Lo 2

KIRKOS MANUFACTURING COLLEGE
Building Electrical Installation

Level III
Learning guide 31
Unit of Competence: Monitor Implementation of Work Plan/Activities
Module Title: Monitoring Implementation of Work Plan/Activities
LG Code: EIS BEI3 M10 LO 02 LG31

TTLM Code: EIS BEI3 10 0613v1
Lo2:Plan and Organize Work Flow
Prepared by Asmare A.
February, 2013
Instruction Sheet Learning Guide-31
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Work is scheduled
 Assessing workflow and progress during work
 Delegate work to appropriate people in accordance with principles of delegation
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:
 Assessed Current workload of colleagues is accurately
 Scheduled Work is in a manner which enhances efficiency
 Delegated Work is to appropriate people
 Provided Input regarding staffing needs is to appropriate Management
Learning Instructions:
1. Read the specific objectives of this Learning Guide.
2. Follow the instructions described below 3 to 4.
3. Read the information written in the information “Sheet 1, Sheet 2, and Sheet 3 ”.in page
2,7,12
4. Accomplish the “Self-check 1, Self-check 2 , Self-check 3, and lap test ”in page 6, 11, 19
and 20respectively.
Learning Guide for Building Electrical Installation
Date: February 2013 E.C Page 1 of 20

Level III
Version: 1 Revision: 1
Information Sheet-1
Work is scheduled
What is work flow?

A workflow is a sequence of tasks intended to produce a certain outcome if completed correctly.
Many organizations use workflows to streamline various business processes. Special workflow
software has been developed to move documents through the stages of a workflow automatically.
Function
o The function of a workflow in a business is to plot out all the various tasks that
must be completed to achieve a desired outcome. This allows employees to plan
what must be done and when.
Software
o Workflow software, sometimes referred to as workgroup computing software, is

used to create an automatic system for documents to move through. When each
stage of the workflow is complete, the software will forward the document to the
next stage automatically.
Advantages
o There are several advantages to using workflows, especially in a business setting.

First, workflows increase productivity by simplifying complex business
processes. Second, workflows increase efficiency by providing detailed guides
both to the tasks necessary to produce documents and to the order in which those
tasks must be performed.

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Scheduling work
Schedule / meaning
1. A list of times of departures and arrivals; a timetable:
2. A plan for performing work or achieving an objective, specifying the order and allotted time
for each part: finished the project on schedule.
3. A printed or written list of items in tabular form:
4. A program of events or appointments expected in a given time: Can you fit me into your
schedule Tuesday afternoon?
5. A student's program of classes.
In project management, a schedule consists of a list of a project's terminal elements with

intended start and finish dates.
Scheduling work time is a process of arranging time according to the task that a certain employee
has to perform.
Advantage
 It helps someone to know what has to do
 It helps to use time effectively
 Helps not to forget what to do
 It shows when a certain task has to be done
A work schedule could be flexible or compressed.
A flexible work schedule has advantage for both the employee and employer
As the name implies, flexible schedules are more flexible. But that doesn’t mean you can come
and go at any time; you work out a schedule with your supervisor and adhere to the schedule.

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With flexible work schedules, employees experience these benefits:
 Flexibility to meet family needs, personal obligations, and life responsibilities

conveniently.
 Reduced consumption of employee commuting time and fuel costs.
 Avoids traffic and the stresses of commuting during rush hours.
 Increased feeling of personal control over schedule and work environment.
 Reduces employee burnout due to overload.
 Allows people to work when they accomplish most, feel freshest, and enjoy working. (eg.
morning person vs. night person).
 Depending on the flexible work schedule chosen, may decrease external childcare hours
and costs.
Advantages of Flexible Work Schedules for Employers
With flexible work schedules, employers experience these benefits:
 Increased employee morale, engagement, and commitment to the organization.

 Reduced absenteeism and tardiness.
 Increased ability to recruit outstanding employees.
 Reduced turnover of valued staff.
 Allows people to work when they accomplish most, feel freshest, and enjoy working. (eg.
morning person vs. night person).
 Extended hours of operation for departments such as customer service.
Compressed Schedules
 These schedules are fixed; there’s no flexibility about when you report to work and leave
each day. Once established, your schedule does not change.
 There are several ways in which a compressed schedule can work
Example of work schedule

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Level III
Self-Check 1 Written Test
Directions: Answer all the questions listed below. Use the Answer sheet provided in the next
page:
1. List Advantages of Flexible Work Schedules for Employers
2. What is Scheduling work?

3. What is work flow?
Note: Satisfactory rating - 15 points Unsatisfactory - below 15 points

You can ask you teacher for the copy of the correct answers.
Answer Sheet Score = ___________
Rating: ____________
Name: _________________________ Date: _______________
Short Answer Questions
1. ________________________________________________________________
________________________________________________________________
2. ________________________________________________________________
________________________________________________________________
3. ________________________________________________________________
________________________________________________________________

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Assessing workflow and progress during work
Information Sheet-2
Walking around the venue to observe what is happening – this includes observation of staff
practice and observation of customers. This could be body language, waiting times or listening
for comments Mentally matching what has been achieved against what is needed – many things
in the industry have timelines attached to them. For example, diners expect the restaurant to be
open at 6.00am and breakfast available until 10.30am Taking action to assist where indicators
show the necessary work will not be completed on time, as required. Staff appraisals In many
organisations staff appraisals are an on-going Standard Operating Procedure while in others they
are undertaken only where there are indicators of problems. These should not be undertaken
unless there were originally some definite objectives and timelines set for staff to achieve and
unless these were agreed to. It is advisable to nominate, in advance, when this appraisal will take
place so staff are well aware it is going to take place, they know it has been planned for and it
will be treated and taken seriously. Appraisals that just happen are not well regarded by staff, and
are even less favourably considered by other managers. The fact that staff appraisals should have
been mentioned at the staff interview and again during the Induction and Orientation so workers
know it is a standard part of working in the venue. When the set date and time for the appraisal
are nearing it is worth reminding the staff member concerned. You should arrange a quiet and
private space, free from interruptions and distractions for the appraisal. The meeting should be
friendly and informal. It is an exchange and sharing of information, compared to a top-down
event where managers „tell‟ staff.
As an opening gambit ask the staff member how they think they are going in relation to their
goals. This a good way of letting them have the first say if they believe their performance has
been below expectations. It is a good tactic because it is them who are verbalising the bad news,
not you. Allow the meeting to take whatever course is necessary providing the general focus is
on the staff member’s performance. You can expect the following to be covered: Overall feeling
of personal performance Reasons why targets were or were not attained Relationships with other
staff which appear to be beneficial or a hindrance Problems with equipment and process
Timelines for work giving rise to problems with patrons Resourcing issues. Where a problem is

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identified by the staff member, your role is to collaboratively identify remedial action to be taken
to resolve the issue. Solutions may include allocating more time, more resources, training, job
sharing, or mentoring. Always work towards getting the staff member to agree with the plan of
action decided on, so as their commitment to the solution is enhanced. Never try to simply
impose a solution on the person. Try not to dominate this discussion. The perfect meeting is one
where the staff member does most of the talking and feels comfortable sharing examples of
failing to achieve a set target. A meeting dominated by the manager runs the risk of sounding
like a lecture, and resulting in anti-management sentiment. Often, staff come to their own
solutions when encouraged to talk things through. This meeting is also an opportunity for you as
manager to share your views on how the worker is progressing. You may have information
about: Compliments and complaints from patrons Compliments and complaints from other
workers Instances – specific in nature, not vague generalisations. For example where you have
observed noncompliance with procedures Specific examples of outstanding work performed. The
review also provides you with a great chance to talk one-on-one and share further information
such as up-coming events, emerging issues, promotional opportunities, operational problems,
their attitude to delegation of work and so on.
Assist colleagues in prioritization of workload through supportive feedback
and coaching
Coaching can be seen as a process of providing information, including feedback, to an employee.
The purpose of coaching is to reinforce and extend knowledge and skills developed through
other training. The principles of coaching are:
Involvement: Employees should be encouraged to participate actively in coaching sessions. In
this context this means they should be encouraged to prioritise their own workloads, giving
reasons, explanations and justifications for what decisions they arrived at. Active learning is a
cornerstone of any adult coaching. People learn more and more effectively if they are actively
engaged in „doing it‟. Besides, where you simply prioritise the workload for the staff member
what have they actually learned? Next time they have a problem prioritising, they’ll just come
back to you and expect you to do it for them. Also, the more active an employee is in appraising
problems, issues, situations, demands or scarce resources for themselves and outlining possible
courses of action, the more committed they will be to the identified solution

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Understanding : There must be mutual understanding of the topics being discussed, and the
tasks being prioritised. Coaches must describe and explain the context of the prioritisation,
together with any attendant reasons and workplace imperatives. Staff must be made aware of the
full story before they can be expected prioritise effectively. Your job as manager is to provide
information and context, not to keep factors hidden from staff. Too many managers set their staff
up for failure by failing to communicate fully all the aspects of the situation under consideration.
Managers can be expected to have, to see the „big picture‟ and they must pass this on to staff,
not hold onto it such as “I know a secret – but I’m not telling!” An excellent way of ensuring
mutual understanding exists is to get the employee to define the problem in their own words, and
to describe the proposed solution in their own words
Listening The coach must do more listening than talking. Staff will often have questions,
worries, issues or suggestions and an effective coach will listen not only to what is being
verbally expressed but also to the hidden sub-text beneath the spoken word. Effective coaching
will be achieved when both spoken and hidden doubts of staff are addressed. To this extent
coaching requires you to be a bit of detective and uncover that which is not readily seen, the
doubts, worries and concerns all staff are going to have from time-to-time especially in their
early years. Coaching, then, is aimed at bringing about desired changes in the actions and
attitudes of employees. In this case, being able to prioritise their work. In many hospitality
situations, a change in attitude can be as important than a change in skills or knowledge. Many
staff will function better when they feel the confidence of knowing they can determine their own
future to some extent. Being able to set personal priorities is very much a part of this as it gives
staff some flexibility in determining their own path at work, rather than having everything they
do determined by someone else all the time. Coaches or managers may achieve this change by
using one of the following approaches:
Changing the situation: The manager may: Change their behaviour patterns or style of
leadership, to better suit the employee under consideration. Some staff prefer a democratic
leader, and many prefer the definitiveness of an autocrat Change the conditions of the work
situation – altering the workplace so it is more conducive to work by making it safer, making it
less noisy or smoky, adjusting the lighting, air conditioning, introducing security staff.

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Changing the employees’ perception of the situation: This is done by ensuring the employee
is informed about company objectives, problems, and other matters of interest. Managers may
also need to point out to certain staff at certain times exactly what the benefits of their jobs are.
Sometimes staff can lose sight of all the good things that flow from working where they do and a
bit of a reality check can help them put things into more of a realistic perspective. It is often said
the only reality is someone’s perception. The same situation can be viewed perceived or quite
differently by two different people
Changing the individual’s skills : The coach provides new skills and tools which an employee
can use in dealing with situations, and which can change the employee’s self-concept and
attitude about the situation. This develops confidence and pride when the coaching demonstrates
to staff they do have the competencies to deal with the situation under consideration: the more
success an employee enjoys and experiences during their coaching, the better they will perform
in the workplace. The coach has to engineer scenarios in which the trainee will succeed in
demonstrating competence and hence will prove to themself they are capable and effective.

Level III
page
1. List The principles of coaching
2. What is Changing the employees’ perception of the situation?
3. How do you Changing the individual’s skills

Rating: ____________
Name: _________________________ Date: _______________
1________________________________________________________________
________________________________________________________________
2________________________________________________________________
________________________________________________________________
3________________________________________________________________
________________________________________________________________
Information Sheet-3 Delegate work to appropriate people in accordance with


Level III
principles of delegation
Delegating work
Delegating is a critical skill for supervisors at any level.
Delegating involves working with an employee to establish
goals, granting them sufficient authority and responsibility to
achieve the goals, often giving them
 Substantial freedom in deciding how the goals will be
achieved,
 Remaining available as a resource to help them
achieve the goals,
 Assessing the quality of their effort and attainment of the goals,
 Addressing performance issues and/or rewarding their performance.
Ultimately, the supervisor retains responsibility for the attainment of the goals, but chooses to
achieve the goals by delegating to someone else.
Delegation can sometimes be a major challenge for new supervisors to learn because they are
concerned about giving up control or struggling to have confidence in the abilities of others.
Supervisors that can effectively delegate can free up a great deal of their own time, help their
direct reports to cultivate expertise in learning, and can develop their own leadership skills --
skills that are critical for problem solving, goal attainment and learning.
Delegating VS work directing

Delegating is different than work directing. Work directing is telling someone what to do and
how to do it. There usually is much less freedom as to how the employee does the task, and
many times is much less ownership, participation and learning on the part of the employee, as
well.
How to Delegate?

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1. Delegate the whole task to one person.
This gives the person complete responsibility for doing the task and increases the person’s
motivation to do the task, as well. It also provides more focus for the supervisor when working
with the person to understand that the desired results should look like.
2. Select the right person to delegate to.
Assess the skills and capabilities of the person to be sure that individual can actually accomplish
the task. Does he/she have the knowledge, skills and abilities to do the task? If not, the person
might need training. Or, perhaps the task should be delegated to someone else.
3. Clearly specify your preferred results.
Provide information on what the results should look like, why those results are desired, when the
results should be accomplished, who else might help the person, and what resources the person
has to work with. You might leave the “how to accomplish the task” to be decided by the person.
It is often best to write this information down.
4. Delegate responsibility and authority – assign the task, not the method to accomplish it.
Let the person complete the task in the manner that he/she chooses, as long as the desired results
are likely to be what the supervisor specifies. Let the person have strong input as to the
completion date of the project. Note that you may not even know how to complete the task
yourself – this is often the case with higher levels of management. Make sure that others in the
organization understand that this person has both the responsibility and the authority to complete
the task.
5. Ask the person to summarize back to you, a description of the results you prefer.
Explain that you are requesting the summary to be sure you effectively described the results to
the person, not necessarily to be sure that the person heard you. That explanation helps the
person to not feel as if he/she is somehow being treated as if he/she is untrustworthy.

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6. Get on going non-intrusive feedback about progress on the project.
This is a good reason to continue to get weekly, written status reports from the person. Reports
should describe what he/she did last week, plans to do next week, and any potential issues that
might arise. Regular meetings with the person provide feedback, as well.
8. Maintain open lines of communication.
Do not hover over the person to monitor his/her performance, but do sense what he/she is doing
and do support the person’s checking in with you while doing the task.
9. If you are not satisfied with the progress, do not do the task yourself!
Continue to work with the person to ensure that he/she perceives that the task is his/her
responsibility. Look for the cause of your dissatisfaction. For example, is it lack of
communication, training, resources or commitment of the person?
10. Evaluate and reward the person’s performance.
Evaluate achievement of desired results more than the methods used by the person. Address
insufficient performance and reward successes.
Effective Delegation
Are you someone who delegates all of your work to your team members and prefer being an
audience? Or, do you delegate very little or, no work?
Effective delegation involves carefully assessing each of team members’ skills and
competencies. Your team members will have specific areas of interests. There would be certain
other areas on which they need to work some more and some others in which they are masters.
The key to effective delegation involves the following -
1. Delegating activities which are of utmost priority to team members who are masters in it.

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2. Delegating critical activities to people who have an interest in those areas.
3. Delegating less critical activities that have some time to completion to people who are not
experts in these areas and who require some grooming.
Though these could act as guidelines to deciding on how to delegate work, these might not be
necessary rules to delegating. Effective delegation could involve a combination of all of these
aspects. At times your decision could also be based on the composition of your team. Whatever
the basis of decision, you need to bear in mind that your delegation should not in any way
hamper the deliver-ability of the activities being assigned.
A few other aspects that you should need to keep in mind while deciding on how to delegate -
 Keep in mind, not to put somebody in charge of someone which whom they have a
negative relationship.
 While delegating you should keeps the “favouritism” aspect out of the decision making
process. Delegate unbiased.
 You would not want to lose control of the situation and become vulnerable. Do not
delegate everything that is important and put the burden on the shoulders of somebody
else. Keep some things that are important with you and stay in control. Keep an eye on
everything that is happening around you.
It is often found that a lot of bosses delegate everything and finally find them at the edge of the
cliff with no way to go. Don’t lose control of the situation ever.
Delegation and Motivation -
Every employee wants to be identified and wants some extra responsibility so that he can show
his worth. He starts to develop monotony with the activities that he has been doing everyday.
There starts to develop a lack of sense of belongingness. They begin to distance themselves from
the team and the team leader.

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The gradual shift of the team member from the team and the feeling of not being important is the
core of de-motivation and loss of production. Delegation can take care of this to a great extent.
Additional responsibilities will make them feel important. They will learn and acquire new skills
thus making their work even more exciting and interesting. They will identify themselves with
the team and the leader.
I still remember once of the employee in a team of mine who had a huge problem in outage. His
leaves exceeded much more that then entire team taken together and he has a reason every time
he went on an unapproved leave. He was given the responsibility of outage management for the
team. He had to approve leaves for the team. Gradually over a period of time, I observed that he
became very efficient and kept his outage within control because he had to answer every other
team member if he disapproved their application. Also he had the responsibility to ensure that the
team’s outage is within control.
Delegation can do a world of good for your team members in motivating them and up skilling
them in their career aspirations.
Assist colleagues in prioritization
You do not typically get to choose your colleagues, but you can choose how to interact with
them during the workweek. You need to prove yourself to colleagues on two different levels
professionally and personally In order to establish healthy inter-office collaboration. On the
professional end of things, your colleagues need to know that you can be trusted to follow
through and produce consistent results. On the personal end, they need to know that you respect
them as human beings. Master these two levels of interaction with colleagues and you will enjoy
stellar productivity in the office.
Instructions
1. Show up for work on time every day, prepared for the task at hand. Take on your fair
share of work on any given collaborative project. Break each major deadline down into

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smaller deadlines that have specific, measurable goals attached. Meeting these smaller
deadlines ensures that you will never be unable to meet a personal assignment deadline.
2. Respect your co-workers privacy by keeping out of their personal workspace. Allow
them to focus by saving casual conversation for the break room. Offer to assist colleagues
with their work assignments if you are completely caught up on your own assigned tasks
and have time to spare.
3. Acknowledge your colleagues' personal successes. Praise their hard work on a particular
assignment. Welcome their ideas on any given project, and thank them when they help
you effectively problem-solve for one of your assignments.
4. Do not hog the office supplies or spend all the petty cash. Clean up after yourself in the
cafeteria or break room. Buy two coffees instead of one and share it with a colleague who
looks like she could use the caffeine. Remember birthdays and anniversaries; mark the
occasion by offering a relevant card or small gift.
Provide input to management
Office manager is a profession related to office supervisory positions.
People that hold office management positions conduct special studies and based on the results of
these special studies, they develop reports. Apart from developing reports, they also provide
input to management on the development of policies and procedures. Office management may
also provide paralegal support, and may draft correspondence for management, schedule
appointments, etc.
The office manager is the coordinator of the work system. An office manager is responsible for
planning, organization, and controlling the clerical aspect of the organization, including the
preparation, communication, coordination and storage of data to support production and other
important operations of an industrial establishment. Often they also engage in marketing. Also,
their tasks are to monitor the work processes and to evaluate the outcome. The outcomes of work
are intended for what can be called the final receiving system, as for instance, client, customer,
and other departments.

Level III
Furthermore, their role is to coordinate on the front end by issuing various assignments. They
usually lead or manage a team of secretaries or administrative clerks. And they take care of the
assignment of tasks within the department, but the more complex tasks tend to come to their
desk.
page
1. what is Delegating work?

2. List The key to effective delegation
3. What is Effective Delegation?

Level III
Rating: ____________
Name: _________________________ Date: _______________
1________________________________________________________________
________________________________________________________________
2________________________________________________________________
________________________________________________________________
3________________________________________________________________
________________________________________________________________
LAP Test Demonstration
Task1. To fulfill the requirements of this you are asked to research how to schedule work in a
manner that enhances efficiency and customer service quality including:
 Your role as manager
 How to motivate staff
 Schedule workloads
 Prioritizing work
 Assisting staff to prioritize their own work
 Organizing workflow.

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Task2. To fulfill the requirements you are asked to research how to delegate work to appropriate
people in accordance with principles of delegation
Task3. To fulfill the requirements of this you are asked to research how to assess progress
against agreed objectives and timelines including:
 Assessing workflow and progress during work
 Staff appraisals.
Task4. To fulfill the requirements of this Work Project you are asked to research how
to assist colleagues in prioritization of workload through supportive feedback and
coaching

Level III

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KIRKOS MANUFACTURING COLLEGE

Building Electrical Installation

LG Code: EIS BEI3 M10 LO 02 LG31

Lo2:Plan and Organize Work Flow

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 1 of 20

What is work flow?

o Workflow software, sometimes referred to as workgroup computing software, is

o There are several advantages to using workflows, especially in a business setting.

Date: February 2013 E.C Page 2 of 20

In project management, a schedule consists of a list of a project's terminal elements with

Date: February 2013 E.C Page 3 of 20

 Flexibility to meet family needs, personal obligations, and life responsibilities

Advantages of Flexible Work Schedules for Employers

With flexible work schedules, employers experience these benefits:

 Increased employee morale, engagement, and commitment to the organization.

Example of work schedule

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 4 of 20

Date: February 2013 E.C Page 5 of 20

1. List Advantages of Flexible Work Schedules for Employers

2. What is Scheduling work?

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

Name: _________________________ Date: _______________

Short Answer Questions

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 6 of 20

Date: February 2013 E.C Page 7 of 20

Date: February 2013 E.C Page 8 of 20

Date: February 2013 E.C Page 9 of 20

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 10 of 20

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

Name: _________________________ Date: _______________

Short Answer Questions

Information Sheet-3 Delegate work to appropriate people in accordance with

Date: February 2013 E.C Page 11 of 20

Delegating VS work directing

Date: February 2013 E.C Page 12 of 20

2. Select the right person to delegate to.

3. Clearly specify your preferred results.

Date: February 2013 E.C Page 13 of 20

8. Maintain open lines of communication.

10. Evaluate and reward the person’s performance.

The key to effective delegation involves the following -

Date: February 2013 E.C Page 14 of 20

Delegation and Motivation -

Date: February 2013 E.C Page 15 of 20

Assist colleagues in prioritization

Date: February 2013 E.C Page 16 of 20

Provide input to management

Office manager is a profession related to office supervisory positions.

Date: February 2013 E.C Page 17 of 20

Self-Check 3 Written Test

1. what is Delegating work?

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 18 of 20

Name: _________________________ Date: _______________

Short Answer Questions

LAP Test Demonstration

Date: February 2013 E.C Page 19 of 20

Learning Guide for Building Electrical Installation

Date: February 2013 E.C Page 20 of 20

Name: ___________ Date: _

Name: ___________ Date: _

Name: ___________ Date: _