance
expectations.
Continuing Support for Clear Performance Expectations
Your organization accomplishes performance expectations in three key
ways. You need to show constancy of purpose in supporting
individuals and teams with theresources of people, time and money that
will enable them to accomplish their goals. When you provide the
resources teams need to succeed, you ensure the development of
teamwork and theteam's best chance for success. Sometimes, this
requires the reshuffling of resources or therenegotiation of goals. But,
the visual application of resources sends a powerful message
ofsupport. The work of the team needs to receive sufficient emphasis
as a priority in terms of the time,discussion; attention and interest
directed its way by executive leaders. Employees are watchingand need
to know that the organization really cares. Finally, the critical
component in continuing organizational support for the importance of
theaccomplishment of clear performance expectations is your
reward and recognition system.Clear performance expectations
accomplished deserve both public recognition and privatecompensation.
Publically cheering and celebrating team accomplishments enhances the
team'sfeeling of success. The recognition clearly communicates the
behaviors and actions the companyexpects from its employees.Use clear
expectations to help your employees develop accountable, productive,
meaningful, participatory teamwork.3.1. Assisting staff to improve
their performance3.2. Factors affecting performancePerformance
appraisals are supposed to evaluate the performance of a worker, reward
good
 
Performance with promotions and pay raises and set goals to help
employees continue toImprove. In reality, however, performance
appraisals are affected by a wide range ofPsychological factors. Even
when supervisors are working with a well-defined guideline to
bevaluating workplace performance, they can easily fall off track with
results disadvantageous to both the worker and the company.
Standards of Evaluation
 One especially tricky performance appraisal factor is standards of
evaluation. Manycompanies use subjective terms like "excellent,"
"good" and "fair" to characterize performance, but these terms may
mean very different things to different people. If a company has
twodifferent evaluators, this can lead to serious bias; a more or less
average worker who performs allof his job duties correctly may receive
a "good" rating with one evaluator but only an "average"or "fair" rating
with the other.
General Biases
 There are many ways a supervisor can skew everyone's evaluations.
Some supervisors exhibitthe central tendency, rating everyone as about
average and only deviating in extremecircumstances. By contrast, an
evaluator exhibiting a leniency bias would rate everyone fairlyhigh,
perhaps out of a desire to be nice or a desire to avoid confronting
unhappy employees.An evaluator might also only look at recent
performance, exhibiting a recency bias. Anopportunity bias can also
skew results, with evaluators blaming or praising employees for
thingsthat were actually out of their control. For example, a salesman
could have declining salesnumbers do to a sharp economic downturn,
poor product quality or poor inventory management,none of which
would be his fault.
Self-Check 3 Written Test
 Directions:
Answer all the questions listed below. Use the Answer sheet provided
in the next page:I- Essay: Explain briefly1. Explain briefly what is
strategic planning process? (5pts.)2. Explain briefly what Performance
Development Planning (PDP) is
 Note:
Satisfactory rating above- 5 points Unsatisfactory below- 5 points
You can ask your teacher for the copy of the correct answers.
Answer Sheet
 Name: _________________________ Date: _______________ 
I- Essay:
1.
___________________________________________  ______________
_____________________________ 2.___________________________
________________  _________________________________________
__ 
 
LO4: Supervise team performance
Instrucon Sheet Learning Guide #4
This learning guide is developed to provide you the necessary
information regarding thefollowing content coverage and topics:
Monitoring of performance Feedback  Performance issuesThis
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: Maintained or improved individuals and/or team
performance given a variety of possible\scenario Assessed and
monitored team and individual performance against set criteria
Represented concerns of a team and individual to next level of
management or appropriatespecialist and to negotiate on their behalf 
Allocated duties and responsibilities, having regard to individual’s
knowledge, skills andaptitude and the needs of the tasks to be
performed Set and communicated performance expectations for a
range of tasks and duties within theteam and provided feedback to team
members
Learning Instructions:
1. Read the specific objectives of this Learning Guide.2. Follow the
instructions described in number 3 to 6.3. Read the information written
in the “Information Sheets 4”. Try to understand what
are beingdiscussed. Ask you teacher for assistance if you have hard time
understanding them.4. Accomplish the “Self-check 4” in page__.5. Ask
from your teacher the key to correction (key answers) or you can request
your teacher tocorrect your work. (You are to get the key answer only
after you finished answering theSelf-check 4).6. Submit your
accomplished Self-check. This will form part of your training portfolio.
Information sheet 4 Supervise team performanceSupervision and
Team Leadership
Supervising a group of people should be viewed as a great privilege. In
this role you and youalone will determine the motivation and morale
of your team. By providing a positiveworkplaceyour people will become
positive, this positivism will enrich every aspect of theirlives. When you
look at the role of a team leader, the role is to give people the gift of self
belief,to believe that they are valuable and their contribution is
worthwhile.All of the techniques that you will need to use are included
here, why not take five minutes androws the expertly prepared content
rich pages and discover the great leader within.What is Supervision?If
you talk to a few managers you will quickly find that there are a number
of different views onthe role of a supervisor or a team leader. Some of
these views focus on what team leadersactually do rather than focusing
on
what they should be doing
. There is also a variation in whatmanagers are willing to delegate
responsibility to their team leaders for. As a result of thisvariation there
are three distinct supervision or team leader roles.Discover the 9 must
have Team Leader Capabilities

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There are 9 key capabilities that all team leaders must have. These 9 key
team leader capabilitiesare universal capabilities. Once you have these
capabilities you will be able to work as a teamleader in any organization
or in any industry. Today, you can access, free of charge,
a professionally prepared self assessment for each of these 9 effective
leadership skills which canalso be used to assist with your development.
Building a high performing team
There is a strong relationship between your leadership behavior (the
things you do with yourtime at work) and the performance of your
employees.If you are like most team leaders, you will want to lead a
high performing team. A team whereyour highly engaged team members
continuously strive to achieve higher and higher levels
of performance.So, how do you build a high performing team?Given
that your employee’s performance is directly related to the things you do
as a leader, ifyou want to build a high performing team all you need to
do is focus on doing the things that addthe most value.To find out about
the 7 most effective leadership behaviorsOur coaching and articles are
focused on team leader behaviors that result in the development of
empowered high performing teams.4.1. Monitor team performance4.1
definition of performance4.2 performance criteria4.3 Types of
monitoring performance4.3.1..Formal process4.3.2. Informal process4.4
Documentation and reporting
The student will be able to correctly and appropriately document data
pertinent to the care of clients.
1. Explain the purposes of documentation in healthcare.
2. Discuss the principles of effective documentation.
3. Describe various methods of documentation.
4. Describe various types of documentation records.
5. Describe the latest advances in computerized
documentation .Documentation is the written or printed record of a
clients care; its an essential nursing
responsibility. It is the Accountants respons ability that the record
remains CONFIDENTIAL.
Documentation allows continuity of care, gives a way to let other
healthcareWorkers know what we have done, and is a legal
documentation on the client.
6 purposes for documentation
1 . C ommu n i c a t ion2 .legal document anion
3. Financial billing/reimbursement
4. Education
5 .Research
6. Audit-monitoring/quality assurance
Documentation needs to beCC FLAT
•Concise•Complete•Factual•Legible  
•Accurate•Timely (current)
5 different documentation systems
1. Narrative- chronological account of client’s care & response to
care2.Problem-orientedstructure that emphasizes the clients identified
problems and progress 3.Charting by exception (CBE)- requires only
deviations from baseline4.Problem-interventionevaluation(PIE)-
organizes information according to the clients problems5.Electronic
charting-newer method of documenting client care○
Narrative documentation
•More traditional method of charting•In story like format•What you
hear, observe, inspect, do, or teach•Can use descriptive phrases•Can
explain in detail•-use narrative when something goes wrong, during a
code trauma’s in the ER. etc4.5 . Feedback 4.5.1. Formal process4.5.2.
Informal process
Self-Check 4 Written Test
 Directions:
Answer all the questions listed below. Use the Answer sheet provided in
the next page:I- Essay: Explain briefly1. Explain briefly what is
Supervision? (5pts.)2. How do you build a high performing team? (5pts.)
 Note:
Satisfactory rating above- 5 points Unsatisfactory below- 5 points
You can ask your teacher for the copy of the correct answers.
Answer Sheet
 Name: _________________________ Date: _______________ 
I- Essay:
1.
___________________________________________  ______________
_____________________________ 2.___________________________
________________  _________________________________________
__