COMPETENCY-BASED LEARNING MATERIALS

TRADE AREA Shielded Metal Arc Welding (SMAW NC I)

SECTOR Metal and Engineering

UNIT OF COMPETENCY WORK WITH OTHERS

MODULE TITLE WORKING WITH OTHERS

TECHNICAL EDUCATION AND SKILLS DEVELOPMENT

AUTHORITY
REGION IV-A
EL ROYALE HOTELIER TRAINING CENTER INC.
#37 CORDERO ST. BRGY. ANGELES ZONE IV
TAYABAS CITY, QUEZON

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 HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL

Welcome to the module in WORK WITH OTHERS. It is one of the core

competencies of SHIELDED METAL ARC WELDING (SMAW NCI), a course which
compromises the knowledge, skills, and attitudes required for a global competitive
food server.
This module contains training materials and activities for you to complete. This
encompasses series of learning activities to complete each learning outcome of the
module. In each learning outcome are Information Sheets, Self-Checks, Task
Sheets. Execute the activity independently and do not hesitate to ask your facilitator
for assistance.
The goal of this course is to acquire learning’s and development of practical
skills is the best possible way. To gain these skills, you must learn basic concepts
terminologies, follow instructions, and apply it in real life situation. For the most part,
you will get this information from the Information Sheets and TESDA Website,
www.tesda.gov.ph
This module was prepared to help you achieve the required competency, in
“WORK WITH OTHERS”.
This will be the source of information for you to acquire knowledge, attitude,
and skills in this competency independently and at your own pace, with minimum
supervision or help from your instructor.
Remember to:
 Work through all the information and complete the activities in each
section.
 Read information sheets and complete the self-check. Suggested
references are included to supplement the materials provided in this
module.
 Most probably your trainer will also be your supervisor or manager.
He/she is there to support you and show you the correct way to do
things.
 You will be given plenty of opportunity to ask questions and practice on
the job. Make sure you practice your new skills during regular work
shifts. This way you will improve both your speed and memory and also
your confidence.
 Use the Self-checks, Operation Sheets or Job Sheets at the end of each
section to test your own progress as an assessment tool.
 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 Progress Chart and Accomplishment Chart.
 You need to complete this module before you can perform the next
module.

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 TABLE OF CONTENTS

Module content ................................................................................. 5

Learning outcome ................................................................................. 6
summary
Learning Experiences ................................................................................. 7
INFORMATION SHEET ................................................................................. 8-12
NO.2.1-1
Self-check 2.1-1 ................................................................................. 13
Answer key 2.1-1 ................................................................................. 14
Task sheet 2.1-1 ................................................................................. 15
Performance criteria ................................................................................. 16
checklist
NFORMATION SHEET ................................................................................. 17
NO.2.2-1
Self-check 2.2-1 ................................................................................. 18
Answer key 2.2-1 ................................................................................. 19

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 SHIELDED METAL ARC WELDING (SMAW NC I)
COMPETENCY BASED LEARNING MATERIALS

List of Basic Competencies

No. Unit of Competency Module Title Code

1 Receive and respond to Receiving and responding 500311101
workplace communication to workplace
communication
2 Work with others Working with others 50031110
2
3 Demonstrate work values Demonstrating work 500311103
values
4 Practice basic housekeeping Practicing basic 500311104
procedures housekeeping procedure

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 MODULE CONTENT

Qualification: SHIELDED METAL ARC WELDING NCI

Unit of Competency: WORK WITH OTHERS
Module Title: WORKING WITH OTHERS

Module Descriptor: This unit cover the skills, knowledge and attitudes
required
to develop workplace relationship and contribute to
workplace activities.

Nominal Duration: 4 Hours

Learning Outcome:

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

1. Develop effective workplace relationship.
2. Contribute to work group activities.

Assessment Criteria:
1. Duties and responsibilities are done in a positive manner to promote
cooperation and good relationship.
2. Assistance is sought from workgroup when difficulties arise and
addressed through discussions.
3. Feedback provided by others in the team is encouraged,
acknowledged, and acted upon.
4. Differences in personal values and beliefs are respected and
acknowledged in the development.
5. Support is provided to team members to ensure workgroup goals are
met.
6. Constructive contributions to workgroup goals and tasks are made
according to organizational requirements.
7. Information relevant to work is shared with team members to ensure
designated goals are met.

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 LEARNING OUTCOME SUMMARY
LEARNING OUTCOME NO. 1 Develop effective workplace relationship.
CONTENTS:

 Job description and employment arrangement.

 Organization’s policy relevant to work role.
 Team structure
 Supervision and accountability requirements including OHS.
 Assisting a colleagues
 Open communication channels
 Acknowledging satisfactory/unsatisfactory performance
 Formal/informal performance appraisal
 Obtaining feedback from supervisor and colleagues and clients
 Personal reflective behavior strategies
 Routine organization methods for monitoring service delivery
 Ethical sentences

ASSESSMENT CRITERIA:

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

cooperation and good relationship.
 Assistance is sought from workgroup when difficulties arise and
addressed through discussions.
 Feedback provided by others in the team is encouraged,
acknowledged, and acted upon.
 Differences in personal values and beliefs are respected and
acknowledged in the development.

CONDITIONS:

The students/trainees must be provided with the following:

 Writing materials (pen & paper)
 References (books)
 Manuals

ASSESSMENT METHOD:

 Interviews
 Practical test
 Written test.

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 LEARNING EXPERIENCES

Learning Outcome No.1: DEVELOP EFFECTIVE WORKPLACE

RELATIONSHIP

Learning Activities Special Instructions

Information Sheet No. 2.1-1 Read Information Sheet No. 2.1-1

Understand the effectiveness of
employment contract in the company
through the information sheet.

Self-Check No. 2.1-1 Answer Self-Check No. 2.1-1; compare

your answers to the Answer key on the
next page. Avoid looking at the answer
sheet before answering self-check.

Task sheet 2.1-1 Perform Task Sheet No. 2.1-1 entitled

Resume, this performance task will be
assessing through the performance
criteria checklist. That is located on the
next page after the task sheet No. 2.1-1

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 INFORMATION SHEET No. 2-1.1

Learning Objective:

After reading the Information Sheet, the trainee must be able to:

Understand the effectiveness of employment contract in the company.

Show active participation during the task activity.
Appreciate the importance of tools designing job in every employment
contract have a company.

INTRODUCTION

TYPES OF EMPLOYMENT CONTRACTS

PERMANENT EMPLOYMENT CONTRACT
A permanent contract is an indefinite contract where an employee is
taken on by a company until the employee no longer wishes to work there or
the contract ends in a termination of some sort. This type of employee is
entitled to all forms of benefits provided by the specific organization for which
he works.
FIXED TERM EMPLOYMENT CONTRACT
A fixed term contract runs from an agreed start date and ends on a
specified date or on the completion of a specific project ending the employment
relationship, the duration of which should be agreed upon in advance. Fixed
term employees are entitled to the same rights and benefits as those of
permanent employees depending on the time frame of the contract length. This
form of contract is legal if it is used for the intended purpose of fulfilling a
short-term assignment.
The Labor relations Act states that if an employee is compensated below
the legal threshold of R205 433.30 per annum a fixed term contract is limited
to a period of 3 months and may only be extended if there are justifiable
reasons for doing so. These may include but not limited to, the employee is
replacing a permanent employee who is temporarily absent, is completing a
specific project for a determined period, is a seasonal worker or is a student
obtaining vocational training. It is also provided that should the contractor be
employed for longer than 3 months without justifiable reason, this employee
would be deemed to be permanent and would be entitled to all the rights and
benefits of a permanent employee. However, it must be noted that other factors
do apply.

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INDEPENDENT CONTRACTOR
An independent contractor on the other hand is not an employment
contract at all but a contract of work. A true independent contractor would be
a person who is registered as a provisional taxpayer, will work his own hours,
and runs his own business. This type of contractor is free to carry out work for
more than one employer simultaneously and is not entitled to any additional
benefits as provided to permanent employees. The contractor issues an invoice,
which is not subject to statutory deductions of PAYE and UIF, to the company.
When presented with an employment offer it is essential to read the
contract. You should understand and be clear on the terms offered before
accepting. Consult a professional or discuss with your prospective employer
immediately to avoid unnecessary future disappointments.
Four Basic Elements of Organizational Structure
Functional Organization Structure
Under a functional organization structure, people who do similar tasks
are grouped together based on specialty. So, all the accountants are placed in
the finance department and so on for the marketing, operations, senior
management, and human resources departments.
The advantages of this kind of structure include quick decision making,
because the group members can easily communicate. They can also learn from
each other, since they already possess similar skill sets and interests.
Divisional Structure Based on Products
In a divisional structure, your company groups workers into teams based
on the products or projects that meet the needs of a certain type of customer.
For example, a bakery with a catering operation might structure the workforce
based on key clientele, such as a wedding department and a wholesale-retail
department. The division of labor in this kind of structure ensures workers
making similar products can achieve greater efficiency and higher output.
Matrix Structure Combines Functional and Divisional Models
A matrix structure combines elements of the functional and divisional
models, so it is more complex. It groups people into functional departments of
specialization, then further separates them into divisional projects and
products.
In a matrix structure the team members are given more autonomy and
expected to take on more responsibility for their work. This increases the
productivity of the team, fosters greater innovation and creativity, and allows
managers to cooperatively solve decision-making problems through group
interaction. This type of organizational structure takes lots of planning and

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effort, making it appropriate for large companies that have the resources to
devote to managing a complex business framework.

Flat Organizational Structure

A flat organizational structure attempts to disrupt the traditional top-
down management system of most companies. Management is decentralized so
there is no everyday “boss.” Each employee is the boss of themselves,
eliminating bureaucracy and red tape and improving direct communication.
For example, an employee who has an idea does not have to wade
through three levels of upper managers to get the idea to the key person
making the decision. The employee simply communicates directly with the
target on a peer-based level.
A company adopting this type of structure for everyday purposes
typically establishes a special top-down management system for temporary
projects or events.

6 Elements of Organizational Structure

Organizational structure’s six elements are the 6 building blocks that
managers must use in developing and structure organizational hierarchy.

Designing Jobs

Job design is the first building block of organization Structure; it is

means-defining an individual’s responsibilities at work. Job design involves
defining areas of decision-making responsibility, identifying goals and
expectations, and establishing appropriate indicators of success.

Tools designing jobs are:

Job Specialization
Job specialization is the first and the most important tool of all. Job
specialization is like the concept of ‘division of labor’. Job specialization means;
breaking down the entire job or task into smaller parts and divide them
accordingly.
Job characteristics model (JCM)

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 Job characteristics model (JCM) is also an effective tool for designing a
job; where job-design is conducted considering both the employees’ preference
and required work system.
The approach suggests that job design should be done by considering 5
core dimensions: skill variety, task identity, task significance, autonomy, and
feedback.
Work Teams
Work teams are very useful for doing comprehensive and difficult jobs
that require expertise from various departments or faculty or the organization.
Job Rotation
As the name suggests; job rotation is systematically moving employees
from one task to another.
However, in practice, job rotation created more problems than solving
them, like; employees’ satisfaction and motivation diminishes. It is now used as
a training system.
Job Enlargement
Job enlargement involves increasing the total number of tasks workers
assigned and performs. It also gives employees motivation as it gives them a
bigger chance to participate in the organization’s operations.
It has some shortcomings too; more tasks mean more salary payments
so more cost, overdoing it could lead to employees’ dissatisfaction.
Job Enrichment
It is like job enlargement but a more comprehensive approach. Job
enrichment includes increasing the number of tasks and the portion of control
over these tasks.

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Service Delivery System

1. Service Culture is built on elements of leadership principles, norms,

work habits and vision, mission, and values. Culture is the set of
overriding principles according to which management controls,
maintains and develops the social process that manifests itself as
delivery of service and gives value to customers. Once a superior service
delivery system and a realistic service concept have been established,
there is no other component so fundamental to the long-term success of
a service organization as its culture.
2. Employee Engagement includes employee attitude activities, purpose
driven leadership and HR processes. Even the best designed processes
and systems will only be effective if carried out by people with higher
engagement. Engagement is the moderator between the design and the
execution of the service excellence model.
3. Service Quality includes strategies, processes, and performance
management systems. The strategy and process design are fundamental
to the design of the overall service management model. Helping the client
fulfil their mission and supporting them in the pursuit of their
organizational purpose, must be the foundation of any service provider
partnership.
4. Customer Experience includes elements of customer intelligence,
account management and continuous improvements. Perception is king
and constantly evaluating how both customer and end-user perceive
service delivery is important for continuous collaboration. Successful
service delivery works on the basis that the customer is a part of the
creation and delivery of the service and then designs processes built on
that philosophy – this is called co-creation.

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 Self-Check 2-1.1

Directions: Choose the correct answer.

1. This type of employee is entitled to all forms of benefits provided by the

specific organization for which he works. What it is?
a. Permanent Employment Contract
b. Fixed Term Employment Contract
c. Independent contractor
d. Functional employment Contract
2. This type of employee runs from an agreed start date and ends on a
specified date or on the completion of a specific project ending the
employment relationship, the duration of which should be agreed upon
in advance. What it is?
a. Permanent Employee Contract
b. Fixed term Employee Contract
c. Independent Contractor
d. Functional Employee Contract
3. This contractor on the other hand is not an employment contract at all
but a contract of work.
a. Permanent Employee Contract
b. Fixed term Employee Contract
c. Independent Contractor
d. Functional Employee Contract
4. This is an effective tool for designing a job; where job-design is conducted
considering both the employees’ preference and required work system.
a. Job Characteristics model (JCM)
b. Work Team

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 c. Job Rotation
d. Job enlargement
5. It is very useful for doing comprehensive and difficult jobs that require
expertise from various departments or faculty or the organization.
a. Job Characteristics model (JCM)
b. Job enlargement
c. Job Rotation
d. Work Team

Answer Key

1. A
2. B
3. C
4. A
5. D

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 TASK SHEET No. 2-1.1
RESUME

The trainees should create or make a resume and

Performance Objective:
Supplies and Materials:
Equipment:
Steps and Procedure:
application letter
Long type writing and Pen
Laptop/Computer
1. Prepare all the materials needed in your task.
2. Make a draft of your resume or personal

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 information.
3. Write or type on the laptop using Microsoft
word software.
4. Print and submit the resume and application
letter on time.
Assessment Method: Oral or Witten Test

PERFORMANCE CRITERIA CHECKLIST

Did you . . . . YES NO

1. Write the correct and complete information
2. Organized the details.
3. Use corrects and proper word

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 INFORMATION SHEET No. 2-2.1

Learning Objective:

After reading the Information Sheet, the trainee must be able to:

Understand the five elements of goals (SMART).

Show active participation during the task activity.
Appreciate the importance Specific, Measurable, Attainable, Reliable, and
time-bounded in attaining the goal.

INTRODUCTION

Introducing SMART Goals and the Structure You will Need.

If you are unfamiliar with the term, “SMART” used in this context is an
acronym, with a focus on creating specific (and realistic) targets to hit. To that
end, every SMART goal consists of five elements:
1. Specific. The goal should have a clear, highly specific endpoint. If your
goal is too vague, it will not be SMART.
2. Measurable. You need to be able to accurately track your progress, so
you can judge when a goal will be met.

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 3. Attainable. Of course, setting a goal that is too ambitious will see you
struggle to achieve it. This will sap at your motivation, both now and in
the future.
4. Relevant. The goal you pick should be pertinent to your chosen field or
should benefit you directly.
5. Time-Bound. Finally, setting a timeframe for your goal helps quantify it
further, and helps keep your focus on track.

Self-Check 2-2.1

Directions: Choose the correct answer.

1. The goal of this element should have a clear, highly specific endpoint. If
your goal is too vague, it will not be SMART. What it is?
a. Specific
b. Measurable
c. Attainable
d. Reliable
e. Time-bounded
2. This element needs to be able to accurately track your progress, so you
can judge when a goal will be met. What it is?
a. Specific
b. Measurable
c. Attainable
d. Reliable
e. Time-bounded
3. This will sap at your motivation, both now and in the future.
a. Specific
b. Measurable
c. Attainable

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 d. Reliable
e. Time-bounded
4. The goal you pick should be pertinent to your chosen field or should
benefit you directly.
a. Specific
b. Measurable
c. Attainable
d. Reliable
e. Time-bounded
5. This is setting a timeframe for your goal helps quantify it further and
helps keep your focus on track.
a. Specific
b. Measurable
c. Attainable
d. Reliable
e. Time-bounded

Answer Key

1. A

2. B

3. C

4. D

5. E

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References:
https://smallbusiness.chron.com/four-basic-elements-organizational-
structure-288.html
https://i-sight.com/resources/policies-and-procedures-in-the-workplace-the-
ultimate-guide/
https://smallbusiness.chron.com/role-organizations-policies-68191.html
https://www.iedunote.com/organizational-structure-elements
https://www.servicefutures.com/four-key-elements-service-delivery-system
https://www.elegantthemes.com/blog/business/smart-goals

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