2 Work in A Team Environment 2

HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIAL
Welcome to the Module in Work in a team Environment. This module

contains training materials and activities for you to complete.
The unit of competency “Working in Team Environment” contains
knowledge skills and attitudes required for Contact Tracing Level II. It is one
of the specialized modules at National Certificate level (NCII).
You are required to go through a series of learning activities in order to
complete each outcome of the module. In each learning outcome are
Information Sheets, Self-Checks and Job Sheets. (Reference Materials for
further reading to help you better understand the required activities). Follow
these activities on your own and answer the self-check, perform the Job Sheet
using the Performance Criteria Checklist at the end of each learning outcome.
You may remove a blank answer sheet at the end of each module (or get one
from your facilitator/trainer) to write your answer for each self-check. If you
have questions, don’t hesitate to ask your facilitator for assistance.
Recognition of Prior Learning (RPL)
You may already have some of the most of the knowledge and skills
covered in this learner’s guide because you have:
 been working for some time
 Already complete training in this area
If you can demonstrate to your trainer that you are already competent in
a particular skill or skills talk to him/her about having them formally
recognized so you don’t have to do the same training again. If you have a
qualification or Certificate of Competency from previous training, show it to
your trainer. If the skill you acquired is still current and relevant to the unit/s
of competency they may become part of the evidence you may present to RPL. If
you are not sure about the currency of your skills, discuss with your trainer.
At the end of this module is a Learner’s Diary. Use this diary to record
important date, jobs undertaken and other workplace events that will assist
you in providing further details to your trainer or assessor. A Record of
Achievement is also provided for your trainer to complete once you complete
the module.
Date Developed: September 2020 Document No.

CBLM on Contact Issued by:
Tracing Level II Date Revised:
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Working in a Team Developed By: 175
Environment Czarina Ruby M.
Pedereche Revision #
This module was prepared to help you achieve the required competency,
in. This will be the source of information for you to acquire knowledge and skill
into this particular trade independently and at your own pace, with minimum
supervision or help from your instructor.
 Talk to your trainer and agree on how you will both organize the
Training of this unit. The though the module carefully. It is divided
into section, which cover all the skills and knowledge you need to
successfully complete this module
 Work through all the information and complete the activities in each
section. Read information sheets and job sheets and complete the
self-check and perform the procedural checklist. Suggested references
are included to supplement the materials in this module.
 Most probably your trainer will also be your supervisor or manager.

He / She are there to support you show you the correct way and show
you to do things.
 Your trainer will tell you about the important things you need to
consider when you are completing activities and it is important that
you listen and take notes.
 You will be given plenty of opportunity to ask question 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.
 Talk to more experience workmates and ask for their guidance.
 Use the self-check question at the end of each section to test your
own progress.
 When you are ready, ask your trainer to watch you perform the
activities outlines in this module.

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As you work through the activities, ask for written feedback on your progress.
Your trainer keeps feedback/pre assessment reports for this reason. When you
have successfully completed each
element, ask your trainer to mark on the reports that you are ready
for assessment.
 When you have complete this module (or several module), and fell
confident that you have had sufficient practice, your trainer will
arrange an appointment with registered assessor to assess you. The
result of your assessment will be recorded in your Competency
Achievement Record.

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LIST OF COMPETENCIES
Competency Unit of
Module Tittle Code
Number Competency
Participating in
Participate in
1 workplace 400311210
workplace
communication
communication
Working in team
2 Work in team 400311211
environment
environment
Solve/address Solving/addressing
3 400311212
General Workplace General Workplace
Problems Problems
4 Develop career and Developing career 400311213

life decisions and life decisions
Contribute to Contributing to
5 400311214
workplace workplace
innovation innovation
6 Present relevant Presenting relevant 400311215

information information
Practice Practicing
Occupational Occupational
7 400311216
safety and health safety and health
policies and policies and
procedures procedures
Exercise efficient Exercising efficient

and effective and effective
8 400311217
sustainable sustainable
practices in the practices in the
workplace workplace
Practice Practicing
9 entrepreneurial entrepreneurial 400311218
skills in the skills in the
workplace workplace

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MODULE CONTENT
MODULES OF INSTRUCTION
UNIT OF COMPETENCY: Work in a Team Environment
MODULE TITLE : Working in a team Environment

MODULE DESCRIPTOR: This module covers the knowledge, skills and
attitudes required to identify one’s roles and
responsibilities as a member of a team..
NOMINAL DURATION : 3 hours
SUMMARY OF LEARNING OUTCOMES:
Upon completion of this module, the trainee/students must be able to:
LO 1. Describe team role and space
LO 2. Identify one’s role and responsibility with a team
LO 3. Work as a team member
ASSESSMENT CRITERIA:
1. The role and objective of the team is identified from available sources of
information
2. Team parameters, reporting relationships and responsibilities are
identified from team discussions and appropriate external sources
3. Individual roles and responsibilities within the team environment are
identified
4. Roles and objectives of the team is identified from available sources of
information
identified based on team discussions and appropriate external sources

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6. Effective and appropriate forms of communications are used and
interactions undertaken with team members based on company
practices.
7. Effective and appropriate contributions made to complement team
activities and objectives, based on workplace context
8. Protocols in reporting are observed based on standard company
practices.
9. Contribute to the development of team work plans based on an
understanding of team’s role and objectives

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LEARNING
DESCRIBE TEAM ROLE AND SCOPE
OUTCOME 1
CONTENT:
1. Work activities of Barangay Health Worker
2. Role of Team and its team Member
3. Team Group structure
4. Standard team operating and/ other workplace procedures
5. OHS and environmental standards
6. Norms and Protocols: The Backbone of Learning Teams
7. Organizational or external personnel structure and functions
8. Team or organizational quality standards
9. Limited discretion, initiative and judgment on the job
10. Team responsibility structure and Team Performance
11. Guiding Team Process Parameters
12. Strategy in improving work structure and performance of respective
roles in organization
ASSESSMENT CRITERIA
1. The role and objective of the team is identified from available sources
of information
identified from team discussions and appropriate external sources
CONDITIONS:
The following resources must be provided:

 Paper/ Notebook
 Pencils/ Ballpen
 Computer with peripherals
 Internet connection
 Learning Management System
 Fax machine
 Telephone
 Storage devices
 Projector
 Audio-Visual Presentation
 Printer
 Tools, Supplies and Materials applicable

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METHODOLOGIES
 Group discussion
 Lecture
 Film Viewing
 Demonstration
 Self-paced learning
ASSESSMENT METHODS:
 Oral Evaluation
 Written Examination
 Observation

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LEARNING EXPERIENCES
Learning Outcome # 1
OBTAIN AND CONVEY WORKPLACE INFORMATION

Learning Activities Special Instruction
1. Read Information Sheet 1.1-1 on
Work activities of Barangay Compare answers with Answer Key
Health Worker then answer 1.1-1
Self-Check 1.1-1
2.Read Information Sheet 1.1-2 on
Compare answers with Answer Key
Role of Team and its then
1.1-2
answer Self-Check 1.1-2
Team Group structure then
1.1-3
Standard team operating and/ Compare answers with Answer Key
other workplace procedures 1.1-4
then answer Self-Check 1.1-4
OHS and environmental Compare answers with Answer Key
standards then answer Self- 1.1-5
Check 1.1-5
Norms and Protocols: The Compare answers with Answer Key
Backbone of Learning Teams 1.1-6
Organizational or external
personnel structure and
1.1-7
functions then answer Self-
Check 1.1-7
Team or organizational quality Compare answers with Answer Key
Check 1.1-8
9. Read Information Sheet 1.1-9 on Compare answers with Answer Key

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Limited discretion, initiative and
judgment on the job then answer 1.1-9
Self-Check 1.1-9
10. Read Information Sheet 1.1-10
on Team responsibility structure Compare answers with Answer Key
and team performance then 1.1-10
on Guiding Team Process Compare answers with Answer Key
Parameters then answer Self- 1.1-11
Check 1.1-11
on Strategy in improving work
structure and performance of
1.1-12
respective roles in organization

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INFORMATION SHEET 1.1-1
Work Activities of Barangay Health Worker
Learning Objectives: After reading this INFORMATION SHEET, you MUST be able to:
1. Identify the different works of barangay health worker

2. Define what is a barangay health worker
What is Barangay Health Worker?
A person who has undergone training programs under any accredited

government and non-government organization and who voluntarily renders
primary health care services in the community after having been accredited to
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function as such by the local health board in accordance with the guidelines
promulgated by the DOH. They are the government’s front liners in the
delivery of basic health services, including health and nutrition education;
family planning services; maternal, new born, and child healthcare; and
promotion of good hygiene and sanitation practices. In barangay health
centers, they provide assistance and support to physicians, nurses and
midwives.
What is Republic Act 7883?
Name of Office: Bureau of Local Health Development

R.A.7883 is The Barangay Health Workers’ Benefits and Incentives Act of
1995 which is an Act granting benefits and incentives to accredited BHWs for
voluntary health services rendered to the community.
Here are just a few responsibilities of a barangay health worker: First aid,
Equipment sterilization, Assisting in health center activities, Collecting vital
statistics, Maintaining records and making reports, Participating in community
meetings, Assisting in nutrition education, monitoring and feeding, Assisting in
immunization education, monitoring and dispensing, assisting in family
planning services, assisting in sanitation and hygiene promotion and
education.

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Self-Check 1.1-1
Enumeration: Give at least 5 work activity of a Barangay Health Worker

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Answer Key 1.1-1
1. First aid, Equipment sterilization

2. Assisting in health center activities
3. Collecting vital statistics
4. Maintaining records and making reports
5. Participating in community meetings
6. Assisting in nutrition education, monitoring and feeding
7. Assisting in immunization education, monitoring and dispensing
8. Assisting in family planning services
9. Assisting in sanitation and hygiene promotion and education.

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Role of Team and its Member
1. Identify the different role of a team

2. Identify the role of team members
Role of TEAM
Action-oriented Role: Shaper
In a team, the shaper role is performed by people who are dynamic and relish
challenges. Rather than quit when faced with challenges, shapers maintain a
positive mental attitude and strive to find the best ways to overcome
challenges facing the team. Shapers are extroverts and possess great
interpersonal communication skills and work toward motivating other team
members.
Action-oriented Role: Implementer
People who play the implementer role in a team are those who actually get
things done in the team. They are practical, efficient and well-organized.
Implementers turn the team’s ideas and thoughts into actual plans. Because
of their conservative nature, implementers are rather rigid and slow to accept
change in a team.
Action-oriented Role: Completer/ Finisher
Finishers have an eye for detail. In a team, they're regarded as perfectionists

because they're the ones who detect errors or omissions and strive to ensure
that the team adheres to deadlines. They're neat and self-conscious and worry
at the slightest sign of a problem. Finishers also have a problem with
delegation; they would rather be overwhelmed than share their work with
others.
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People-oriented Role: Coordinator
Coordinators are seen as possessing the traditional team role. They're mature
and confident in nature and possess great listening skill. They guide the
activities of the team to what they identify to be the team's obligations.
Coordinators are good at delegating duties, but they may be manipulative
when it comes to directing the team toward what they perceive to be its goals.
People-oriented Role: Team Worker
Team workers are the people who ensure the team remains united. They work
toward resolving conflict or issues affecting the team’s dynamics. Team
workers are very supportive of other team members and are thus popular
within the team. Team workers are known to be non-committal during
decision making because they don’t want to be seen as taking sides: they put
team cohesion ahead of their decision-making abilities.
People-oriented Role: Resource Investigator
Resource investigators are inquisitive and enthusiastic in nature and possess

great negotiating and networking skills. They are extroverts, which makes it
easy for others to relate to them. Through their networking skills, resource
investigators develop external contacts and negotiate for the team's resources.
They are quick thinkers and good at getting information from other people.
Thought-oriented Role: Monitor-Evaluator
These are the critical thinkers in a team. They're serious minded and cautious
in nature. Rather than rush into decision making, they prefer to critically
analyze information before making any conclusions. Monitor-evaluators lack
the energy to motivate other team members and are deemed to be slow in
decision making.
Thought-oriented Role: Specialist
Workers with expert knowledge in a particular area comprise the specialist

role. Their contribution to the team is limited only to their area of expertise.
Their priority is in maintaining their professional standards. Though they
show great pride in their area of expertise, they show little or no interest in
the expertise of others. Because of their expert knowledge, they're
indispensable members of a team.
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Thought-oriented Role: Plants
Plants are innovative members of the team. They come up with original
approaches and ideas that help the team in solving problems or overcoming
challenges. Plants are introverts in nature and possess poor communication
skills. Plants prefer to work alone. They react well to praise but are greatly
affected by negative criticism.
Team Member Responsibilities:
 Executing all tasks assigned by the Team Leader or Manager diligently,

on schedule, and to the highest standard.
 Working with team members to achieve daily, weekly, and monthly
targets.
 Participating in meetings and voicing concerns as well as suggestions for
improvement.
 Answering or escalating concerns and queries from clients or other
stakeholders.
 Completing a range of administrative tasks.
 Maintaining a high level of professionalism while representing the
company.
 Expanding your skills by attending workshops and training sessions.
 Effectively managing your time by prioritizing urgent tasks.
 Assisting the Manager or Team Leader as required.

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Self-Check 1.1-2
Matching Type: Match the given definitions on Column A to Column B, write
the corresponding letter of your answer before the number.
COLUMN A COLUMN B
1. Plants are innovative members
a. shaper
of the team
2. Workers with expert knowledge
b. implementer
in a particular area comprise
3. These are the critical thinkers
c. Finishers
in a team
4. Are inquisitive and
enthusiastic in nature and
d. Coordinators
possess great negotiating and
networking skills
5. Are the people who ensure the
e. Team workers
team remains united
6. Are seen as possessing the f. Resource Investigator
traditional team role
7. In a team, they're regarded as
perfectionists because they're
the ones who detect errors or
g. Monitor Evaluator
omissions and strive to ensure
that the team adheres to
deadlines
8. Are those who actually get
h. Specialist
things done in the team
9. People who are dynamic and
i. Plants
relish challenges

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Answer Key 1.1-2
1. i
2. h
3. g
4. f
5. e
6. d
7. c
8. b
9. a

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Team Group Structure
1. Identify what is Team group structure

2. Identify the different structures of teams and groups
Team Group structure is defined as the layout of a group. It is a combination

of group roles, norms, conformity, workplace behavior, status, reference
groups, status, social loafing, cohorts, group demography and cohesiveness.
 Team Group Roles − The different roles a person plays as a part of the
group.
 Norms − The typical standard set by the group collaboratively that every
member has to follow.
 Conformity − The decisions or stand taken by majority in the group.
 Workplace behavior − The ethics that one needs to follow while working
with an organization.
 Status − The designation of members in the group.
 Social Loafing − The phenomena where group members put less effort
towards achieving a goal than they would have while working alone.
 Cohorts − Sharing common behavior in the group.
 Reference Groups − Other groups to which a group is compared to.
 Group Demography − Extent of sharing same behavior.
 Cohesiveness − Extent of belongingness towards each other in the
group.
Roles
Roles are a set of expected behavior patterns associated to someone occupying
a given position in a social unit. There are three broad types of roles people
play in small groups −
 Task roles
 Building and maintenance roles
 Self-centered roles

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Task Roles
Task roles are roles that focus on completing group’s goal. The different task
roles of a group are stated below −
 Coordinator − Links statements made by one group member to another.
Example − “Gita’s comment relate well to what Ram was saying.”
 Energizer − Provokes group to take action.
Example − “How many of you are willing to bring in a video on dispute
for the next session?”
 Elaborator − Extends upon another’s ideas.
Example − “I think what Niki and Anni are suggesting is that we first
explain nonverbally before we turn to verbal communication.”
 Evaluator-critic − Evaluates the group’s work against higher standards.
Example − “This is okay, but I think Shree needs to give more feedback.”
 Information-giver − Gives helpful information.
Example − “Rohit has some books about conflict we could use.”
 Information-seeker − Questions for clarification.
Example − “Richa or Trishala, could you please tell me what you said
about disconfirming responses?”
 Recorder − Keeps notes regarding the meeting.
Example − “Last session we did not get to A-P’s presentation. Rahul and
Rohit had just finished theirs.”
 Procedural Technician − Takes accountability for tasks.
Example − “I checked out the VCR for Nigaar and Neha’s presentations.”
Group-Building / Maintenance Roles

It focuses on building interpersonal relationships and maintaining harmony.
The various maintenance roles in a group are −
 Encourager − Gives positive feedback.
Example − “I think what Shyam was saying was totally right.”
 Follower − Obtains ideas of others in the group.

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Example − “Let’s follow Adi’s plan—he had the right idea.”
 Compromiser − Attempts to reach a solution acceptable by everyone.
Example − “Pratik, Sid, and Nimmi have offered three great solutions.
Why don’t we integrate them?”
 Gatekeeper − Assists participation from everyone in the group.
Example − “I don’t think we’ve heard from Madhuri yet.”
 Harmonizer − Limits conflict and tension.
Example − “After that test, we deserve a free meal!”
 Observer − Examines group progress.
Example − “I think we’ve learned a lot so far. Monica and Mona gave us
great information.”
Self-centered Roles
These roles aim to impede or disrupt the group from reaching its goals. The
various self-centered roles in a group are as follows −
 Aggressor − Acts aggressively towards other group members and their
ideas.
Example − “Playing desert survival is the greatest idea I’ve ever heard.”
 Dominator − Dominates group speaking time.
Example − Interrupting—“I’m going to tell you seven reasons why this is
a great idea.”
 Blocker − Refuses to collaborate with other’s ideas.
Example − “I refuse to play Family Swap.”
 Help-Seeker − Acts helpless to neglect work.
Example − “I don’t think I can put together a summary. Why don’t you
do it for me?”
 Loafer − Refrains from work.
Example − “Why don’t we just go have coffee instead of finishing this
project?”
 Special Interest Advocate − Presents own viewpoint and requirements.
Example − “I can’t meet today. I need to sleep early and call my mom.”
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 Self-confessor − Talks about the topics important to self and not the
group.
Example − “I really like tea. Yesterday I went to CCD. Their coffee is
better than what you get elsewhere . . .”
Norms
Norms are the acceptable standards of behavior within a group that are
shared by the group members. Every group develops its own customs, values,
habits and expectations for how things need to be done.
These patterns and expectations, or group norms as they're called sometimes,
direct the ways team members interact with each other.
Norms can help or block a group in achieving its goals.
Types of Norms
There are four different types of norms that exist in a group −
 Performance norms
 Appearance Norms
 Social arrangement norms
 Resource allocation norms
Performance Norms
These are centered on how hard a person should work in a given group. They
are informal clues that help a person understand how hard they should work
and what type of output they should give.
For example − Team leader puts various posters in the firm to motivate
employees to work efficiently and give their best performance.
Appearance Norms
Appearance norms updates or guides us as to how we should look or what our
physical appearance should be, like what fashion we should wear or how we
should style our hair or any number of areas related to how we should look.
For example − There is a formal dress code we need to follow while working in
a organization, we cannot wear a wedding gown to a board meeting.

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Social Arrangement Norms
This norm is basically centered on how we should behave in social settings.
Again here, there are clues we need to pick up on when we are out with
friends or at social events that help us fit in and get a closer connection to the
group.
For Example − We cannot take our official work to a friend’s birthday party
just for the sake of completing it.
Resource Allocation Norms

This norm focusses on the allocation of resources in a business surrounding.
This may include raw materials as well as working overtime or any other
resource found or needed within an organization.
For Example − If the client needs the project by tomorrow then anyhow it has
to be completed by using available resources or doing over time.
Conformity
Conformity can be stated as “accommodating to group pressures”. It is also
called as the majority influence or we can say the group pressure.
It is widely used to indicate an agreement to the majority position, brought
about either by a desire to fit-in or be liked or because of a desire to be
correct, or simply to conform to a social role.
Types of Social Conformity

Three types of conformity can be identified −
 Normative Conformity
 Informational Conformity
 Ingratiational Conformity
Normative Conformity
Yielding to group pressure because an individual wants to fit in with the
group. Conforming usually takes place because the individual is scared of
being rejected or neglected by the group.
This type of conformity usually includes compliance like where a person
publicly accepts the views of a group but privately rejects them.

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Informational Conformity
This usually happens when a person lacks knowledge and looks to the group
for guidance. Or when a person is not clear about a situation and socially
compares one’s behavior with the group.
This type of conformity includes internalization like where a person accepts
the views of the groups and adopts them as an individual.
Ingratiational Conformity
Where a person conforms to gain a favor or acceptance from other people. It is
relative to normative influence but is encouraged by the need for social
rewards rather than the threat of being rejected.
In other words, group pressure is not always the reason to conform.
Harvard psychologist, Herbert Kelman, identified three different types of
conformity −
 Compliance − Socially changing behavior in order to fit in with the
group while disagreeing privately. In simple words, conforming to the
mass, in spite of not really agreeing with them.
 Internalization − Socially changing behavior to fit in with the group and
also agreeing with them privately.
 Identification − Agreeing to the expectations of a social role. It is similar
to compliance, but there is no change in private opinion.
Reference Groups
It is a group to which a person or another group is compared. Reference
groups are used in order to examine and determine the nature of a person or
other group's features and sociological attributes.
It is the group to which a person relates or aspires to link himself or herself
psychologically. It becomes the individual's frame of reference and source to
derive his or her experiences, perceptions, needs, and ideas of self.
These groups act as a benchmark and contrast needed for comparison and
evaluation of group and personal characteristics.
Status
Status is a socially defined position or rank given to groups or group members
by others. A group structure status includes group norms, culture, status
equity. All these factors when combined presents the status of members of the
group.
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Social Loafing
It is the phenomenon of people exerting less effort to achieve a goal when they
work as a group than when they work alone.
This is one of the main reasons why groups are sometimes less productive
than the combined performance of their members working as individuals, but
should be recognized from the accidental coordination problems that groups
sometimes experience.
Many of the causes of social loafing arise from an individual feeling that his or
her effort will not matter to the group.
Cohorts & Group Demography

Individuals who, as a part of a group, share a common attribute are known as
cohorts. Group demography is the level to which a member of a group can
share a common demographic attribute with his fellow team members. Group
demography is a successful ploy in increasing the efficiency of a team in the
long run.
For Example − Age, sex, religion, region, length of the service in the
organization and the impact of this attribute on turnover.
Cohesiveness
Extent to which group members are attracted towards each other, and are
encouraged to stay in the group. Group cohesion is the aggregate of all the
factors causing members of a group to stay in the group or be attracted to the
group. Group cohesion acts as the social glue that binds a group together.
Some people think that work teams illustrating strong group cohesion will
function and perform better in achieving work goals.
Group cohesion is not attributed to one single factor, but is the interaction of
more than one factor. While group cohesion may have an impact on group
performance, group performance may create or increase group cohesion.
Thus, group cohesion can actually have a negative impact on group task
performance.
The most influential factor that creates a positive relationship between group
cohesion and group performance is the group members' commitment towards
the organization's performance goals and norms.

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Page 27 of
Self-Check 1.1-3
Identification: Read and analyse each sentence written below and identify what
is being asked or described.
1. Team Group Roles − The different roles a person plays as a part of the
group.
2. Norms − The typical standard set by the group collaboratively that every
member has to follow.
3. Conformity − The decisions or stand taken by majority in the group.
4. Workplace behavior − The ethics that one needs to follow while working
with an organization.
5. Status − The designation of members in the group.
6. Social Loafing − The phenomena where group members put less effort
towards achieving a goal than they would have while working alone.
7. Cohorts − Sharing common behavior in the group.
8. Reference Groups − Other groups to which a group is compared to.
9. Group Demography − Extent of sharing same behavior.
10. Cohesiveness − Extent of belongingness towards each other in the
group.
Answer Key 1.1-3

1. Team Group Roles
2. Norms
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3. Conformity
4. Workplace behavior
5. Status
6. Social Loafing
7. Cohorts
8. Reference Groups
9. Cohesiveness
10. Group Demography

Standard Team Operating and/ other Workplace Procedures

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1. Define what is Standard operating procedures

2. Understand the importance of SOP
What is Standard Operation Procedure (SOP)
A standard operating procedure (SOP) is a document that provides clear-cut

directions and instructions as to how teams and members within an
organization must go about completing certain processes.
Note that SOP documentation is much more involved than a simple procedural
document. The main difference being that procedural documents are meant to
provide a high-level overview of the process in question, while SOPs provide an
“on-the-ground” explanation of what needs to happen to ensure a given process
goes as planned.
(That is, a process-focused document typically explains that the organization

will go from “Point A” to “Point B,” while an accompanying SOP will describe
everything the organization will do in order to get to “Point B.”)
Types of Standard Operating Procedures

While companies are free to develop their internal SOP documents in a format
that works best for their team, most organizations choose from one of the
following formats.
Step-by-Step Format
In some cases, it may be sufficient to create a simple numbered or bulleted list
of steps to take when completing a process.
This format should be used only when the process in question is

straightforward and, in the vast majority of circumstances, can be completed
without fail.
Processes in which a step-by-step format is likely sufficient include:
 Setup and cleanup instructions

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 Digital login sequences
 Instructions for proper and safe use of equipment
Hierarchical Format
The hierarchical format for SOPs borrows from the above format in that it
involves listing the steps of the process to be completed.
However, hierarchical SOPs provide additional details within each step as

deemed necessary. While a purely step-by-step SOP will list steps 1, 2, 3, and
so forth, a hierarchical SOP may include Steps 1a and 1b; 2a, 2b, 2c; 3a, 3b.
The hierarchical format is used when more instruction may be needed in order
to sufficiently complete a given task. As a simple example, if Step 1 tells team
members to log into their account, Step 1a may direct individuals to input their
username, with Step 1b directing them to input their password.
Flowchart Format
Flowcharts are best used to illustrate SOPs when multiple outcomes are
possible at certain points throughout the process.
In such cases, the outcome of one step will impact the way in which the team
will need to approach each subsequent step.
Take a look at the following workflow, for example:

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(Source)
Note that, in this example, there are multiple times in which a decision must
be made as to how to proceed. Basically, each subsequent step depends on the
outcome of the previous step—and it simply wouldn’t be logical to follow
certain paths if a contrasting outcome were to come about.

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Why is a Standard Operating Procedure Important?
Though we’ve hinted at this from the beginning of our discussion here, let’s
make clear:
Standard operating procedure documentation is important because it allows

organizations to systematize their processes, keep all team members and other
stakeholders on the same page at all times, and move forward in a singular,
cohesive manner.
Perhaps the best way to illustrate the importance of developing SOP

documentation is to consider the negative impact of not doing so. Basically, it
leaves too much up to chance: There’s no guarantee that best practices will be
followed at all times, that all team members will remain in alignment, or that
the organization will continue to operate in a positive and effective manner.
Let’s take a moment to dig a bit deeper into what creating SOP documentation
can do for your organization.
Ensures Adherence to Best Practices

With SOP in place, adherence to best practices regarding all organizational
processes is not merely a suggestion, but a mandate.
(It’s worth noting that said “best practices” should be defined by the entire
team of stakeholders involved in the processes in question. In involving team
members from all departments and hierarchical tiers in the process of
developing SOP, you can be sure that your team is always acting in the best
interest of the company. More on this in a bit.)
The point is, creating SOP provides not only a “true north” for your team to
strive toward, but also a clearly-drawn map to guide them along the way. This
improves the chances of experiencing a positive outcome in a given situation,
while also minimizing the chances of encountering any obstacles throughout
the process.
It’s simple: Developing SOP ensures your team knows the most efficient and
effective way to go about a certain task. This means you’ll be expending fewer
resources to experience optimal results, regardless of the task at hand.

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Ensures Consistency
As we’ve said, developing SOP better enables your organization to run like a
finely-tuned machine.
A huge part of running “like a machine” is consistency. Following SOP ensures

that your team will always know the right path to take—and will always take
this path when necessary.
Simply put: SOP makes both decisions and processes more automatic for your
team at all times.
Enables Proper Onboarding and Training

In clearly defining standard operating procedures within your organization,
you’ll inherently make it easier to onboard and train your team members with
regard to best practices in certain situations.
Since one of the goals of creating SOP is to leave no stone unturned in terms of
contingent circumstances, you'll have a better idea of what these potential
circumstances are—leaving you better prepared to train your employees as to
how to navigate them.
(In contrast, in not having clearly-defined SOPs in place, you run the risk of
leaving your team uninformed and unprepared to handle certain challenges as
they come about.)
Maintains Organizational Knowledge

For the sake of argument, let’s say your team already knows exactly how to
handle any situation that comes their way—and is always able to do so
effectively and efficiently.
In this case, it may seem like documenting everything your team already knows
would be a waste of time, money, and other resources. After all, everyone
knows what to do, so why take the time to write down everything they already
know?
The problem, though, is that your team isn’t going to remain intact as-is
forever. Employees will retire, quit, be promoted, go on leave...the list goes on.
When that happens, you need to know that the knowledge and expertise
they’ve brought to the organization will stay within the organization.
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In documenting your SOP, you’ll ensure this info stays within your company—
allowing new team members to pick up right where the old ones leave off.
What are the Challenges of Developing a Standard Operating Procedure?

While there are many benefits to developing SOPs within your organization,
doing so comes with its fair share of challenges, as well.
Compartmentalized Development
There’s a reason your development of SOPs should be an “all-hands-on-deck”
affair:
Basically, if only certain stakeholders are involved, you’ll run the risk of your
SOPs missing the mark in some way or another.
For example, if an SOP is created solely by C-level executives, it may focus

more on the goal to be attained than the process required to attain it. This can
cause the ground-level team to run into a variety of obstacles that the
executives may not have anticipated—meaning the SOP in question actually
isn’t in-line with what would be considered “best practices” for the given
circumstances.
On the other hand, if created solely by managerial staff, the SOP may not take
into consideration C-level goals, such as minimizing resource consumption and
improving the bottom line. In this scenario, you may have on-the-ground teams
completing tasks in a way that may seem efficient, but that isn’t really doing all
that much for the business as a whole.
That said, the process of developing SOP needs to involve all stakeholders at all
times. This will ensure that the processes being developed are made in the best
interest of the company.
Problems with Accessibility, Visibility, and Centralization of Information

Even after standard operating procedures have been developed, you’ll need to
ensure that all stakeholders are able to access and engage with said
documentation whenever necessary.

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Without this accessibility and visibility, it can be pretty easy for SOP to fall to
the backburner—leading team members to go back to the “old way of doing
things.” Obviously, this defeats the purpose of developing SOP in the first
place.
Moreover, it’s essential that the SOP documentation your various team
members have access to is the exact same documentation across the board.
The most effective way to ensure this is to keep the document in a centralized
database that all stakeholders have access to. That way, you can guarantee
that all team members are following the right documentation at all times.
(Learn more about how a centralized internal database can better enable your
organization by checking out our guide on knowledge management systems.)
Lack of Management and Maintenance

Regarding management and maintenance of SOP, there are two main
challenges to consider:
First, your team will need to be properly trained and prepared as to how to
actually implement the procedures in question. This means ensuring they have
access to any equipment or other resources needed to complete the tasks
defined within the SOP—and that they know how to efficiently and effectively
use these resources. If this piece of the puzzle is missing, your team simply
won’t be able to act in accordance with SOP—no matter how clear the
document may be.
It’s also worth noting that what’s considered the best course of action for the
time being may not always be so. Improvements in technology, personnel
changes, and a variety of other factors may require your team to revisit
previously-developed SOP as time goes on. If the SOP your team follows is
outdated or obsolete in any way, continuing to follow it will end up doing more
harm than good to your organization.
How to Write a Standard Operating Procedure

Now that we understand what a standard operating procedure is, why it’s
important, and the challenges involved in creating and implementing SOP, the
next step is to actually write and develop your standard operating procedures.

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Below are the general steps to take when writing a standard operating
procedure.
1. Determining Your Goals for Creating an SOP

2. Determine the Stakeholders and Creators
3. Define the End-User
4. Determine the Scope and Format of the SOP
5. What Should Be Included in Your SOP
6. Review the Written Document
7. Train Your End-Users
8. Test and Tweak the SOP in Practice
9. Implement SOP—and Revisit Regularly
Now, let’s discuss in more detail what the process of developing SOP
documentation should look like.
1. Determine Your Goals for Creating an SOP

Before you even begin writing an SOP, you need to have a clear-cut answer to
the question of why you’re creating the document in the first place.
On the positive side, you’ll want to ask questions such as:
 How will SOP allow employees and teams to work more efficiently?
 How will following SOP allow the team to better serve our clientele?
 How will following SOP impact the company’s bottom line?
You’ll also want to identify any pain points or obstacles that currently exist
within your organization’s processes. This will allow you to be more specific in
determining exactly how your team will be more productive with SOP in place.
In setting SMART goals for your SOP-related initiatives, you’ll:

 Be better able to develop absolute best practices
 Have a clearer idea of how implementing SOP will affect your organization
 Know specifically what to look for when unrolling and assessing SOP over
time
Here—and in each subsequent stage of this process—is where a robust internal
knowledge base can enable your team to maximize productivity.
For example, you may have already created informal documents regarding your
various processes, which you can use as a springboard when developing a
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more formal SOP. Or, you may have a list of business- and/or team-related
goals that you’ve been striving for—which, again, will make it easier to solidify
your goals for the current SOP at hand.

As we’ve noted, any and all personnel who will be engaging in or impacted by
SOP should have some say in the creation of the document.
Generally speaking, your SOP development team should consist of:
 C-level executives, who will be focusing on developing lean operations in an

effort to achieve high-level business goals
 Management leaders to develop best practices, define necessary use of
resources and equipment, and determine a plan for implementing SOP
 Ground-level employees to determine the validity and plausibility of the SOP
in terms of logistics and resource consumption
You’ll also need to determine who, specifically, will be responsible for actually
writing the document. Whether you rely on your current staff or a third-party
entity on a freelance basis, it’s vital that the creator of your SOP specializes in
technical writing and has in-depth knowledge and experience of your
company’s processes and your industry as a whole.
Furthermore, while your customers won’t necessarily be involved in creating

the document, you do want to keep their best interest in mind whenever
necessary, as well. While SOP typically refers to internal, behind-the-scenes
processes, said processes will likely impact the customer experience in some
way or another—meaning you should never let your target audience slip to the
back of your mind as you develop SOP within your organization.

While a variety of individuals will be involved in the creation of SOP, the actual
content of the document will invariably be used by a select target audience.
(For example, in defining SOP for handling of customer service requests, your
customer service reps would be the key individuals the document was created
for.)
That said, it’s important that you know who will actually be engaging in the
procedures in question, as this will enable you to create the SOP document
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with these individuals in mind. The idea here is to be able to create the
document in such a way as to be useful to those who will actually implement
the procedures defined within said document.
This means:
 Remaining laser-focused on the actual duties of the end-user

 Using the correct language and terminology, as expected by the end-user
 Explaining certain terminology as needed, while not over-explaining
processes and terms that are second-nature to the end-user
But, before you can make any of this happen, you need to have a clear idea of
who within your organization your SOP is being created for.

As we discussed earlier, an SOP document typically takes one of three forms:
 Step-by-step list
 Hierarchical list
 Flowchart
Depending on the procedures being documented, you’ll want to determine
which of these formats will be most effective in communicating the desired
information.
The best course of action here is to go with the simplest format necessary for
the circumstance at hand. If there’s no need to include additional explanation
or potential contingencies, a step-by-step list may be sufficient; if each step in
the process can potentially lead to multiple outcomes, a flowchart is likely
necessary.
5. Outline the SOP Document—and Begin Writing It

Once you know what your goals are for creating SOP, who will be involved in
creating it, and the best format to use, you can begin planning out the
document as a whole.
Here, we’ll discuss the various parts of a complete SOP document, explaining
what information should be included in each.

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Title Page
The title page of your SOP should contain identifying information regarding the
document, including:
 The SOP being documented

 The document’s unique identification number
 The date of creation and/or editing of the document
 The department or professional title of the entity who will implement the
SOP
 The names and titles of the individuals who created the document
Table of Contents
If necessary, you can include a table of contents after the title page of your
SOP, as this will help those who use the document find the information they’re
seeking with relative ease.
This may only be necessary if the SOP document is longer than a page or two.
Basically, if the end-user is able to quickly and easily find the information they
need without a table of contents, you likely don’t need to include it in the
document.
Preparatory Information
As we’ve discussed, certain information will need to be laid out in full in order
for your team to be able to adhere to the SOP to be described momentarily.
This preliminary information includes:
 SOP Purpose: Here, you’ll explain your team’s rationale for creating the SOP
document. This means explaining the high-level and “on-the-ground” impact
you hope the SOP to have on your organization, as well as the actual
standards to be met by implementing the SOP.
 Roles and Responsibilities: In this section, you’ll identify the specific
employees or stakeholders to be involved in a given process. Moreover, you’ll
also define the capacity of these individuals within your organization, as well
as the role they play in the SOP in question.
 Resources and Materials: The individuals responsible for completing the
procedure will likely need to use a variety of tools, technology, and other
materials throughout the process. Here, you’ll define what these resources
are, and any other necessary information about them (e.g., where to find
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them within your facilities, how to store them properly, and how and when
to request maintenance if need be).
 Cautions, Warnings, and Other Hazard-Related Info: If any safety
precautions exist with regard to the aforementioned resources, or to the
overall procedure in question, it’s imperative that you lay them out clearly,
here. This information should also be present within the SOP documentation
to follow, with clear indicators of how to find more information if needed.
Methodology and Procedures

This section is, of course, the most important part of the overall SOP
document, as it’s where you’ll describe the actual operating procedures to be
followed at all times when completing a certain task.
Using the chosen format, your task here will be to develop detailed, step-by-
step instructions for the end-user to follow at every touchpoint. In more
simplified cases, these steps will be sequential; in others, the process may
involve sub-steps, recursive processes, decision trees, and the like.

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(Source. Example of Procedural Steps From NC State University)
As we’ve discussed, it’s essential to be as detailed and clear as necessary
throughout this section of the SOP. The goal is to use as specific language as is
needed to communicate instructions in full—and to minimize any ambiguity
that may exist within said instructions.
(To that point, it’s worth noting that you only need to be specific enough for the
intended audience to understand the instructions in question. In other words,
there’s no need to be specific to the point of being pedantic; make your
instructions clear, and then allow the end-user to get to work.)
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Depending on the procedure in question, you’ll also want to include any
diagrams, illustrations, or other imagery that may supplement your written
documentation. In fact, it may be more effective and efficient to use such
illustrations in certain circumstances where the written word simply doesn’t
suffice.
Quality Control and Assurance

It’s essential that your team members are able to assess their performance with
regard to SOP on a case-by-case basis, and at specifically-defined intervals over
time.
In this section, then, you’ll want to include documentation that allows them to
do so. This may include:
 Anecdotes illustrating best practices with regard to a specific procedure

 Rubrics or similar means of measuring performance
 Samples (real or simulated) of past performance evaluations
While the “meat” of your SOP should be as detailed as possible, this section will
ensure that your team members continue to adhere to SOP to the best of their
abilities—and are also able to identify areas in which they may need to make
improvements moving forward.
References and Glossary

You’ll likely refer to a variety of terms, resources, and other documents
throughout a given SOP that may require further explanation.
In this section, you’ll be able to either provide this explanation in the necessary
detail, or point your audience toward additional resources or documentation
for further explanation. This will allow you to maintain a singular focus within
the current SOP document, while also providing the opportunity for the end-
user to dig deeper into a given topic should they need to do so.

Once you’ve written the document in full, you’ll want to provide all
stakeholders the opportunity to review it for accuracy, cohesiveness, and
comprehensiveness.

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Throughout this stage of the process, all involved parties should take note of
any questions, concerns, or other issues they uncovered while reading through
the document. This will allow you to make specific and focused amendments to
your SOP before “officially” unrolling it.
Now, you of course want the end-user’s advice and suggestions to play a heavy
role here. After all, they’re the ones who will be engaging in the procedure at
hand, so you’ll want to know with certainty that they understand everything
presented within the document. Moreover, since they have first-hand
experience with the processes in question, they’ll be able to identify areas that
may have been overlooked when initially creating the document.
But, you also may want to have the document reviewed by those with less
experience with the processes in question. This will help you account for any
“blindspots” your more experienced team members may have specifically due to
their experience and expertise. This, in turn, will enable new hires to quickly
get “up to speed” with SOP once they come aboard.

No matter how experienced or specialized your current team members are,
they will need to be trained (and/or retrained) as to the new SOP to be
implemented.
This, of course, can be a sensitive area—especially for long-time employees who

are used to going about tasks in a certain manner, and who may not yet see
the benefits of making the necessary improvements.
For this reason, it’s vital that these training sessions occur in a relaxed, no-risk
atmosphere. Your team needs to have full confidence that this isn’t a “gotcha”-
type ordeal; rather, it’s to better enable them to put their best foot forward, and
to be as productive as possible in their contractual duties.
As we’ll discuss in the following sections, you’ll also want to point out to your
team that this training isn’t just a one-off thing—it’s an ongoing process. This
will reinforce the idea that the new SOP is and will be the new way of doing
things, and will not be put to the backburner after the novelty of the new
process wears off.
That said, the idea of training your team with regard to new SOP deals only in
part with the actual procedures in question, while focusing more on instilling
in your team a growth mindset.
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Piggybacking off the last point, you want to gradually immerse your team in the
new SOP (rather than forcing them to dive in).
This may, at first, involve having your team work through the new SOP in a
simulated environment. Here, you might set up different scenarios in which
certain team members play different roles, allowing each individual to get a feel
for the new processes. Or, you might simply discuss hypothetical situations
with your team in an open environment, allowing your team to verbally walk
through the processes to be completed in said scenarios.
As your team becomes more acclimated to the new processes, you might then
begin unrolling the new SOP to “real-world” scenarios. While there’s no “one
way” to go about doing so, you might identify certain team members who are
more prepared than others, and allow them to dive in first—then have them
train other team members in the specific areas they need assistance with.
Again, though:
This gradual unrolling needs to be intentional, and it requires that all team
members actively work to make progress toward the new way of doing things.
While you’ll want to allow for some leniency during the initial rollout, being too
lax can cause your team to revert back to the much-less-efficient processes
from days past.

The “final” stage of the process is, of course, to implement the new SOP in full.
We put the word “final” in quotation marks because, again, what’s considered
“best practices” in a given scenario is constantly in flux. To be sure, what
works best today may be a rather inefficient way to go about doing things mere
months from now.
This is why it’s important to instill a growth mindset in your team: They need
to understand that the new processes are not set in stone, and will evolve over
time as the need arises.
Not only do they need to understand this—they also need to be a part of it. As
your team continues to adhere to the new SOP, they should regularly take note
of any positive or negative experiences they have along the way. Basically, this

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means noticing areas of improvement, as well as areas in which more
improvements need to be made.
In addition to any “on-the-fly” noticing, your team should also meet regularly to
discuss further plans for moving forward. Typically, this will mean amending
the SOP in relatively minor ways—but could also involve rebuilding the entire
document from scratch, if need be.
It’s also important to consider any external factors that may require your team
to revisit the SOP. These factors include legislative changes, technological
advancements, and/or shifts in consumer needs.
In solidifying effective and efficient SOP for the time being, you allow your team
to be as productive as possible given your organization’s current overall
circumstances—while keeping the door open to make improvements to your
processes as these circumstances change.
Wrapping Up
Creating standard operating procedures is perhaps the best way to ensure your
team puts their talents to maximum usage.
In contrast, even the most talented of professionals may not be able to be

productive and effective in their position if not given proper and explicit
guidance.
Moreover, even if your new SOP aligns with absolute best practices, it won’t do
any good if your team isn’t able to access it. This is why a centralized internal
knowledge base is vital to the implementation of new SOP.
With clear-cut, comprehensive standard operating procedures on-hand at all
times, your team members will always know exactly what to do in any situation
they face. In turn, your organization’s productivity will all but certainly
skyrocket.

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Self-Check 1.1-4
Enumeration: What are the general steps to take when writing a standard
operating procedure?

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Answer Key 1.1-4
1. Determining Your Goals for Creating an SOP
5. What Should Be Included in Your SOP

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OHS and Environmental Standards
1. Define what Environmental Standards
Environmental standards are administrative regulations or civil law

[1]
rules implemented for the treatment and maintenance of the environment.
Environmental standards are set by a government and can include prohibition
of specific activities, mandating the frequency and methods of monitoring, and
requiring permits for the use of land or water. [2] Standards differ depending on
the type of environmental activity.[1]
Environmental standards produce quantifiable and enforceable laws that
promote environmental protection. The basis for the standards is determined
by scientific opinions from varying disciplines, the views of the general
population, and social context. As a result, the process of determining and
implementing the standards is complex and is usually set within legal,
administrative or private contexts.[1]
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The human environment is distinct from the natural environment. The
concept of the human environment considers that humans are permanently
interlinked with their surroundings, which are not just the natural elements
(air, water, and soil), but also culture, communication, co-operation, and
institutions. Environmental standards should preserve nature and the
environment, protect against damages, and repair past damage caused by
human activity.[1]
Self-Check 1.1-5
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TRUE or FALSE: Read and analyse the sentences written below and write
TRUE if the statement is correct and FALSE if it is incorrect.
1. Environmental standards are administrative regulations or civil law

rules implemented for the treatment and maintenance of the
environment.
2. Environmental standards are set by a government and can include
prohibition of specific activities, mandating the frequency and methods of
monitoring, and requiring permits for the use of land or water.
3. Environmental standards do not produce quantifiable and enforceable
laws that promote environmental protection.
4. The basis for the standards is determined by scientific opinions from
varying disciplines, the views of the general population, and social
context.
5. The human environment is distinct from the natural environment
Answer Key 1.1-5

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

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Norms and Protocols: The Backbone of Learning Teams
1. Define what are the norms and protocols of learning teams
Norms: Commitments That Serve as Guideposts

Norms govern the behaviors of the members in the learning team. They
set the expectations for the group, encourage risk taking and participation, and
establish accountability. Norms represent promises made between team
members, ensure commitment and trust, protect team members, and
strengthen the learning team experience for every member. Ultimately, norms
help learning teams to achieve their shared goals and are an essential step of
the learning team process.
It is essential for every team to set their own norms and to agree on what
will happen when members of the team are not following the norms. For
example, members my use a non-verbal cue or picture symbol as a reminder to
the member who isn’t following the norm. Teams can get creative in their
approaches to holding members accountable and enforce norms in any way
they see fit. The bottom line is that group members have to agree that they will
not be afraid to speak up and hold each other accountable.
 Each team should develop its own norms that reflect the expectations
and vision of the members of a specific team.
 Rather than be written as belief statements, norms should be written as
commitments or promises. For instance, norms are stated as “We will…”
“We commit to…” or “We promise to…”
 Teams should review norms at both the beginning and end of meetings
until they have been internalized by all members of the team.
 Teams should hold themselves accountable for following norms and be
prepared to address team members if they are not following the norms.
Teams should ask questions like:
o Are we following the norms we set?
o Do we need to eliminate, revise, or add any norms?
o Are all members of the team making contributions and
participating?
o Are we working together to reach our goal?

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Protocols: Roadmaps for Deep Conversation
Collaboration allows teachers to capture each other’s fund of

collective intelligence.
– Mike Schmoker
Protocols are an agreed upon set of steps or actions that govern team
conversations, based on previously established norms. They are a vehicle for
collaboration and ensure that the conversation is centered in meaningful
learning. Protocols are the structure of deeper conversations and a guarantee
that substantive, and collaborative work can be accomplished. There are many
benefits to the use of a protocol when facilitating team dialogue. For instance,
protocols:
 Ensure a safe, equitable, and trusting environment where team members

are safe to ask questions of one another
 Ensure meaningful and sustained dialogue
 Structure the time during meetings
 Provide built in time to think and time to listen without the need for team
members to continually respond
 Promote reflection by individuals and teams
 Help members gain differing perspectives and insights
 Focus the team’s work on the issue at hand
 Prevent off topic conversations
 Prevent individual team members from dominating the conversation
Protocols for Collaborative Learning Teams

Protocols help facilitate sustained conversations that ensure every voice
is heard in an equitable and balanced way. Protocols help to achieve trust, and
create an environment where participants are comfortable taking risks and
sharing ideas, successes, and challenges. Protocols help to build culture and
trust among group members and ensure that substantive dialogue is
occurring. Protocols also provide structures that make it safe for team
members to share unique perspectives and ask challenging questions of each
other.
Collaborative learning team discussions involve varying degrees of risk, trust,
intensity, and time, as do the many different protocols available to teams. The
protocols shared below move along a continuum from the least amount of trust
required to those that require a greater degree of time, intensity, and trust. For
instance, a team having a discussion on a shared text is a far different level of

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intensity and trust than is required by teams who are openly sharing their
students’ assessment data.
All the protocols described below are available at the School Reform Initiative’s
(SRI) website www.schoolreforminitiative.org. SRI supports educators to
address issues of educational equity and excellence for all students by building
and sustaining transformational learning communities.
Discussion of Shared Texts or Documents
-low degree of trust required-
Teams read a common text for the purpose of learning about new concepts,
skills, and strategies, challenging their thinking and assumptions, or revisiting
previously learned content.
Self-Check 1.1-6

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TRUE or FALSE: Read and analyse each sentence below and write TRUE if the
statement is correct and FALSE if it is incorrect.
1. Norms govern the behaviors of the members in the learning team.
2. Ultimately, norms help learning teams to achieve their shared goals and
are an essential step of the learning team process.
3. It is not essential for every team to set their own norms and to agree on
what will happen when members of the team are not following the
norms.
4. Protocols are an agreed upon set of steps or actions that govern team
conversations, based on previously established norms.
5. Protocols do not help to achieve trust, and create an environment where.

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Answer Key 1.1-6
1. True
2. True
3. False
4. True
5. False

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Organizational or External Personnel Structure and Functions
1. Identify the functions of personal structure in the organization.

2. Know the importance of organizational or external personnel structure.
Understanding the internal and external organisational structures and

environments – evaluating internal resources and organisational
capabilities
This section covers:

 Organisational theory
 Organisation structure
 Centralisation and decentralisation
 Levels of the organisation
 Mintzberg's nine design parameters
 Formal organisational relationships
Definition of an organisation: Systems of activities and behaviours to enable

humans and their machines to accomplish goals and objectives - a joint
function of human characteristics and the nature of the task environment.
Organisational Theory
Organisations are 'complex adaptive systems' that use people, tasks and
technologies to achieve specified goals and objectives. Organisational theory
refers to how organisations are structured and how they are managed.
Structure is the organisation of the resources and assets and represents the
division and distribution of work among members (managers and employees) of
the organisation, and the co-ordination of their activities in such a way that
they are directed towards achieving the declared goals and objectives of the
organisation.

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Management is about how the organisation manages the structure, the
resources and the activities within the organisation and how it measures and
monitors the resulting performance towards achieving the declared goals and
objectives of the organisation.
Organisational theory attempts to explain how organisations work by defining

the common features that organisations or groups of organisations share, by
collecting data about them, and by analysing them, assessing 'what works
where - and why! It is important here to understand that structure and
management of organisations will differ - differ with the sector they operate in
(public, private, voluntary) and differ with their various stakeholder
configurations, differ also with the particular strategic goals and objectives they
set themselves. There is therefore no one 'recipe' that will work across all, or
even many, organisations, the structure will reflect what is today being called
the 'DNA' of organisations - which takes into account organisational culture
-'the way we do things around here' and other factors particular to any one
organisation.
Why we study Organisational Theory
Organisational theory is especially useful for people
who manage organisations, or who aspire to do so in the future. But whether
or not you are a manager, if you work in public health, you will be working
with organisations - hospitals, charities, local and national government etc. -
and so you need to understand them. It enables the manager to see that his or
her organisation and its problems are rarely wholly unique. Usually, much of
value can be learned from examining the behaviour of other organisations in
broadly similar circumstances. It can help us to explain what is happening in
our own organisation and to identify possible solutions to its challenges, issues
and problems, provided the solutions selected take into account cultural and
other key aspects and are not simply 'broad-brush' or replica implementations
based on what is done elsewhere.
Organisations, especially large organisations are generally 'complex',
having many inter-related facets and areas that need to be co-ordinated,
managed together to achieve efficiencies and effectiveness in achieving stated
goals and objectives. Organisations also need to be 'adaptive', they need to
respond to ongoing changes in the environments in which they operate e.g. the
political, social, economic and technological conditions that together form the
environment in which organisations operate.
Even if you do not aspire to be a manager, organisational theory should
be of interest to you. We live in a world of organisations - work, university,
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clubs, trade unions, professional bodies, shops, and so on. Organisational
theory can help explain how they work and why they work in the ways they do.
Understanding how they work may even enable you to get the best out of each
of them!
Drucker (1998) suggests three criteria for effective organisations:

1. They must be organised for business performance
2. Their structure should contain the least number of management levels
3. Organisational structure should facilitate training and testing of future
organisation leaders
Organisation Structure
Definition: Structure is the pattern of relationships among positions in the
organisation and among members of the organisation. The purpose of structure
is the division of work among members of the organisation, and the co-
ordination of their activities so that they are directed towards achieving the
same goals and objectives of the organisation. Structure defines tasks and
responsibilities, work roles and relationships, and channels of communication.
Objectives of an organisation structure
 accountability for areas of work undertaken by groups and individual
members of the organisation
 co-ordination of different parts of the organisation and different areas of work
 effective and efficient organisational performance, including resource
utilisation
 monitoring the activities of the organisation
 flexibility in order to respond to changing environmental factors
 the social satisfaction of members of the organisation
Dimensions of organisational structure
Child (1988) suggests six major dimensions as components of an organisation
structure:
 allocation of individual tasks and responsibilities, job specialisation and
definition
 formal reporting relationships, levels of authority and spans of control
 grouping together of sections, departments, divisions and larger units
 systems for communication of information, integration of effort and
participation

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 delegation of authority and procedures for monitoring and evaluating the
action
 motivation of employees through systems for performance appraisal
Consequences of structural deficiencies (Child)
 low motivation and morale
 late and inappropriate decisions
 conflict and lack of co-ordination
 poor response to new opportunities and external change
 rising costs - e.g. diseconomies of scale
Principles of organisational design and diagnosis
Mintzberg (1979) suggests that organisational structures fall into five basic
categories:
1. simple structure: a centralised, perhaps autocratic arrangement typical of
the entrepreneur-founded company. Little hierarchy or control exercised by
the Chief Executive.
2. machine bureaucracy: best at mass produced tasks and is characterised by
many layers of management and formal procedures.
3. professional bureaucracy: likely to include some parts of the NHS - its
administration is set by independent professional bodies. It tends to be more
democratic and more highly motivated, with its lines of authority less clearly
set.
4. divisionalised form of bureaucracy: applies more to multinational or
industrial corporations where a small central core controls key guidelines for
a number of otherwise autonomous units. Despite being neither
multinational or industrial the NHS today is reckoned to exhibit some
characteristics of this structure.
5. adhocracy: often found in new technology industries, which need constantly
to innovate and respond to quickly changing markets.
Types of organisational structure

This is essentially the process by which the organisation's mission is divided
into discrete roles and tasks of individuals within the organisation. There are
different ways of doing this. All essentially act initially by grouping key
activities in the organisation and then allocating roles/tasks to individuals.
These can fall into the following categories:
1. functional
2. product/ service
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3. geographical
4. divisional
5. matrix
1. Functional - grouping of major functions e.g. contracting, information,
finance, personnel and public health in health authorities
Advantages
 increases utilisation and co-ordination of groups of people with
technical/specialised expertise
 increases development and career opportunities for people in departments
Disadvantages
 encourages sectional interests and conflicts
 difficult for organisation to adapt to product/service diversification
2. Product/Service - grouping by service/ product i.e. orthopaedic, surgical,
psychiatric, etc., rather than medical, nursing, paramedical, hotel services
(functional).
Advantages
 increases diversification
 adaptability increased if service/ product requires technical knowledge or
large equipment
Disadvantages
 encourages service conflicts
3. Geographical - a nationalised service develops regions, areas or district
health authorities. e.g. Clinical Commissioning Groups in England,
Advantages
 more responsive to local/regional issues and different cultures, national/state
laws etc
Disadvantages
 can lead to localities/regions conflicting with each other
4. Divisional - grouping of services and/ or geography and functionality (but
with functions such as finance, personnel, planning retained at headquarters).
 suitable for international companies who are highly diversified, working in
more than one country e.g. pharmaceutical company with divisions in each
country producing and marketing products developed by parent company.
Advantages
 corporate strategic control with production and marketing independence at
divisions
5. Matrix - grouping of projects and functions, e.g. NASA (highly complex
industries).

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1. More than one critical orientation to the operations of the organisation
2. Need to process simultaneously large amounts of information
3. Need for sharing resources
EXAMPLE OF A MATRIX STRUCTURE
Advantages
 combines vertical and lateral lines of communication and authority
 stability and efficiency (of mechanistic structure) with flexibility and informality
(of inorganic structure)
 emphasises project aims are all-important
Disadvantages

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 potential conflict between project leader and functional leader regarding
resources
 project may be jeopardised if project members as well as leaders enter the
conflict on opposite sides
 does not tolerate diversification well
NOTE : Many large, complex organisations opt for mixed forms of
specialisation.
Centralisation and decentralisation

Definition: when all the power for decision making rests at a single point in
the organisation - ultimately in the hands of one person or group, the structure
is 'centralised'. If the power is dispersed among many people/groups, it is
known as 'decentralised' (or distributed). Note that some functions (research,
planning, finance, personnel) are less amenable to decentralisation than others
(e.g. contracting, patient services).
Centralisation and decentralisation should not be treated as absolutes, but
rather as two ends of a continuum.
Advantages of decentralisation
 frees top management of routine every day decisions to concentrate on
strategic responsibilities
 decisions are more local, quicker, more responsive to clients (patients)
 increased awareness of cost effectiveness through the organisation
 increased motivation and satisfaction by junior management
Disadvantages of decentralisation
 requires good communication and adequate control to and from the centre
 need for centre to co-ordinate/integrate
 can lead to inequity in treatment of clients/patients
 need individuals willing to take on additional responsibilities
In general, large organisations lean towards:

less centralisation
more specialisation
more rules and procedures to be followed

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Self-Check 1.1-7
Identification: Read the sentences given below and analyse what is being asked
or described.
1. A centralised, perhaps autocratic arrangement typical of the

entrepreneur-founded company. Little hierarchy or control
exercised by the Chief Executive
2. Best at mass produced tasks and is characterised by many layers
of management and formal procedures.
3. Likely to include some parts of the NHS - its administration is set
by independent professional bodies. It tends to be more
democratic and more highly motivated, with its lines of authority
less clearly set.
4. Applies more to multinational or industrial corporations where a
small central core controls key guidelines for a number of
otherwise autonomous units. Despite being neither multinational
or industrial the NHS today is reckoned to exhibit some
characteristics of this structure.
5. Often found in new technology industries, which need constantly
to innovate and respond to quickly changing markets.

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Answer Key 1.1-7
1. Simple structure
2. Machine
3. Professional bureaucracy
4. Divisionalised form of bureaucracy
5. Adhocracy

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Team or Organizational Quality Standards
1. Identify the functions of personal structure in the organization.

2. Know the importance of organizational or external personnel structure.
WHAT ARE QUALITY STANDARDS?

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Quality Glossary Definition: Standard
Quality standards are defined as documents that provide requirements,

specifications, guidelines, or characteristics that can be used consistently to
ensure that materials, products, processes, and services are fit for their
purpose.
Standards provide organizations with the shared vision, understanding,

procedures, and vocabulary needed to meet the expectations of their
stakeholders. Because standards present precise descriptions and terminology,
they offer an objective and authoritative basis for organizations and consumers
around the world to communicate and conduct business.
WHO USES QUALITY STANDARDS?
Organizations turn to standards for guidelines, definitions, and procedures

that help them achieve objectives such as:
 Satisfying their customers’ quality requirements

 Ensuring their products and services are safe
 Complying with regulations
 Meeting environmental objectives
 Protecting products against climatic or other adverse conditions
 Ensuring that internal processes are defined and controlled
Use of quality standards is voluntary, but may be expected by certain groups

of stakeholders. Additionally, some organizations or government agencies may
require suppliers and partners to use a specific standard as a condition of
doing business.
WHY ARE STANDARDS IMPORTANT?
For businesses: Standards are important to the bottom line of every

organization. Successful companies recognize standards as business tools that
should be managed alongside quality, safety, intellectual property, and
environmental policies. Standardization leads to lower costs by reducing
redundancy, minimizing errors or recalls, and reducing time to market.

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For the global economy: Businesses and organizations complying to quality
standards helps products, services, and personnel cross borders and also
ensures that products manufactured in one country can be sold and used in
another.
For consumers: Many quality management standards provide safeguards for

users of products and services, but standardization can also make consumers’
lives simpler. A product or service based on an international standard will be
compatible with more products or services worldwide, which increases the
number of choices available across the globe.
9 Core Elements of a Quality Management System
Quality has been defined as "the degree to which something meets or exceeds
the expectations of its consumers." The precise definition of quality can vary
between industries and organizations. The processes and measurements used
for quality assurance at a small manufacturing organization are entirely
different from the checks and balances necessary for quality control in highly
regulated industries such as pharma or medical devices.
Quality is a dynamic concept which is ultimately defined by customer

expectations and satisfaction. QMS are designed to provide a framework for
organizations to create and maintain customer relationships by understanding
the customer’s preferences and needs. Customer satisfaction is achieved with
QMS through the alignment of people, process, and technology throughout the
product lifecycle.
One of the world’s most broadly adopted QMS, ISO 9001:2015, includes a
series of quality principles which are frequently reflected in other QMS
standards:
1. Customer focus
2. Leadership
3. Engagement of people
4. Process approach
5. Continuous improvement
6. Evidence-based decision making
7. Relationship management

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Organizations must adopt an interdisciplinary series of quality controls to
achieve these principles. The nine core elements of a QMS should include
quality objectives, a quality manual, organizational responsibilities, data
management, and other practices.

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Self-Check 1.1-8
Enumeration: What are the 9 Core Elements of a Quality Management System

Page 71 of
Answer Key 1.1-8
1. Customer focus
2. Leadership
3. Engagement of people
4. Process approach
5. Continuous improvement
6. Evidence-based decision making
7. Relationship management

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Limited Discretion, Initiative and Judgement on the Job
1. Describe what is discretion on workplace
Discretion
The word “discretion” comes from the root word, “discreet,” which the
Oxford English Dictionary describes as “careful and prudent in one’s speech
or actions, especially in order to keep something confidential or to avoid
embarrassment.” Discretion involves the choices you make to be careful in
what you say or do. People who discuss their personal lives openly are said to
be indiscreet or to practice a lack of discretion. A simple example of discretion
is whether you excuse yourself and say, “I’ll be back in a few minutes,” or
announce, “I need to go to the bathroom.”
Respecting Confidentiality
Most companies require employees to be discreet in their business

communications. They expect employees to figure out what information can
be shared freely, both internally and externally, and to be discreet about what
they tell others. Written communications such as email are particularly
vulnerable to improper and unauthorized distribution, because they are so
easy to forward to others.
Exercising Sound Judgment
When people in a company or organization are responsible for deciding

when or how to perform certain tasks or aspects of the work, based on their
knowledge and ability to judge, the responsibility for the decision is said to be
at their discretion. Professional discretion means the company expects them
to be able to source and evaluate the information necessary to decide on a
specific course of action.

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The company also expects them to be able to take the decision that they feel
is the right one, which is called acting according to their discretion.
Professional discretion examples include acting within the scope and
authority of their job description, such as independently making an exception
to a company return policy to satisfy a disgruntled customer.
Appropriately Managing Money
A company incurs fixed and variable costs such as the purchase of raw
materials, salaries and overhead, as explained by AccountingTools, Inc . Some
additional expenses incurred are not essential to produce the goods and
services marketed by the company.
Known as discretionary expenses, these usually include costs about

which management can make individual decisions, such as entertainment
expenses and preventive maintenance. Discretionary costs can usually be
reduced or dropped altogether without seriously affecting the company’s
profitability.
Many positions in business, such as trustees, executors and bankers,

manage assets belonging to others and make discretionary decisions on a
client's behalf. Employees who hold such fiduciary responsibilities are
entrusted to act as good stewards of company or client assets.
Abiding by the Law
Provided the business owner acts within the law, he is free to make
rules that apply to his business at his discretion. For example, in a
corporation, the legal business judgment rules give “broad discretion” to
board members regarding the methods they use to perform their duties.

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Self-Check 1.1-9
TRUE or FALSE: Read each sentence and write TRUE if the statement is
correct and FALSE if it is incorrect.
1. The word “discretion” comes from the root word, “discreet,” which
the Oxford English Dictionary describes as “careful and prudent
in one’s speech or actions, especially in order to keep something
confidential or to avoid embarrassment.”
2. Most companies require employees to be discreet in their

business communications.
3. Written communications such as email are not vulnerable to

improper and unauthorized distribution, because they are so easy
to forward to others.
4. A company incurs flexible and variable costs such as the

purchase of raw materials, salaries and overhead.
5. Many positions in business, such as trustees, executors and

bankers, manage assets belonging to others and do not make
discretionary decisions on a client's behalf.

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Answer Key 1.1-9
1. True
2. True
3. False
4. False
5. False

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Team Responsibility Structure and Team Performance
1. Identify the responsibilities of team

2. Identify the structure and team performance
Team Performance: 5 Keys to Managing a High Performance Team
Team performance is often what makes or breaks a business – especially a

small business or startup. Often managers can be so focused on the mechanics
of the business, but we forget that the people behind it are what’s driving
everything. More importantly, the performance of your team has a huge impact
on your enjoyment of work. When everyone feels as though they’re making
progress towards something important and worthwhile, it creates an enormous
sense of satisfaction and pleasure in work – both for your team members, and
for you.
5 keys to high team performance
1) Clear Vision for the Team

Hopefully your business has defined a vision that is motivating, but if
your team is just one part of the business, the next step is to take it down to
the team level. As outlined in this article, a good vision statement should;
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 Set a standard of excellence
 Clarify the direction and purpose
 Inspire enthusiasm and commitment
 Bridge the present and future
 Is clear and easy to understand
 Is ambitious (not limited by current circumstances or what is perceived to
be possible)
This doesn’t mean your team vision statement needs to be complicated
though! A brief phrase that articulates what the team is about and what its
purpose is adds a lot of meaning to a team.
2) Goals & KPIs

Taking your vision statement down to something more tangible is the
next key in the puzzle towards high team performance. The vision statement
should inspire and give a higher purpose, but the specific goals and/or KPIs
should provide the milestones and measurements of the team’s performance.
Taking some time to define the team’s goals and KPIs lets team members know
how well they are tracking towards your expectations.
Ideally, these goals and KPIs should be set jointly – with the team. They
can either be on a team or individual level – this may vary depending on the
nature of the team. The important thing is that they are meaningful for all
team members.
Usually goals are more appropriate to use if the team is project-based.

For example, a development team might have goal to release a new update by a
set date, or a marketing team might have a goal to update all marketing
collateral by a set date.
KPIs are more applicable for process-based teams. For example, a

customer service team might have a KPI to achieve a certain customer

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satisfaction score, or respond to tickets within a certain timeframe. Or, an
accounts team might have a KPI to reconcile the accounts each day or to have
60+ day debtors below a certain figure.
In practise, most teams use a combination of both goals and KPIs.
3) Transparent Actions
With the vision and goals/KPIs clearly understood, everyone should have
a good idea of what they should be doing. But rather than leaving each
individual to themselves, high performance teams usually have a way of
sharing their intended actions with the team. Some teams do this through daily
or weekly meetings (stand-up meetings or work-in-progress meetings), but
while these are useful, they are not very efficient as they tend to take up a lot
of time.
The best way to achieve transparency across the team is to use a

platform where each team member communicates what they intend to do in the
day, and what they actually did in the day. Instilling this one thing as a habit
for all team members has an enormous impact on team performance.
When everyone share their daily actions;
 Each team member is forced to think through their priorities (and not just
work on auto-pilot)
 Team members get the benefits of positive peer pressure – they’re much
more likely to do the things they said they would do
 There’s better understanding and appreciation of everyone’s workloads
and roles
 Opportunities to collaborate or provide assistance are easily identified
 Team members feel the shared satisfaction of seeing their progress as they
update the team on the actions they’ve completed

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To have your team share their daily actions, you can use something
simple like a whiteboard. Or for teams that don’t work in the same room, you
can use email or the Actioned tool which is purpose-built for exactly this role.
The important thing is to keep each action fairly small and specific (big tasks
should be broken down into several small actions).
Once your team members start sharing their daily actions, you can easily
see exactly what everyone is working on and far fewer meetings are required.
When the whole team operates with this transparency, it helps everyone work
together a lot more effectively.
4) Regular 1:1 Meetings

As well as managing the team as a whole, individuals still need to be
managed. Having one-on-one weekly or bi-weekly meetings with each team
member helps you connect with each individual and address any specific
issues. During these meetings you can go over the tasks they’re currently
working on, discuss priorities, and work through any problems.
You can also use this time to strengthen your relationship with the team
member by getting to know them better. Bit by bit you’ll develop rapport when
you show interest in their personal life (without intruding!), ask about their
work goals, what types of work they most enjoy, etc. And importantly, these
meetings are a great time to give feedback (hopefully mainly positive), and
reiterate the role they play in achieving the team vision.
If you’re not having 1:1 meetings with your team members, you’re
missing out on a big opportunity. These don’t need to be long, but they should
be regular.
5) Motivating Team Culture

High performance teams almost always have a strong, and very positive
team culture. Admittedly, I used to think that a team culture was something

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optional and fairly unrelated to performance, but now I know better. When
people understand, respect, and preferably like each other, team performance
increases dramatically. People naturally want to help each other and don’t
want to let their team members down.
Sometimes, to build a strong and positive team culture, you’ll need to

invest in activities that don’t feel productive. Activities that help people know
each other better, learn to trust each other, and bond over common interests
and experiences all help build a stronger team culture. If you want a high
performance team, don’t ignore the impact that team culture has on your
outcomes.

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Self-Check 1.1-10
Enumeration: What are the five keys to high performance

Page 82 of
Answer Key 1.1-10
1. Clear vision for the team

2. Goals and KPI’s
3. Transparent Actions
4. Regular 1:1 Meetings
5. Motivating Team Culture

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Guiding Team Process Parameters
1. Identify what is guiding team process parameters
Guiding Process Team Parameters
A team must regulate how one becomes a member and how one loses this
status or gives it up. The guiding distinction lies in the question: “By which
means does one belong or not?” No team can avoid the decision about
inclusion and exclusion.
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Without this decision, the social system would have no boundaries. One would
not know which communication belongs to the team and which does not, who
to acknowledge, which impulses would affect, endanger, strengthen, define or
change one’s own membership. The parameters of a group are thus created by
the relevance of a group member’s communications. When a team member is
fundamentally passed over, then this is an exclusion from the team, even when
that person is still formally a member of the team (see ‘team or group?’).
Therefore, admission and exclusion are, in most cases, connected with clear
signals and rituals as well as with (marked) feelings among all parties involved.
Admissions and exclusions from the team can be functional and dysfunctional
regarding the accomplishment of goals and the maintenance of the team. For
counselling, therefore, the question for whom a change within the membership
of the team is dreamt about, desired, prevented, longed for or feared, is an
essential observation focus

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Self-Check 1.1-11
TRUE or FALSE: Read and analyse each sentence below and write True if the
sentence is correct and False if it is incorrect.
1. A team must regulate how one becomes a member and how one
loses this status or gives it up
2. No team can avoid the decision about inclusion and exclusion.
3. The parameters of a group are thus created by the relevance of a
group member’s communications.
4. Therefore, admission and exclusion are, in least cases, connected
with clear signals and rituals as well as with (marked) feelings
among all parties involved.

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Answer Key 1.1-11
1. True
2. True
3. True
4. False

Strategy in Improving Work Structure and Performance of Respective
Roles in Organization
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1. Identify the different strategies that will improve the teams

respective roles in organization
2. Learn and apply the strategies to improve the working structure of
the teams performance.
Any organization can benefit from the process of strategic planning.

Strategic planning improves upon organizational performance by streamlining
operations, optimizing time management, and appropriately
leveraging resources. From small startups to larger enterprises, the use of
strategic planning empowers an organization to make the most of what they
have.
The Benefits of Strategic Planning
Strategic planning gives a clear purpose to an organization. Through

strategic planning, organizations are able to deploy, build upon, and utilize
their resources in the most effective possible fashion. During the planning
stages, organizations are able to tap into the knowledge and experience of their
employees and managers. This gives an organization the flexibility to grow and
develop with the help of its team. With a shared goal in place, the entire
company will be able to achieve a sense of fulfillment and satisfaction when
goals are met. Roadblocks and potential bottlenecks will also be resolved before
they can inhibit revenue and success.
Shifting Towards Strategic Planning Initiatives
Strategic planning must occur with the support of upper-level

management. It is a top-down organizational strategy that will ideally become
company culture. Strategic planning starts with clearly defined goals regarding
the company’s direction. Ideally, each of the company’s initiatives must then
follow this plan. If an initiative is not working towards a company’s goals, it
should then be examined. Strategic planning includes larger, over-arching
plans regarding the company’s growth and development, in addition to smaller,
project-based and event-based plans, which may include resource management
and acquisition. Overall, the company should be moving towards a singular,
well-defined vision through its actions.

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Grow your company from within.
 When searching for ways to improve your organization, in many

situations, the best place to start is from within.
 When executed properly, improvements within your company can be
beneficial for driving performance and encouraging employee progress.
 Be engaging, learn the metrics, utilize training methods and place a
focus on the business; all of these are simple ways to improve your
organization.
Organizational improvements are an ongoing process, and each

organization has its own specific needs; however, there are common
improvements that are necessary for many organizations on an ongoing basis,
including:
 Strategy and mission: Changes in strategy and mission are often

difficult to map out, but, as a business owner, you need to
continually monitor how well – or if – your organization is meeting your
mission, and you need to be prepared to change strategies if needed.
 Organizational structure: This concerns the roles, objectives, and

responsibilities of individuals, departments, and teams. Structures
change, some are relatively minor, while some such as mergers are
considered extreme and intense.
 People: Organizational improvements in regards to personnel consist of

turnover, hiring, training and other changes that will be beneficial for the
organization.
 Knowledge: Changes/improvements to the knowledge of an organization

is critical for process, progress and initiative.
It's a fact that the pace of change is so fast that mergers and acquisitions
are on the rise as one of the best ways of achieving strategic growth. What if
you're not ready or willing to merge or be acquired by another business? Check
out the six steps to grow your business from within.
In our sluggish economy, a multitude of mergers and acquisitions

notwithstanding, the capacity for a business to grow rests in the hands of its
people.

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CEOs throughout the world are driving to improving organizational
performance regardless of size or industry. Much has been written and studied
on this subject, and we find in myriad of surveys and books that there are six
steps that, executed effectively, drive performance improvement and growth
capacity.
Engage your people.
Employee engagement is one of the most written and talked about issues
today in business. Below are key actions you, as a business owner, can take to
enable your people to engage: to feel passionate about the work they do, deliver
their best performance and to strengthen their commitment:
 Build a strong understanding of your business strategy throughout your

workforce. Ensure everyone can answer the following questions: Why do
customers buy from us? Who are our key competitors, and why do their
customers buy from them? How do I contribute to our unique
differentiation?
 Build trust. Employees need to know that their managers and executives
care about them as people as well as being committed to their success.
 Make sure every employee is using his or her preferred skills and has an
effective degree of autonomy.
 Focus each department on improving its procedures and targeting its

activities on better achieving the company’s competitive differentiation
through what people do and how they do it.
Leverage high-impact leadership practices.
Communication is king in today's organizations. It's one of the biggest

challenges leaders have and is probably a weakness for many companies.
Communicate clearly in simple language, creatively, interactively, daily about
core business subjects, such as:
 Departmental and organization performance targets, progress, obstacles

and solutions

Page 90 of
 Stories about competitors and customer successes, i.e., from sales and
customer service
 Current organizational initiatives
Identify and remove internal roadblocks.
How well aligned with your competitive differentiation strategy are your
company's policies, procedures and structure? Look for indicators of
misalignment such as:
 Do people need to work around policies and work procedures to get

things done?
 Do your policies and work procedures enable people to get the right
things done quickly?
 How are relationships between functions, i.e., manufacturing and sales?

Are conflicts and frustrations routine?
Align your metrics.
To have meaning, the metrics people focus on need to be understood by

them to be within their influence. Here's how metrics can help each
department help your company meet is goals:
 Your metrics can provide great value when they serve as a guide to
decision-making and prioritizing work.
 Nonfinancial metrics that relate directly to your competitive

differentiation can help keep everyone aligned in a similar strategic
direction.
 Explaining how metrics are chosen and measured, and tailoring metrics
to each department can enable people to understand how they each
make a difference in the company's performance.

Page 91 of
Use training and development strategically.
Many organizations have a workforce that is approaching or past

traditional retirement age. In addition, low engagement levels may lead to
increased turnover as more job opportunities become available to people. Do
you have training in place to enable people to perform essential work as
employees leave or retire? Does your training effort prepare the organization
with skills for the future? Here are ways you can ensure your employees are
optimally trained for the work they do for your company:
 Develop a workforce plan to ensure hiring is done in time to develop

people.
 All employees should receive training that applies to their current duties
and that is future-focused.
 Develop career paths for people to progress to roles that will be needed in
the future. Know your people and what their goals are for the future.
Support them in channeling their paths to the future within your
company.
Focus on your business strategy; you can't please every market.
Authors and experts acknowledge three types of value propositions or

competitive differentiation strategies in business. The rule of thumb is still to
do a good job on all, but to choose one single area where your company can
and does excel. The three types are:
 Customer intimacy: Providing customization to meet each customer's

individual needs, providing outstanding customer experiences and
building strong, long-term customer relationships
 Operational efficiency: Providing a universal set of products and

services designed to be cost-effective for customers. This is not
competing on price as much as it is providing value to customers that
saves them money. Do your products make customer processes more
efficient, i.e., reduce downtime, improve quality?
 Leading-edge: Providing new, innovative products and services based on

the latest technologies and practices. This depends on having a strong
Page 92 of
research function, with frequent introductions of new and improved
products and services that are both different and effectively meet
customer needs.
These six steps require ongoing effort to sustain. Compare this with your
experience – how do these actions measure up in producing performance
improvement? How do these steps relate to the activities underway in your
organization to build performance?

Page 93 of
Self-Check 1.1-12
TRUE or FALSE: Read and analyse each sentence written below and write
True if the sentence is correct and False if the sentence in incorrect.
1. Any organization can benefit from the process of strategic

planning.
2. Strategic planning improves upon organizational performance by
streamlining operations, optimizing time management, and
appropriately leveraging resources.
3. Strategic planning gives a clear purpose to an organization.
4. Strategic planning ends with clearly defined goals regarding the
company’s direction.
5. Strategic planning may occur even without the support of upper-
level management.
6. When searching for ways to improve your organization, in many
situations, the best place to start is from within.
7. Organizational improvements are an one way process.
8. Organizational improvements in regards to personnel consist of
turnover, hiring, training and other changes that will be
beneficial for the organization.
9. Many organizations have a workforce that is approaching or past
traditional retirement age.
10. Providing a universal set of products and services designed to be
cost-effective for customers
Answer Key 1.1-12

Page 94 of
1. True
2. True
3. True
4. False
5. False
6. True
7. False
8. True
9. True
10. True
LEARNING IDENTIFY ONE’S ROLE AND

OUTCOME 2 RESPONSIBILITY WITHIN A TEAM
CONTENT:
1. Characteristics of effective teamwork
2. Responsibilities of a team member
3. Describe work as a team member
4. Build an effective team
Page 95 of
5. Team roles and objectives
6. Teamwork processes and its purposes
7. Team and teamwork
8. Building relationship and teamwork
9. Roles and responsibilities of effective teamwork
10. The role of teams in organizations
11. Team development
ASSESSMENT CRITERIA
1. Individual roles and responsibilities within the team
environment are identified
2. Roles and objectives of the team is identified from available
sources of information
3. Team parameters, reporting relationships and responsibilities
are identified based on team discussions and appropriate
external sources
CONDITIONS:

 Paper/ Notebook
 Fax machine
 Telephone
 Storage devices
 Projector
 Printer
METHODOLOGIES
 Lecture
 Film Viewing
 Demonstration
Page 96 of
ASSESSMENT METHODS:
 Oral Evaluation
 Observation
IDENTIFY ONE’S ROLE AND RESPONSIBILITY WITHIN A TEAM

Page 97 of

Page 98 of
1. Read Information Sheet 1.2-
1 on Work activities of Compare answers with Answer Key
Barangay Health Worker then 1.2-1
2 on Role of Team and its then
1.2-2
3 on Team Group structure
1.2-3
4 on Standard team operating
and/ other workplace
1.2-4
procedures then answer Self-
Check 1.2-4
5 on OHS and environmental Compare answers with Answer Key
Check 1.2-5
6 on Norms and Protocols: The Compare answers with Answer Key
Backbone of Learning Teams 1.2-6
7 on Organizational or external
personnel structure and
1.2-7
functions then answer Self-
Check 1.2-7
8 on Team or organizational
quality standards then answer
1.2-8
Self-Check 1.2-8

on Limited discretion, initiative Compare answers with Answer Key
and judgment on the job then 1.2-9
on Team responsibility structure Compare answers with Answer Key
and team performance then 1.2-10
Page 99 of
on Guiding Team Process Compare answers with Answer Key
Parameters then answer Self- 1.2-11
Check 1.2-11

Characteristics of Effective Teamwork
1. Identify the characteristics of effective teamwork

Page 100 of
2. Define the importance of effective team work.
Effective teamwork is at the heart of every organization's success.

Whether you're running a digital agency, a basketball team, or even a
dungeons and dragons campaign, chemistry makes your teams great.
Therefore, it's no wonder that most modern businesses center on
understanding the characteristics of effective team management and what
makes it tick. And there's no better way to learn than by constant practice and
testing.
One of the critical leadership competencies for any organization is the

ability to build and lead high performing teams. This is especially critical for
small and medium-sized businesses where people must work closely together.
Your team members will often wear many hats and work effectively across the
organization to do every task as quickly as possible. To establish the most
effective teamwork possible, it's crucial to work on the following aspects of your
team organization:

Page 101 of
Setting a Clear Direction
Organizations are often in a big hurry to get a move on their projects and
deliver them as quickly as possible. The battle with the clock often leads to
project teams getting pulled together without deciding on the goals and desired
outcomes first. You just want to get started.
Goals, direction, and a clear sense of purpose unify the group. When you
have goals, everyone will know why the team exists. You should also do
everything in your power to make those goals as clear and understandable as
possible. Make decisions about team goals and desired outcomes first; give
your team a clear direction, and allow the flexibility to develop the best way to
reach the result.
Open and Honest Communication
Communication and chemistry go hand in hand. Communication is a

crucial part of building a sense of belonging and camaraderie between team
members. On the other hand, the failure to communicate effectively within the
team is the cause of a multitude of teamwork problems.
The way your team communicates in terms of frequency and freedom is

the determining factor for team effectiveness. The more often and more freely
you talk to your fellow team members, the more you will promote and
encourage sharing insights and ideas. And that's one of the main reasons
modern businesses invest so much in communication and collaboration tools.
Support for Risk Taking and Change
Risk-taking and experimentation in pursuit of change and improvement

are some of the staples of effective teams. You should openly support it. You
will not always be right, but even mistakes are an opportunity to learn. By
promoting this mindset and helping your team get aboard the initiative, your
team will be able to do amazing things.

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Defined Roles
Even though the roles might shift within your team after you start
operating, it's essential to understand the skills and competencies needed to
reach your goals. Therefore, you should have a good handle on those roles
before you begin staffing. A bunch of individuals doing their own thing on their
own is not a team. Effective teams are collaborative and supportive entities.
Mutual Accountability
Effective teams can notice the problems when they arise and start
problem-solving before they escalate. They are not happy when elephants are
sitting in the room. It's crucial to define and accept responsibility both as an
individual and as a team.
This way, problem-solving is not turned into a blame game. A clear

overview of everyone's contributions and performances is essential when
problems arise. When you succeed - you should also be accountable for your
team's success and celebrate it together.
Open Communication
Communication is the cousin of chemistry. In any team, communication

is crucial to building a sense of camaraderie between members. The content of
the discussion is somewhat irrelevant. Instead, the manner of communication
— how freely and frequently team members communicate — determines the
team's effectiveness. Put simply, the more freely you talk to your fellow team
members, the more comfortable you are in sharing insights and ideas. This is
just one primary reason modern businesses emphasize communication and
spend significant time each year on social communication and collaboration
tools.
A Common Goal
One of the ultimate objectives and probably a chief characteristic of an

effective and successful team is setting the mutual goal above individual
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agendas and interests. Although setting and reaching their own targets is
paramount for personal morale, the only way for an organization to function
effectively is to understand and work with a common purpose. Ultimately,
shared goals are the fuel that pushes each team member's productivity.
A Melting Pot of Differing Opinions
Although agreeing on a common goal is of the essence, it shouldn't come

at the cost of suppressing alternative ideas and opinions. All teams have
conflicts, which are not problems in and of themselves. These conflicts become
a problem only when they go unresolved or cause a significant toll on the
people involved - mostly in terms of stress and fatigue.
Diverse opinions stir the pot of creativity and help your team unearth
new perspectives and ideas. You'll often find that you can uncover those "out-
of-the-box" ideas only if you threaten the status quo.
Close Collaboration
Close collaboration is a characteristic shared by every successful team,

whether it's the leadership team in a multi-national corporation or a starting
lineup of your favorite NBA franchise. In essence, the idea is pretty
straightforward: more communication and more collaboration lead to a more
fruitful creative process. After all, it's all about the bottom line and the final
result. Working together often means very little if the team doesn't
communicate.
Trust Above Everything
Whether we're talking about your team members being able to trust each
other or your team believing in the goals and processes set before them - trust
is the foundation of success. Trust comes as a result of effective
communication. If you've given your team members the ability to express and
communicate their arguments freely, you'll see your team trusting each other
and standing up for each other. This notion is one of the main reasons

Page 104 of
why team-building exercises often focus on putting team members in positions
of trust. You want your team members to value the team they're in.
Self-Check 1.2-1
Enumeration: Give the 10 characteristics of effective teamwork

Page 105 of
Answer Key 1.2-1

Page 106 of
1. Setting a Clear Direction
2. Open and Honest Communication
3. Support for Risk Taking and Change
4. Defined Roles
5. Mutual Accountability
6. Open Communication
7. A Common Goal
8. A Melting Pot of Differing Opinions
9. Close Collaboration
10. Trust Above Everything

Responsibilities of Team Member

Page 107 of
1. Describe the responsibilities of team members

2. Enumerate the two types of responsibility within a team.
Team Members' Responsibility
There are two types of responsibility within a

team:
 Shared responsibility
 Individual responsibility
Shared
Responsibility: When the whole team shares responsibility for the
success of the project, the team is more responsive and
more reliable and the client receives the best possible
service. In addition, shared responsibility increases
productivity and efficiency.
Shared responsibility is created when team members:
 Commit to completing tasks allocated to them and

assist others to meet deadlines
 Take an interest in the work performed by other
team members and share relevant information
freely
 Focus on solving problems rather than placing
blame on others
Individual When an individual team member has been given a specific

Responsibility: task to perform they need to take responsibility for their
actions.
Individual responsibility is created when the team member:

Page 108 of
 Commits to the task
 Admits to difficulties, if they occur
 Provides open communication as to progress
Self-Check 1.2-1
Enumeration: Shared responsibility is created when team members?

Page 109 of
Answer Key 1.2-2

Page 110 of
1. Commit to completing tasks allocated to them and assist others to
meet deadlines
2. Take an interest in the work performed by other team members and
share relevant information freely
3. Focus on solving problems rather than placing blame on others

Described Work as a Team Member
Page 111 of
1. Describe how does it feel when working as a team member

2. Describe how does a team member contribute to achieve the goal
of the team.
Be an Effective Team Member

Working on teams can be rewarding, but at times it can be difficult and
downright frustrating. If there are poor communicators on your team, you may
often feel left in the dark, confused or misunderstood. To create a successful
team, effective communication methods are necessary for both team
members and leaders.
Get Involved – Share suggestions, ideas, solutions and proposals with

your team members. Take the time to help your fellow teammates, no matter
the request. You can guarantee there will be a time in the future when you’ll
need some help or advice. And if you’ve helped them in past, they’ll be more
than happy to lend a helping hand.
No Bragging
It’s one thing to rejoice in your successes with the group, but don’t act
like a superstar. Doing this will make others regret your personal
successes and may create tension within the group. You don’t have to
brag to let people know you’ve done a good job, people will already know.
Have faith that people will recognize when good work is being done and that
they’ll let you know how well you’re doing. Your response? Something like
“Thanks, that means a lot.” is enough.
Group Planning and Decision Making

There can be advantages and disadvantages in involving teams of people
in decision making. Some advantages include; accumulating more knowledge,
taking a broader perspective and gaining support by letting individuals
participate in the process.

Page 112 of
Some of the disadvantages in group decision making include often a
slower time to get a decision, a necessity for compromise which results in a
less than optimal outcome and the potential for an individual or clique to
dominate the group, negating its original benefit.
One difficult decision in itself for a manager or business owner is

determining when to engage a group, and the extent to engage a group to help
make a decision or whether to go alone and make a decision individually.
Advantages:
 As the leader, do you have enough information of your own to make a good
decision?
 Is the problem structured in that it is clearly defined, organised and has
recognized solutions?
 Do the members of the group have to accept this decision for it to work?
 If you make this decision yourself, are you sure the group will accept it?
 Are the group members aligned with the same goals that you are trying to
achieve?
 Is disagreement likely among group members in reaching a decision?
If it is determined that a group decision is the preferred option, some simple

guidelines for the decision making process can help as follows;
 Develop a clear understanding of the problem and the need for a decision
 Develop a clear understanding of the requirements for an effective choice
 Thoroughly and accurately assess all the positive qualities of alternative
solutions
 Thoroughly and accurately assess all the negative qualities of alternative
solutions
Although group decision making can be effective, it can also

have disadvantages such as;
 Social pressure. The pressure to conform to the group can have adverse
effects on the creativity of the individual group member.
 Domination by a vocal few. Group members may be ignored and
outspoken by members who speak the loudest and longest.

Page 113 of
 Goal displacement. The primary objective of making a sound decision may
be affected by a member’s personal considerations such as winning an
argument, or getting back at another group member.
 Groupthink. Groupthink occurs when group members try to minimise
conflict and want to remain within the comfort zone of the group’s
consensus thinking. Creativity and independent thinking are usually the
first things to be sacrificed, resulting in poor quality decisions.
Self-Check 1.2-3
Page 114 of
TRUE or FALSE: Read and analyse each sentence written below and write
True if the sentence if correct and False if it is incorrect.
1. Working on teams can be rewarding, but at times it can be

difficult and downright frustrating.
2. To create a successful team, effective communication methods
are necessary for both team members and leaders.
3. There can be advantages and disadvantages in involving teams of
people in decision making.
4. Group members should not be ignored and outspoken by members
who speak the loudest and longest.
5. Some of the advantages in group decision making include often a
slower time to get a decision.
Answer Key 1.2-3

Page 115 of
1. True
2. True
3. True
4. False
5. False

Build an Effective Team

Page 116 of
1. Describe how to build an effective team

2. Enumerate the key steps to building and maintaining a
strong, cohesive and effective team:
Building an effective team
Building a high performance team involves more than just randomly

assembling a group of talented individuals. For a team to be truly effective, its
members must unite with the same vision and be motivated to bring that vision
to life. They must share clear, measurable goals, and be committed to each
play their part in the overall success of the group.
Here are six key steps to building and maintaining a strong, cohesive and
effective team:
1. Define the purpose

Clearly define the purpose of the team, including the overall outcome it has
been brought together to achieve. What do you want to create, improve or
Page 117 of
change? What is the purpose of each person’s role in the team? Providing a
clear, inspiring vision sets the foundation for successful teamwork, and helps
guide the direction of the group when they face challenges and decisions.
2. Assemble the team

High performance teams are comprised of individuals that passionately
embrace the vision, believe their contribution is meaningful and are motivated
to give their best effort. All team members should trust, respect and support
each other. Select members with complementary skills and abilities, who can
bring a diverse range of viewpoints and ideas to the table. Achieving a good
balance of personality types will enable the group to work together
harmoniously but also challenge each other when necessary.
3. Determine the goals

Once the team is established and united behind a shared, compelling purpose,
the next step is to break the vision down into smaller, manageable goals and
tasks. Outline the required tasks in a schedule, with agreed deadlines,
milestones and responsibilities. Decide the role that each team member will
play. Be sure to also consider other resources required in terms of time,
materials, space, support and money.
4. Set expectations
To ensure that each member understands what is expected of them, define a
standard of conduct for the team. Will communication be frequent, open,
honest and transparent? Will contributions be encouraged, valued and
recognised? Will conflict be handled in a constructive way? Will team decisions
and feedback be respected? Setting clear standards from the outset will ensure
that each member’s conduct and contributions are appropriate.
5. Monitor and review

Regularly review the group’s performance through team meetings and one-on-
one catch ups to ensure that progress is being made. Good questions to ask
are: how are we doing? What have we achieved so far? What have we learned?
What isn’t working so well? How can we improve? Monitoring and reviewing

Page 118 of
progress allows for adjustments and improvements to be incorporated along
the way.
6. Celebrate and reward

Make the time to regularly recognise, reward and celebrate both team and
individual performance. This will help to build morale and bolster the
motivation of the group to continue their hard work. Find the most appropriate
way to celebrate team milestones, such as a personal ‘thank you’ at a team
meeting, an email copied to senior managers, or a team lunch. Ensure that
recognition is consistent, and that the method you choose inspires and
reinforces the team members to continue their positive contribution to the
team’s progress.
Self-Check 1.1-4
Enumeration: What are the six key steps to building and maintaining a
strong, cohesive and effective team.

Page 119 of
Answer Key 1.1-4
1. Define the purpose

2. Assemble the team
3. Determine the goals
Page 120 of
4. Set expectations
5. Monitor and review
6. Celebrate and reward

Role of Team and its Member

Page 121 of
1. Identify the different role of a team
2. Identify the role of team members
Role of TEAM
Action-oriented Role: Shaper
In a team, the shaper role is performed by people who are dynamic and relish
challenges. Rather than quit when faced with challenges, shapers maintain a
positive mental attitude and strive to find the best ways to overcome
challenges facing the team. Shapers are extroverts and possess great
interpersonal communication skills and work toward motivating other team
members.
Action-oriented Role: Implementer
People who play the implementer role in a team are those who actually get
things done in the team. They are practical, efficient and well-organized.
Implementers turn the team’s ideas and thoughts into actual plans. Because
of their conservative nature, implementers are rather rigid and slow to accept
change in a team.
Action-oriented Role: Completer/ Finisher
Finishers have an eye for detail. In a team, they're regarded as perfectionists

because they're the ones who detect errors or omissions and strive to ensure
that the team adheres to deadlines. They're neat and self-conscious and worry
at the slightest sign of a problem. Finishers also have a problem with
delegation; they would rather be overwhelmed than share their work with
others.
People-oriented Role: Coordinator
Coordinators are seen as possessing the traditional team role. They're mature
and confident in nature and possess great listening skill. They guide the
activities of the team to what they identify to be the team's obligations.
Coordinators are good at delegating duties, but they may be manipulative
when it comes to directing the team toward what they perceive to be its goals.

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People-oriented Role: Team Worker
Team workers are the people who ensure the team remains united. They work
toward resolving conflict or issues affecting the team’s dynamics. Team
workers are very supportive of other team members and are thus popular
within the team. Team workers are known to be non-committal during
decision making because they don’t want to be seen as taking sides: they put
team cohesion ahead of their decision-making abilities.
People-oriented Role: Resource Investigator
Resource investigators are inquisitive and enthusiastic in nature and possess

great negotiating and networking skills. They are extroverts, which makes it
easy for others to relate to them. Through their networking skills, resource
investigators develop external contacts and negotiate for the team's resources.
They are quick thinkers and good at getting information from other people.
Thought-oriented Role: Monitor-Evaluator
These are the critical thinkers in a team. They're serious minded and cautious
in nature. Rather than rush into decision making, they prefer to critically
analyze information before making any conclusions. Monitor-evaluators lack
the energy to motivate other team members and are deemed to be slow in
decision making.
Thought-oriented Role: Specialist
Workers with expert knowledge in a particular area comprise the specialist

role. Their contribution to the team is limited only to their area of expertise.
Their priority is in maintaining their professional standards. Though they
show great pride in their area of expertise, they show little or no interest in
the expertise of others. Because of their expert knowledge, they're
indispensable members of a team.
Thought-oriented Role: Plants
Plants are innovative members of the team. They come up with original
approaches and ideas that help the team in solving problems or overcoming
challenges. Plants are introverts in nature and possess poor communication
skills. Plants prefer to work alone. They react well to praise but are greatly
affected by negative criticism.
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Team Member Responsibilities:
 Executing all tasks assigned by the Team Leader or Manager diligently,

on schedule, and to the highest standard.
 Working with team members to achieve daily, weekly, and monthly
targets.
 Participating in meetings and voicing concerns as well as suggestions for
improvement.
 Answering or escalating concerns and queries from clients or other
stakeholders.
 Completing a range of administrative tasks.
 Maintaining a high level of professionalism while representing the
company.
 Expanding your skills by attending workshops and training sessions.
 Effectively managing your time by prioritizing urgent tasks.
 Assisting the Manager or Team Leader as required.
Self-Check 1.2-5
Matching Type: Match the given definitions on Column A to Column B, write
the corresponding letter of your answer before the number.
COLUMN A COLUMN B
1. Plants are innovative members j. shaper
Page 124 of
of the team
2. Workers with expert knowledge
k. implementer
in a particular area comprise
3. These are the critical thinkers
l. Finishers
in a team
4. Are inquisitive and
enthusiastic in nature and
m. Coordinators
possess great negotiating and
networking skills
5. Are the people who ensure the
n. Team workers
team remains united
6. Are seen as possessing the o. Resource Investigator
traditional team role
7. In a team, they're regarded as
perfectionists because they're
the ones who detect errors or
p. Monitor Evaluator
omissions and strive to ensure
that the team adheres to
deadlines
8. Are those who actually get
q. Specialist
things done in the team
9. People who are dynamic and
r. Plants
relish challenges
Answer Key 1.2-5
1. i
2. h
3. g
4. f
Page 125 of
5. e
6. d
7. c
8. b
9. a

Teamwork Processes and its Purposes

Page 126 of
1. Identify the processes on teamwork and its purposes
2. Know the importance of team work processes
Teamwork Processes
While the substance of the tasks involved in teamwork may vary from team to
team, there are three processes that are common to how teamwork gets done:
the transition process, action processes, and interpersonal processes. During
each of these processes, specific sets of activities occur.
1. The transition process is the phase during which a team is formed. Activities
include:
 Mission analysis: establishing an understanding of the overall objective
 Goal specification: identifying and prioritizing the tasks and activities needed to
achieve the mission
 Strategy formulation: developing a course of action to reach the goals and
achieve the mission
2. Action processes comprise the phase during which a team performs its
work. Activities include:
 Monitoring milestones and goals: tracking progress toward completion of tasks
and activities
 Monitoring systems: tracking the use of resources such as people, technology,
and information
 Coordination: organizing and managing the flow of team activities and tasks
 Team monitoring and support: assisting individuals with their tasks by, for
example, providing feedback and coaching
3. Interpersonal processes include activities that occur during both the
transition and action processes. These include:
 Conflict management: establishing conditions to avoid disagreement and
resolving conflict when it occurs
 Motivation and confidence building: generating the willingness and ability of
individuals to work together to achieve the mission
 Affect management: helping team members to regulate their emotions as they
work together

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Characteristics of Effective Teamwork
An effective team accomplishes its goals in a way that meets the standards set
by those who evaluate its performance. For instance, a team may have a goal of
delivering a new product within six months on a budget of $100,000. Even if
the team finishes the project on time, it can be considered effective only if it
stayed within its expected budget.
Effective teamwork requires certain conditions to be in place that will increase

the likelihood that each member’s contributions—and the effort of the group as
a whole—will lead to success. Effective teams share five characteristics:
 Shared values:a common set of beliefs and principles about how and why the
team members will work together
 Mutual trust: confidence between team members that each puts the best interest
of the team ahead of individual priorities
 Inspiring vision:a clear direction that motivates commitment to a collective effort
 Skill/talent:the combined abilities and expertise to accomplish the required tasks
and work productively with others
 Rewards:recognition of achievement toward objectives and reinforcement of
behavior that supports the team’s work
Effective teamwork requires that people work as a cohesive unit. These five
characteristics can help individuals collaborate with others by focusing their
efforts in a common direction and achieving an outcome that can only be
reached by working together.
The Role of Teams in Organizations
By combining various employees into strategic groups, a team-based

organization can create synergies through team processes.
The Modern Organization
Teams are increasingly common and relevant from an organizational

perspective, as globalization and technology continue to expand organizational
scope and strategy. In organizations, teams can be constructed both vertically
(varying levels of management) and horizontally (across functional disciplines).
In order to maintain synergy between employees and organize resources, teams
are increasingly common across industries and organizational types.

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The Role of Teams
The primary role of a team is to combine resources, competencies, skills, and

bandwidth to achieve organizational objectives. The underlying assumption of a
well-functioning team is one of synergy, which is to say that the output of a
team will be greater than the sum of each individual’s contribution without a
team architecture in place. As a result, teams are usually highly focused
groups of employees, with the role of achieving specific tasks to support
organizational success.
Cross-Functional Teams
Some organizations have a need for strong cross-functional teams that enable
various functional competencies to align on shared objectives. This is
particularly common at technology companies, where a number of specific
disciplines are combined to produce complex products and/or services.
Team Processes
When considering the role of a team, it’s important to understand the various
processes that teams will carry out over time. At the beginning of a team set up
(or when redirecting the efforts of a team), a transitional process is carried out.
Once the team has set strategic goals, they can begin progressing towards the
completion of those goals operationally. The final team process is one of
interpersonal efficiency, or refining the team dynamic for efficiency and
success.
More specifically, these processes can be described as follows:
Transitional Process
 Mission analysis
 Goal specification
 Strategy formulation

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Action Process
 Monitoring progress toward goals

 Systems monitoring
 Team monitoring and backup behavior
 Coordination
Interpersonal Process
 Conflict management
 Motivation and confidence building
 Affect management
Self-Check 1.2-6
Identification: Read and analyse the sentences given below then answer what
1. Is the phase during which a team is formed.

2. Establishing an understanding of the overall objective
3. Identifying and prioritizing the tasks and activities needed to
achieve the mission
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4. Developing a course of action to reach the goals and achieve the
mission
5. Comprise the phase during which a team performs its work.
6. Tracking progress toward completion of tasks and activities
7. Tracking the use of resources such as people, technology, and
information
8. Organizing and managing the flow of team activities and tasks
9. Assisting individuals with their tasks by, for example, providing
feedback and coaching
10. Include activities that occur during both the transition and
action processes. These include:
11. Establishing conditions to avoid disagreement and resolving
conflict when it occurs
12. Generating the willingness and ability of individuals to work
together to achieve the mission
13. Helping team members to regulate their emotions as they work
together
Answer Key 1.2-6
1. transition process
2. Mission analysis
3. Goal specification
4. Strategy formulation
5. Action processes
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6. Monitoring milestones and goals
7. Monitoring systems
8. Coordination
9. Team monitoring and support:
10. Interpersonal processes
11. Conflict management
12. Motivation and confidence building
13. Affect management

Team and Teamwork
1. Differentiate team from teamwork

2. Understand the importance of team work

Page 132 of
3.
Defining a Team
A team is a group of people who collaborate on related tasks toward a

common goal.
A team is a group of people who work together toward a common goal.

Teams have defined membership (which can be either large or small) and a set
of activities to take part in. People on a team collaborate on sets of related
tasks that are required to achieve an objective. Each member is responsible for
contributing to the team, but the group as a whole is responsible for the team’s
success.
Teams in the Workplace
Sports teams are a good example of how teams work. For instance, a basketball
team has individual players who each contribute toward the goal of winning a
game. Similarly, in business settings most work is accomplished by teams of
individuals who collaborate on activities with defined outcomes. Because teams
are so prevalent in business organizations, it is important for employees to
have the skills necessary to work effectively with others.

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Organizations typically have many teams, and an individual is frequently a
member of more than one team. Some teams are permanent and are
responsible for ongoing activities. For instance, a team of nurses in a maternity
ward provides medical services to new mothers. While patients come and go,
the tasks involved in providing care remain stable. In other cases a team is
formed for a temporary purpose: these are called project teams and have a
defined beginning and end point linked to achieving a particular one-time goal.
The Purpose of Teams
Organizations form teams to accomplish tasks that are too large or complex for
an individual to complete. Teams are also effective for work that requires
different types of skills and expertise. For example, the development of new
products involves understanding customer needs as well as how to design and
build a product that will meet these needs. Accordingly, a new product-
development team would include people with customer knowledge as well as
designers and engineers.
Defining Teamwork
Teamwork involves a set of interdependent activities performed by individuals

who collaborate toward a common goal.
Teamwork involves a set of tasks and activities performed by individuals who

collaborate with each other to achieve a common objective. That objective can
be creating a product, delivering a service, writing a report, or making a
decision. Teamwork differs from individual work in that it involves shared
responsibility for a final outcome.
Self-Check 1.2-7
TRUE or FALSE: Read and analyse each sentence written below then write
True if the sentence is correct and False if it is incorrect.
1. A team is a group of people who collaborate on related tasks

toward a common goal.

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2. A team is a group of people who work together toward a common
goal.
3. People on a team collaborate on sets of related tasks that are

required to achieve an objective.
4. Organizations do not form teams to accomplish tasks that are too

large or complex for an individual to complete.
5. Teamwork does not involves a set of interdependent activities

performed by individuals who collaborate toward a common goal.
Answer Key 1.2-7
1. True
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2. True
3. True
4. False
5. False

Page 136 of
Building Relationship and Teamwork
1. Identify the processes on how to build a relationship and

teamwork
2. Identify the ways on how to build a great relationship with your
team.
7 Ways To Build Great Relationships With Your Team
The challenges facing new leaders in a business situation are many and
varied. It’s a demanding time, after all, for an individual both professionally
and personally, when much learning takes place. One of the keys to becoming
as effective as possible, as quickly as possible, is in getting to know your team
well – building those relationships.
Your success as a leader will be judged by your team’s results – so those
results can often be seen as a reflection of your relationships with the people
delivering them.
Here then are seven ways to build rapport with your team, and ensure
that great relationships are the foundation upon which you build outstanding
performance:
1. Build a Culture of Listening:

There is a lot written about being an active listener, and it’s one of the pillars of
building rapport with individuals. This includes giving the person in front of
you your full attention, minimizing distractions, reflecting back emotions, and
checking your understanding by asking questions.
But there’s another way you’ll build great relationships with your team through
listening, and that is to run meetings in a way that ensures everyone has a
voice and feels listened to. In Time To Think, author Nancy Kline talks about
creating a “Thinking Environment” in organizations, based on allowing people
the space and time to think, and access their own ideas, before offering yours.
Allowing everyone an uninterrupted turn to speak at the very least, will allow
people in your team to feel listened to. Kline argues that running a meeting
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based around these principles ‘…produces better ideas in less time, provides
the participants with the courage to act and leaves the group feeling good
about itself.’
2. Learn to Recognize Emotion in Others:
Developing “Emotional Intelligence,” the concept made famous by Harvard
psychologist Daniel Goleman in his ground-breaking book, is another crucial
component of leadership. One aspect of this involves being able to recognize
and name emotions, both in yourself and in other people. Psychologist Paul
Ekman, an expert in the field of facial expressions, says that the ability to ‘…
see and respond to others often unspoken feelings is central to compassionate
connection.’ He argues that our faces are the best places in which to read our
emotions – a window to how we’re really feeling. Learning to recognize those
micro-expressions of feeling allows us to connect more fully with others; in his
research, he found that people who could do this successfully ‘…were better
liked by others.’ Respectfully recognizing another’s emotional state will allow a
leader to demonstrate empathy, and alter the way s/he communicates in order
to be heard.
3. Use Praise:
Praise can be a great motivator when it is authentic, since it fosters positive
emotions and can boost performance. In 2004, The Gallup Organization
surveyed over four million people globally, and concluded that employees who
received regular praise and recognition increased productivity, engaged more
with colleagues, and were less likely to leave an organization.
The key word here, though, is “authentic.” So, Carol Dweck, in Mindset: The
New Psychology of Success, advises that any feedback should be specific and
constructive. Leaders should be able to clearly identify what a team member
does that is effective — and what it adds to the overall performance of the
group. As a leader, sharing this knowledge will boost the positive emotions of
team members, so it is helpful to share insights with other employees in the
group (this helps the whole team to understand each other’s strengths), as well
as with people in the company outside of your department. This will increase
the team’s visibility and reputation, and may well provide opportunities for
individuals to become involved in projects across the wider organization.
Growing your team members and facilitating their own career success is a
fabulous rapport-building skill, and reflects extremely well on you, since it
shows that you have the ability to inspire and strengthen other’s job
performance. This in turn can be seen as one of the key components of good
leaders.

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4. Be a Leader:
Teams want leading, not another ‘buddy’ who indulges in office gossip. A
leader’s role isn’t to be everyone’s best friend, but to behave in a leaderly
fashion that inspires trust and confidence. A leader provides a vision and
objectivity, standing outside the melting-pot of the day-to-day frustrations and
minutiae. Clarity and a different perspective can be offered by someone who
sees things differently and has a wider, deeper view of what’s happening within
the team. So in order to develop this, a leader needs to understand their own
leadership style, appreciate the often intangible qualities inherent in the role,
and master the complex demands of serving as well as leading others. Tips: Be
someone your team can trust and rely on to demonstrate fairness, empathy,
compassion and strong boundaries. This will transform your team into a safe
working environment for all concerned.
5. Set High Expectations:

This is certainly important in terms of outcomes, but also in terms of behavior
and culture. One way to make sure everyone knows what is expected of them,
is simply to tell them. Don’t be afraid of articulating your expectations – and
ensure you demonstrate these daily. Or better still, set the tone of the team
through an agreed approach to adopt the highest standards of ‘being.’ Setting
expectations will also allow roles to be clarified, success to be visualized, and
individuals to be empowered to make the most of their talents – i.e., adopting a
‘yes, you can’ attitude towards projects can lift performance. This also
demonstrates your belief in your team. Once you have understood your team’s
individual strengths, then setting challenging goals can help everyone develop
and grow.
6. Ask Questions:
This way of communicating has several benefits. It signals interest in your
team, both personally and professionally. Adopting a questioning, coaching
style as a leader will also allow others to be more solutions-focused, which in
turn empowers individuals. Questions can encourage a culture of exploration
and innovation amongst team members, especially if you model being someone
who digs deeper, rather than just accepting the status quo. A team culture that
asks questions may also be more ready to ‘try’, and therefore run the risk of
failing a little more often. A leader who inspires others to take risks and be
comfortable with ‘failure’, while at the same time supporting them, will inspire
tremendous loyalty. A leader I once worked for told everyone on our team at his
first team meeting, that he would support anything we did – his only request
was that we were honest about what we had tried. Why did this work well? The
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clear message was that taking risks was a good thing, which meant as a team
we were often innovative.
7. Develop Shared Values.

Values are the often unspoken rules by which we act; they govern our
behaviour. Richard Barrett, founder of the Values Centre, and an expert in
values-driven organizations, argues that ‘When a group of people espouse a set
of agreed values, and understand which behaviors support those values,
then…all rules reduce to one – live the values.’ Devoting some time as a new
leader to establishing a team’s values not only builds great relationships
between you and the team, but everyone else as well. It’s a highly effective way
to cement a team when the individuals agree upon the values, providing a
common bond between all members. Understanding your own values can be a
good way to start; this free self-assessment at the Values Centre is a useful
place to begin.
Building great relationships with your team is crucial if you want to get good
results fast. So taking time at the outset to create a trusting and humane
bond, that nevertheless expects and values good performance, helps you
immeasurably along the way. These seven ways to foster rapport and
communication with your team will build a solid foundation for that.

Page 140 of
Self-Check 1.2-7
Enumeration: What are the 7 Ways To Build Great Relationships With Your
Team?

Page 141 of
Answer Key 1.2-7
1. Build a Culture of Listening
2. Learn to Recognize Emotion in Others
3. Use Praise
4. Be a Leader
5. Set High Expectations
6. Ask Questions
7. Develop Shared Values

Page 142 of
Roles and Responsibilities of Effective Teamwork
Learning Objectives: After reading this INFORMATION SHEET, you MUST be

able to:
1. Identify the roles and responsibilities of effective teamwork

2. Identify the ways on how to build a great relationship with
your team.
Teamwork is central to high-performing organizations. While the

functions of teamwork vary, the essential responsibilities of team members
include collaboration, cooperation and high-quality results. Some teams may
have formalized roles for members, but in other cases, participants assume
natural roles. In addition to a team leader, there are five roles on a team that
form the backbone of exemplary teamwork.
Team Leadership Is Critical
Teams need a leader to provide direction and move the assigned project
forward. The Massachusetts Institute of Technology outlines these factors as
being central to highly functioning teams:
 Clear comprehension of mission and purpose.

 Dedication to achieving the assigned goals.
 Understanding of individual roles and responsibilities.
 Standards and expectations for team operation.
 Approval and consensus process.
 Communication ground rules.
 Evaluation and productivity benchmarks.
The team leader is responsible for ensuring that these functions of teamwork
are met. Providing a charge for the team is the first step to ensuring that
everyone understands the purpose and intended outcomes. Each team
member has an individual responsibility in teamwork tasks. A team leader is
responsible for providing direction and resources that are required for team
Page 143 of
members to be successful. The ultimate outcome is that the team functions
like a well-oiled machine.
Team Energy Provides a Spark
One of the five roles on a team is the team energizer. This role is responsible
for injecting some humor into the team environment and inciting a fun-loving
team culture. People who enjoy working together are more likely to work
harder and achieve superior results. A team energizer often sweeps in at the
right moment with a funny quip or a stress-relieving activity that brings
energy and excitement to what may seem like a daunting task.
Team Support Is Harmonizing
The team supporter brings harmony to the group and takes the edge off of a
challenging conversation. An article published by Virginia Tech describes a
team supporter as a relationship-building role. This team member reinforces
positive ideas and offers assistance to other members that are overwhelmed
with tasks to complete. During team conversations, the team supporter acts
as a cheerleader and encourager. Other team members may turn to the team
supporter as a confidant and personal supporter.
Team Agitation Can Be Challenging
You may consider a team agitator to be a negative role, but it’s easy for teams
to be lulled into "group think." A responsibility in teamwork is to give sincere
consideration to diverse perspectives and ideas. A team agitator isn’t afraid to
challenge the group to think differently or explore a new direction.
Team Analysis Provides Perspective
A team analyzer is process-minded and often provides a deep perspective

about possible outcomes. Just when the team seems to be onto a solution, a
team analyzer sweeps in with a list of variables to consider. It may seem
frustrating at first, but a team analyzer may save the day with a detailed scan
that reveals potential pitfalls of the work.

Page 144 of
Team Enforcement Ensures Productivity
In addition to collaborating and connecting, accomplishing the task at hand is

one of the main responsibilities of teamwork. It’s easy to get off-track when a
group of people is charged with the assignment of working together. A team
enforcer provides informal oversight on task completion and timeline
planning.
Be Aware of Team Blockers
Inevitably, a team will have a member that may impede group cooperation
and may not be committed to the importance of teamwork. Here are a few
behaviors that you may see from a blocker:
 Takes up too much space in the conversation

 Is negative about every idea
 Never participates
 Pushes ideas
 Becomes distracted during teamwork
 Attempts to stop progress
If you have a team member that is blocking the progress of the group, it’s
important to talk to them about their behavior. Focus on what you can do to
bring them along, rather than push them out of the group.

Page 145 of
Self-Check 1.2-9
TRUE or FALSE: Read and analyse each sentence below and write True if the
statement is correct and False if it is incorrect.
1. Teamwork is central to high-performing organizations.

2. Teams need a leader to provide direction and move the assigned
project forward.
3. The team leader is responsible for ensuring that these functions
of teamwork are met.
4. The team supporter does not brings harmony to the group and
takes the edge off of a challenging conversation.
5. A team leader is process-minded and often provides a deep
perspective about possible outcomes.

Page 146 of
Answer Key 1.2-9
1. True
2. True
3. True
4. False
5. False

Page 147 of

able to:
1. Identify the roles and responsibilities of effective teamwork

2. Identify the ways on how to build a great relationship with
your team.
By combining various employees into strategic groups, a team-based

organization can create synergies through team processes.
The Modern Organization
Teams are increasingly common and relevant from an organizational

perspective, as globalization and technology continue to expand organizational
scope and strategy. In organizations, teams can be constructed both vertically
(varying levels of management) and horizontally (across functional disciplines).
In order to maintain synergy between employees and organize resources, teams
are increasingly common across industries and organizational types.
The Role of Teams
The primary role of a team is to combine resources, competencies, skills, and

bandwidth to achieve organizational objectives. The underlying assumption of a
well-functioning team is one of synergy, which is to say that the output of a
team will be greater than the sum of each individual’s contribution without a
team architecture in place. As a result, teams are usually highly focused
groups of employees, with the role of achieving specific tasks to support
organizational success.

Page 148 of
Cross-Functional Teams
Some organizations have a need for strong cross-functional teams that enable
various functional competencies to align on shared objectives. This is
particularly common at technology companies, where a number of specific
disciplines are combined to produce complex products and/or services.
Team Processes
When considering the role of a team, it’s important to understand the various
processes that teams will carry out over time. At the beginning of a team set up
(or when redirecting the efforts of a team), a transitional process is carried out.
Once the team has set strategic goals, they can begin progressing towards the
completion of those goals operationally. The final team process is one of
interpersonal efficiency, or refining the team dynamic for efficiency and
success.
More specifically, these processes can be described as follows:
Transitional Process
 Mission analysis
 Goal specification
 Strategy formulation
Action Process
 Monitoring progress toward goals

 Systems monitoring
 Team monitoring and backup behavior
 Coordination
Interpersonal Process
 Conflict management
 Motivation and confidence building
 Affect management
Page 149 of
Self-Check 1.2-10
Identification: Read and analyse the sentences given below then answer what
1. Is the phase during which a team is formed.

2. Establishing an understanding of the overall objective
3. Identifying and prioritizing the tasks and activities needed to
achieve the mission
4. Developing a course of action to reach the goals and achieve the
mission
5. Comprise the phase during which a team performs its work.
6. Tracking progress toward completion of tasks and activities
7. Tracking the use of resources such as people, technology, and
information
8. Organizing and managing the flow of team activities and tasks
9. Assisting individuals with their tasks by, for example, providing
feedback and coaching
10. Include activities that occur during both the transition and
action processes. These include:
11. Establishing conditions to avoid disagreement and resolving
conflict when it occurs
12. Generating the willingness and ability of individuals to work
together to achieve the mission
13. Helping team members to regulate their emotions as they work
together
Answer Key 1.2-10

Page 150 of
1. transition process
2. Mission analysis
3. Goal specification
4. Strategy formulation
5. Action processes
6. Monitoring milestones and goals

7. Monitoring systems
8. Coordination
9. Team monitoring and support:
10. Interpersonal processes
11. Conflict management
12. Motivation and confidence building
13. Affect management

Page 151 of
Team Development

able to:
1. Identify the Stages of team development

2. Know the importance of team development.
Forming Stage
The first stage of team development is forming, which is a lot like orientation day
at college or a new job. You could even compare it to going out on a first date.
The team has just been introduced and everyone is overly polite and pleasant. At
the start, most are excited to start something new and to get to know the other
team members.
During this stage, you may discuss:
 Member’s skills, background and interests

 Project goals
 Timeline
 Ground rules
 Individual roles

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As the group starts to familiarize themselves, roles and responsibilities will begin
to form. It is important for team members to develop relationships and understand
what part each person plays.
But, because this stage focuses more on the people than on the work, your team
probably won’t be very productive yet.
Storming Stage
Have you ever reached the point in a relationship where you become aware of a
person’s characteristics and they frustrate or annoy you?
Perhaps they squeeze the toothpaste from the top of the tube instead of the
bottom? Eat with their mouth open? Or they listen to the same Drake song 15
times in a row?
Well, congrats, you’ve entered the storming stage.
Being in a team is like being in a relationship. At first, you may think someone is
perfect and flawless. But, then you realize that they aren’t. Once you’re aware of
their flaws, you either learn to embrace them or the relationship will end quickly.
In the storming stage, the reality and weight of completing the task at hand have
now hit everyone. The initial feelings of excitement and the need to be polite have
likely worn off.
Personalities may clash. Members might disagree over how to complete a task or
voice their concerns if they feel that someone isn’t pulling their weight. They may
even question the authority or guidance of group leaders.

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But, it is important to remember that most teams experience conflict. If you are
the leader, remind members that disagreements are normal.
Some teams skip over the storming stage or try to avoid conflict at whatever cost.
Avoidance usually makes the problem grow until it blows up. So, recognize
conflicts and resolve them early on.
Norming Stage
During the norming stage, people start to notice and appreciate their team
members’ strengths. Groups start to settle into a groove. Everyone is contributing
and working as a cohesive unit.
Of course, you may still think that your tech guy’s choice in music is obnoxious.
But, you also admire his knowledge of web design and coding skills, and value his
opinions on anything tech-related.
Storming sometimes overlaps with norming. As new tasks arise, groups may still
experience a few conflicts. If you’ve already dealt with disagreement before, it will
probably be easier to address this time.

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Performing Stage
If you’ve reached the fourth stage, pat yourself on the back. You’re on your way to
success.
In the performing stage, members are confident, motivated and familiar enough
with the project and their team that they can operate without supervision.
Everyone is on the same page and driving full-speed ahead towards the final goal.
The fourth stage is the one that all groups strive to reach. Yet, some do not make
it. They usually fail to overcome conflict and can’t work together.

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Adjourning Stage
In 1977, Tuckman added a fifth stage called adjourning. (Sadly, not a perfect
rhyme.) Once a project ends, the team disbands. This phase is sometimes known
as mourning because members have grown close and feel a loss now that the
experience is over.

Page 156 of
Self-Check 1.2-11
Enumeration: What are the five stages of team environment?

Page 157 of
Answer Key 1.2-11
1. forming stage
2. storming stage
3. norming stage
4. performing stage
5. adjourning stage

Page 158 of
LEARNING
WORK AS A TEAM MEMBER
OUTCOME 3
CONTENT:
1. Types of communication
2. Elements of communication
3. Importance of Communication
4. The 7C’s of communication
5. Forms of Communication
6. Major components of Communication
7. Methods of communication
ASSESSMENT CRITERIA
1. Effective and appropriate forms of communications are used and
interactions undertaken with team members based on company
practices.
2. Effective and appropriate contributions made to complement team
activities and objectives, based on workplace context.
3. Protocols in reporting are observed based on standard company
practices
4. Contribute to the development of team work plans based on an
understanding of team’s role and objectives.
CONDITIONS:

 Paper/ Notebook
 Fax machine
 Telephone
 Storage devices
 Projector
 Printer

Page 159 of
METHODOLOGIES
 Lecture
 Film Viewing
 Demonstration
ASSESSMENT METHODS:
 Oral Evaluation
 Observation

Page 160 of
IDENTIFY ONE’S ROLE AND RESPONSIBILITY WITHIN A TEAM

on Types of Communication
1.3-1
2 on Elements of Compare answers with Answer Key
Communication then answer 1.3-2
Self-Check 1.3-2
3 on Importance of Compare answers with Answer Key
Self-Check 1.3-3
4 on The 7C’s of Compare answers with Answer Key
Self-Check 1.3-4
5 on Forms of Communication
1.3-5
6 on Major of Components of Compare answers with Answer Key
Self-Check 1.3-6
7 on Methods of Compare answers with Answer Key
Self-Check 1.2-7

Page 161 of
Types of Communication
1. Understand the features and advantages of verbal communication.

2. Understand the features and advantages of written communication.
3. Understand the features of nonverbal communication and how it interacts
with verbal and written communications.
Communication can be categorized into three basic types: (1) verbal

communication, in which you listen to a person to understand their meaning;
(2) written communication, in which you read their meaning; and (3) nonverbal
communication, in which you observe a person and infer meaning. Each has
its own advantages, disadvantages, and even pitfalls.
Verbal Communication
Verbal communications in business take place over the phone or in person.
The medium of the Message is oral. Let’s return to our printer cartridge
example. This time, the Message is being conveyed from the Sender (the
Manager) to the Receiver (an employee named Bill) by telephone. We’ve already
seen how the Manager’s request to Bill (“We need to buy more printer toner
cartridges”) can go awry. Now let’s look at how the same Message can travel
successfully from Sender to Receiver.
Manager (speaking on the phone): “Good morning, Bill!”
(By using the employee’s name, the manager is establishing a clear, personal
link to the Receiver.)
Manager: “Your division’s numbers are looking great.”

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(The Manager’s recognition of Bill’s role in a winning team further personalizes
and emotionalizes the conversation.)
Manager: “Our next step is to order more printer toner cartridges. Could you
place an order for 1,000 printer toner cartridges with Jones Computer
Supplies? Our budget for this purchase is $30,000, and the cartridges need to
be here by Wednesday afternoon.”
(The Manager breaks down the task into several steps. Each step consists of a
specific task, time frame, quantity, or goal.)
Bill: “Sure thing! I’ll call Jones Computer Supplies and order 1,000 more
printer toner cartridges, not exceeding a total of $30,000, to be here by
Wednesday afternoon.”
(Bill, who is good at active listening, repeats what he has heard. This is the
Feedback portion of the communication, and verbal communication has the
advantage of offering opportunities for immediate feedback. Feedback helps Bill
to recognize any confusion he may have had hearing the manager’s Message.
Feedback also helps the manager to tell whether she has communicated the
Message correctly.)
Storytelling
Storytelling has been shown to be an effective form of verbal communication;
it serves an important organizational function by helping to construct common
meanings for individuals within the organization. Stories can help clarify key
values and help demonstrate how things are done within an organization, and
story frequency, strength, and tone are related to higher organizational
commitment. The quality of the stories entrepreneurs tell is related to their
ability to secure capital for their firms.Stories can serve to reinforce and
perpetuate an organization’s culture, part of the organizing P-O-L-C function.
Crucial Conversations
While the process may be the same, high-stakes communications require more
planning, reflection, and skill than normal day-to-day interactions at work.
Examples of high-stakes communication events include asking for a raise or
presenting a business plan to a venture capitalist. In addition to these events,
there are also many times in our professional lives when we have crucial
conversations—discussions where not only the stakes are high but also where
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opinions vary and emotions run strong. One of the most consistent
recommendations from communications experts is to work toward using “and”
instead of “but” as you communicate under these circumstances. In addition,
be aware of your communication style and practice flexibility; it is under
stressful situations that communication styles can become the most rigid.
Written Communication
In contrast to verbal communications, written business communications
are printed messages. Examples of written communications include memos,
proposals, e-mails, letters, training manuals, and operating policies. They may
be printed on paper, handwritten, or appear on the screen. Normally, a verbal
communication takes place in real time. Written communication, by contrast,
can be constructed over a longer period of time. Written communication is
often asynchronous (occurring at different times). That is, the Sender can write
a Message that the Receiver can read at any time, unlike a conversation that is
carried on in real time. A written communication can also be read by many
people (such as all employees in a department or all customers). It’s a “one-to-
many” communication, as opposed to a one-to-one verbal conversation. There
are exceptions, of course: a voicemail is an oral Message that is asynchronous.
Conference calls and speeches are oral one-to-many communications, and e-
mails may have only one recipient or many.
Figure 12.14

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Communication mediums have come a long way since Alexander Graham Bell’s
original telephone.
Source: http://en.wikipedia.org/wiki/image:cnam-img_0564.jpg
Most jobs involve some degree of writing. According to the National

Commission on Writing, 67% of salaried employees in large American
companies and professional state employees have some writing responsibility.
Half of responding companies reported that they take writing into consideration
when hiring professional employees, and 91% always take writing into account
when hiring (for any position, not just professional-level ones).
Luckily, it is possible to learn to write clearly. Here are some tips on writing
well. Thomas Jefferson summed up the rules of writing well with this idea
“Don’t use two words when one will do.” One of the oldest myths in business is
that writing more will make us sound more important; in fact, the opposite is
true. Leaders who can communicate simply and clearly project a stronger
image than those who write a lot but say nothing.
Nonverbal Communication
What you say is a vital part of any communication. But what you don’t say can
be even more important. Research also shows that 55% of in-person
communication comes from nonverbal cues like facial expressions, body
stance, and tone of voice. According to one study, only 7% of a Receiver’s
comprehension of a Message is based on the Sender’s actual words; 38% is
based on paralanguage (the tone, pace, and volume of speech), and 55% is
based on nonverbal cues (body language).Mehrabian, A. (1981). Silent
messages. New York: Wadsworth.
Research shows that nonverbal cues can also affect whether you get a job offer.
Judges examining videotapes of actual applicants were able to assess the social
skills of job candidates with the sound turned off. They watched the rate of
gesturing, time spent talking, and formality of dress to determine which
candidates would be the most successful socially on the job. For this reason, it
is important to consider how we appear in business as well as what we say.
The muscles of our faces convey our emotions. We can send a silent message
without saying a word. A change in facial expression can change our emotional
state. Before an interview, for example, if we focus on feeling confident, our
face will convey that confidence to an interviewer. Adopting a smile (even if
we’re feeling stressed) can reduce the body’s stress levels.

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To be effective communicators, we need to align our body language,
appearance, and tone with the words we’re trying to convey. Research shows
that when individuals are lying, they are more likely to blink more frequently,
shift their weight, and shrug.
Another element of nonverbal communication is tone. A different tone can

change the perceived meaning of a message. Table 12.2 “Don’t Use That Tone
with Me!” demonstrates how clearly this can be true, whether in verbal or
written communication. If we simply read these words without the added
emphasis, we would be left to wonder, but the emphasis shows us how the
tone conveys a great deal of information. Now you can see how changing one’s
tone of voice or writing can incite or defuse a misunderstanding.
Table 12.2 Don’t Use That Tone with Me!
Placement of the emphasis What it means
I did not tell John you were late. Someone else told John you were late.
I did not tell John you were late. This did not happen.
I did not tell John you were late. I may have implied it.
I did not tell John you were late. But maybe I told Sharon and José.
I did not tell John you were late. I was talking about someone else.
I did not tell John you were late. I told him you still are late.
I did not tell John you were late. I told him you were attending another meeting.
Changing your tone can dramatically change your meaning.
Source: Based on ideas in Kiely, M. (1993, October). When “no” means

“yes.” Marketing, 7–9.
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For an example of the importance of nonverbal communication, imagine that
you’re a customer interested in opening a new bank account. At one bank, the
bank officer is dressed neatly. She looks you in the eye when she speaks. Her
tone is friendly. Her words are easy to understand, yet she sounds
professional. “Thank you for considering Bank of the East Coast. We appreciate
this opportunity and would love to explore ways that we can work together to
help your business grow,” she says with a friendly smile.
At the second bank, the bank officer’s tie is stained. He looks over your head
and down at his desk as he speaks. He shifts in his seat and fidgets with his
hands. His words say, “Thank you for considering Bank of the West Coast. We
appreciate this opportunity and would love to explore ways that we can work
together to help your business grow,” but he mumbles, and his voice conveys
no enthusiasm or warmth.
Which bank would you choose?
The speaker’s body language must match his or her words. If a Sender’s words
and body language don’t match—if a Sender smiles while telling a sad tale, for
example—the mismatch between verbal and nonverbal cues can cause a
Receiver to actively dislike the Sender.
Here are a few examples of nonverbal cues that can support or detract from a
Sender’s Message.
Body Language
A simple rule of thumb is that simplicity, directness, and warmth convey

sincerity. And sincerity is key to effective communication. A firm handshake,
given with a warm, dry hand, is a great way to establish trust. A weak, clammy
handshake conveys a lack of trustworthiness. Gnawing one’s lip conveys
uncertainty. A direct smile conveys confidence.
Eye Contact
In business, the style and duration of eye contact considered appropriate vary
greatly across cultures. In the United States, looking someone in the eye (for
about a second) is considered a sign of trustworthiness.

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Facial Expressions
The human face can produce thousands of different expressions. These
expressions have been decoded by experts as corresponding to hundreds of
different emotional states. Our faces convey basic information to the outside
world. Happiness is associated with an upturned mouth and slightly closed
eyes; fear with an open mouth and wide-eyed stare. Flitting (“shifty”) eyes and
pursed lips convey a lack of trustworthiness. The effect of facial expressions in
conversation is instantaneous. Our brains may register them as “a feeling”
about someone’s character.
Posture
The position of our body relative to a chair or another person is another

powerful silent messenger that conveys interest, aloofness, professionalism—or
lack thereof. Head up, back straight (but not rigid) implies an upright
character. In interview situations, experts advise mirroring an interviewer’s
tendency to lean in and settle back in her seat. The subtle repetition of the
other person’s posture conveys that we are listening and responding.
Touch
The meaning of a simple touch differs between individuals, genders, and

cultures. In Mexico, when doing business, men may find themselves being
grasped on the arm by another man. To pull away is seen as rude. In
Indonesia, to touch anyone on the head or touch anything with one’s foot is
considered highly offensive. In the Far East, according to business etiquette
writer Nazir Daud, “it is considered impolite for a woman to shake a man’s
hand.” Americans, as we have noted, place great value in a firm handshake.
But handshaking as a competitive sport (“the bone-crusher”) can come off as
needlessly aggressive, at home and abroad.
Space
Anthropologist Edward T. Hall coined the term proxemics to denote the
different kinds of distance that occur between people. These distances vary
between cultures. The figure below outlines the basic proxemics of everyday life
and their meaning:
Figure 12.15 Interpersonal Distances

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Standing too far away from a colleague (such as a public speaking distance of
more than seven feet) or too close to a colleague (intimate distance for
embracing) can thwart an effective verbal communication in business.
Key Takeaway
Types of communication include verbal, written, and nonverbal. Verbal

communications have the advantage of immediate feedback, are best for
conveying emotions, and can involve storytelling and crucial conversations.
Written communications have the advantage of asynchronicity, of reaching
many readers, and are best for conveying information. Both verbal and written
communications convey nonverbal messages through tone; verbal
communications are also colored by body language, eye contact, facial
expression, posture, touch, and space.
Self-Check 1.3-1
Enumeration: What are the types of communication?

Page 169 of
Answer Key 1.3-1
1. Verbal communication
2. Non-verbal communication
3. Written communication
4. Visual communication

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Elements of Communication
1. Know the different elements of communication

2. Know the importance of communication elements.
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There are 7 major elements when we talk about the communication
process. These are: sender, ideas, encoding, communication channel,
receiver, decoding and feedback. We will talk in this article about a
specific situation: the online communication.
How we can define communication?
Communication is a process that concerns an exchange of ideas and facts
between two or more entities, to achieve a mutual idea. The communication
process is, both, static and dynamic. Dynamic, because there is a continuous
interaction, where both parts are influenced, and static because there are
certain rules to obtain an effective communication.
In our special case, where there is a communication between a possible client

and a company, the communication is mostly static, since we have to follow
certain rules and be an emblematic ambassador for the brand we represent.
We have to adopt a certain language, attitude and principles and we have to
obtain a good feedback. This is why our experts in communication are staying
in touch daily with news from this domain and adapt their methods
accordingly.

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What are the major elements of communication for online support?
1. Sender: the person who approaches our services with the intention of
getting an answer to his or her questions or passing a feedback.
2. Ideas: the passed ideas are the subject matter of this action. These can
represent attitudes, opinions, views, feelings, suggestions, complaints or
questions.
3. Encoding: represents the conversion of subject matter in certain symbols.
Here, things get complicated, because most people use their own definition for
certain emotions or ideas. The way they put these in sentences offers a view
over their type of personality.
4. Communication channel: online, the communication channel is the chat
window. There are certain techniques that we`ll discuss in future articles, we
use to warm the discussion or transmit a certain feeling about it, so that the
sender will not remain with the idea that the communication was cold and the
specialist is not involved in solving his or her problem.
5. Receiver: the receiver is a member of our team, whose main activity is to
solve clients` problems and represent your brand. In the mind of the sender, he
will not talk with a human who drinks, sleep or raise children, like all of us,
but to a brand. This is why, in our case, the receiver is a fictional entity and
will have to behave accordingly.
6. Decoding: the receiver has to extract the meaning from the symbols sent by
the sender and understand completely what he needs.
7. Feedback: is the process in which the receiver and the sender are ensuring
that they understood each other correctly and they are proceeding to find a
solution.
Of course, each major element has other sub elements under it, since
communication and public relations is a vast domain. Fortunately, our team
knows all about it and has a solution for every problem that may appear! Find
your communication strategy today, by contacting us using this info.
Self-Check 1.3-2
IDENTIFICATION: Read each sentence given below then analyse what is being
asked or define.
1. the person who approaches our services with the intention of getting an
answer to his or her questions or passing a feedback.

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2. the passed ideas are the subject matter of this action. These can represent
attitudes, opinions, views, feelings, suggestions, complaints or questions.
3. represents the conversion of subject matter in certain symbols. Here, things
get complicated, because most people use their own definition for certain
emotions or ideas. The way they put these in sentences offers a view over their
type of personality.
4. online, the communication channel is the chat window. There are certain
techniques that we`ll discuss in future articles, we use to warm the discussion
or transmit a certain feeling about it, so that the sender will not remain with
the idea that the communication was cold and the specialist is not involved in
solving his or her problem.
5. the receiver is a member of our team, whose main activity is to solve clients`
problems and represent your brand. In the mind of the sender, he will not talk
with a human who drinks, sleep or raise children, like all of us, but to a brand.
This is why, in our case, the receiver is a fictional entity and will have to
behave accordingly.
6. the receiver has to extract the meaning from the symbols sent by the sender
and understand completely what he needs.
7. is the process in which the receiver and the sender are ensuring that they
understood each other correctly and they are proceeding to find a solution.
Answer Key 1.3-2
1. Sender
2. Ideas
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3. Encoding
4. Communication channel
5. Receiver
6. Feedback
7. Decoding

Importance of Communication
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1. Described the importance of communication
2. Know the importance of communication
Importance of Communication
Effective Communication is significant for managers in the organizations
so as to perform the basic functions of management, i.e., Planning, Organizing,
Leading and Controlling.
Communication helps managers to perform their jobs and

responsibilities. Communication serves as a foundation for planning. All the
essential information must be communicated to the managers who in-turn
must communicate the plans so as to implement them. Organizing also
requires effective communication with others about their job task. Similarly
leaders as managers must communicate effectively with their subordinates so
as to achieve the team goals. Controlling is not possible without written and
oral communication.
Managers devote a great part of their time in communication. They

generally devote approximately 6 hours per day in communicating. They spend
great time on face to face or telephonic communication with their superiors,
subordinates, colleagues, customers or suppliers. Managers also use Written
Communication in form of letters, reports or memos wherever oral
communication is not feasible.
Thus, we can say that “effective communication is a building block of

successful organizations”. In other words, communication acts as
organizational blood.
The importance of communication in an organization can be

summarized as follows:
1. Communication promotes motivation by informing and clarifying the

employees about the task to be done, the manner they are performing
the task, and how to improve their performance if it is not up to the
mark.
2. Communication is a source of information to the organizational
members for decision-making process as it helps identifying and
assessing alternative course of actions.
3. Communication also plays a crucial role in altering individual’s
attitudes, i.e., a well informed individual will have better attitude than a
less-informed individual. Organizational magazines, journals, meetings

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and various other forms of oral and written communication help in
moulding employee’s attitudes.
4. Communication also helps in socializing. In todays life the only
presence of another individual fosters communication. It is also said that
one cannot survive without communication.
5. As discussed earlier, communication also assists in controlling process.
It helps controlling organizational member’s behaviour in various ways.
There are various levels of hierarchy and certain principles and
guidelines that employees must follow in an organization. They must
comply with organizational policies, perform their job role efficiently and
communicate any work problem and grievance to their superiors. Thus,
communication helps in controlling function of management.
An effective and efficient communication system requires managerial

proficiency in delivering and receiving messages. A manager must discover
various barriers to communication, analyze the reasons for their occurrence
and take preventive steps to avoid those barriers. Thus, the primary
responsibility of a manager is to develop and maintain an effective
communication system in the organization.
Self-Check 1.3-3
ENUMERATION: What are the importance of communication

Page 177 of
Answer Key 1.3-3
1. Communication promotes motivation by informing and clarifying the

employees about the task to be done, the manner they are performing
the task, and how to improve their performance if it is not up to the
mark.

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2. Communication is a source of information to the organizational
members for decision-making process as it helps identifying and
assessing alternative course of actions.
3. Communication also plays a crucial role in altering individual’s
attitudes, i.e., a well informed individual will have better attitude than a
less-informed individual. Organizational magazines, journals, meetings
and various other forms of oral and written communication help in
moulding employee’s attitudes.
4. Communication also helps in socializing. In todays life the only
presence of another individual fosters communication. It is also said that
one cannot survive without communication.

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The 7 C’s of Communication

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1. Enumerate the 7 C’s of communication

2. Define the 7 C’s of Communication
The 7 C’s of Communication
The seven C’s of communication is a list of principles that you should ensure
all of your communications adhere to. Their purpose is to help ensure that the
person you’re communicating with hears what you’re trying to say. The seven
C’s are: clear, correct, complete, concrete, concise, considered and courteous.
Clear
There are several stages to clarity.

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Firstly, it’s important to be clear about the purpose of the message you’re
delivering. The recipient should be made aware of why they are receiving the
message and what you’re trying to achieve by delivering it. If there are multiple
goals, each should be laid out separately.
Secondly, it’s essential that the content of the communication is itself clear.
You should avoid jargon, use simple language, use simple structures and focus
on the core points of your message.
Correct
It’s essential that both the factual information and the language and grammar
you use are correct. If your audience spots errors in either, they will be
distracted and your credibility will be greatly reduced. This will reduce the
effectiveness of your communication.
Some
communications simply must be correct, clear and concise.
Complete
Completeness is often one of the most important of the 7 Cs of communication.

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When creating a message, it’s important to give the recipient all of the
information they need to follow your line of reasoning and to reach the same
conclusions you have. This level of detail will be different in different
situations, and you should adjust your communications accordingly.
In addition, you should make things as easy as possible for the recipient. For
example, if you are issuing a “call to action”, provide explicit guidance on that
action. Increasingly it’s common to include things like hyperlinks in written
communications or to attach FAQs, both of which help audiences access a
complete set of information while also ensuring that core communications
focus on core messages.
Concrete
When shaping your communication you must ensure that you are specific and
that the logic and messages that you’re using fit together, build on each other
and support each other. Your arguments should be based on solid facts and
opinions from credible sources and you should share irrefutable data to
support your argument.
It may be important to help bring the solid nature of what you’ve created to life
for your audience through examples that show the relevance of your messages
for them as individuals.
Concise
When communicating messages of this nature it’s important to stick to the

point and keep your messages short and simple. Don’t use 10 words if you can
use five. Don’t repeat your messages.
The more you say, the more risk there is of confusion. Avoid that risk by
focusing solely on the key points you need to deliver.

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Courteous
People are not always courteous.
You can increase the effectiveness of your communications by being polite and
showing your audience that you respect them. Your messages should be
friendly, professional, considerate, respectful, open and honest.
To help ensure you are courteous, you should always use some empathy and
consider your messages from the point of view of the audience.
Coherent
The last of the 7 Cs of communication is coherence. If your communications

are not coherent they will not be effective. To help make sure your
communications are coherent you should have a logical flow and your style,
tone and language should be consistent throughout.
In addition to making sure that each communication you issue is coherent

within itself, you should also ensure consistency of message when delivering
multiple communications.

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Self-Check 1.3-4
ENUMERATION: What are the 7 C’s of Communication?

Page 185 of
Answer Key 1.3-4
1. Clear
2. Correct
3. Complete
4. Concrete
5. Concise
6. Courteous
7. Coherent

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Forms of Communication
1. Enumerate the different forms of communication

2. Define the forms of communication
Communication means transferring messages from one to another through any

medium. There are various levels in communication like Intrapersonal
communication, Interpersonal communication, Group communication and
Mass communication.
Mass communication plays the vital role because it reaches very large number
of audience. Basically Mass communication has two forms one is Interpersonal
communication and another one is media communication.
Five major forms of communication:

 Intrapersonal Communication
 Dyadic Communication
 Small Group Communication
 Public Communication
 Mass Communication

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Fig. A. Intrapersonal Communication
Intrapersonal communication is a communication which happens yourself.
Here both Source (sender) and receiver is only one. so, the feedback works
without any interruption. Example: A person can communicate himself
through pain, thinking, feelings and emotion etc.
Fig. B. Dyadic Communication

In Dyadic communication, two persons are involved in this communication
process. Here the Source becomes a receiver and receiver become Source
because of dynamic communication process were the feedback’s are shared
between Source and the receiver.

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Fig. C. Small Group Communication
More than two members involved in communication process will become a
group communication. If least number of persons is involved in the group
communication is called as small group communication. In this
communication process, everyone becomes a Source as well as receiver
through sharing information and gives feedback to another.

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Fig. D. Public Communication
In public communication, Source or messages from a single person will reach
or received by huge number of audience. But in this communication there is no
mutual feedbacks between source and receiver like small group communication
and it’s only focused on Speaker.
Fig. E. Mass Communication

In mass communication, basically have a large number of audience and they
are all can’t grouped together in one place so we need certain tool or technology
for communication process. But in mass communication, there is no direct
access with receiver. So, for that they need media like newspaper, radio,
television and internet. Here the audience feedback is very less or delayed.

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Self-Check 1.3-5
ENUMERATION: What are the 5 major forms of Communication

Page 191 of
Answer Key 1.3-5
 Intrapersonal Communication
 Dyadic Communication
 Small Group Communication
 Public Communication
 Mass Communication

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Major Components of Communication
1. Enumerate the major components of communication.

2. Described the major components of communication.
Eight Essential Components of Communication
The communication process can be broken down into a series of eight essential
components, each of which serves an integral function in the overall process:
1. Source
2. Message
3. Channel
4. Receiver
5. Feedback
6. Environment
7. Context
8. Interference
Source
The source imagines, creates, and sends the message. The source encodes the
message by choosing just the right order or the best words to convey the
intended meaning, and presents or sends the information to the audience
(receiver). By watching for the audience’s reaction, the source perceives how
well they received the message and responds with clarification or supporting
information.
Message
“The message is the stimulus or meaning produced by the source for the
receiver or audience” (McLean, 2005). The message brings together words to
convey meaning, but is also about how it’s conveyed — through nonverbal
cues, organization, grammar, style, and other elements.

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Channel
“The channel is the way in which a message or messages travel between source
and receiver.” (McLean, 2005). Spoken channels include face-to-face
conversations, speeches, phone conversations and voicemail messages, radio,
public address systems, and Skype. Written channels include letters,
memorandums, purchase orders, invoices, newspaper and magazine articles,
blogs, email, text messages, tweets, and so forth.
Receiver
“The receiver receives the message from the source, analyzing and interpreting
the message in ways both intended and unintended by the source” (McLean,
2005).
Feedback
When you respond to the source, intentionally or unintentionally, you are

giving feedback. Feedback is composed of messages the receiver sends back to
the source. Verbal or nonverbal, all these feedback signals allow the source to
see how well, how accurately (or how poorly and inaccurately) the message was
received (Leavitt & Mueller, 1951).
Environment
“The environment is the atmosphere, physical and psychological, where you

send and receive messages” (McLean, 2005). Surroundings, people, animals,
technology, can all influence your communication.
Context
“The context of the communication interaction involves the setting, scene, and
expectations of the individuals involved” (McLean, 2005). A professional
communication context may involve business suits (environmental cues) that
directly or indirectly influence expectations of language and behaviour among
the participants.
Interference
Interference, also called noise, can come from any source. “Interference is
anything that blocks or changes the source’s intended meaning of the message”
(McLean, 2005). This can be external or internal/psychological. Noise interferes

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with normal encoding and decoding of the message carried by the channel
between source and receiver.

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Self-Check 1.3-6
TRUE or FALSE: Read and analyse the sentences given below then write True
if the statement is correct and False if it is incorrect.
1. The source imagines, creates, and sends the message

2. The source encodes the message by choosing just the right order or the
best words to convey the intended meaning, and presents or sends the
information to the audience.
3. The message brings together words to convey meaning, but is also about
how it’s conveyed — through nonverbal cues, organization, grammar,
style, and other elements.
4. “The receiver receives the message from the source, analyzing and
interpreting the message in ways both intended and unintended by the
source.
5. Context, also called noise, can come from any source.

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Answer Key 1.3-6
1. True
2. True
3. True
4. True
5. False

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Methods of Communication
1. Understand the methods of communication.

2. Know the importance of the methods of communication.
We all know the importance of communication in our daily lives. Nothing can
take place without some method of communication being used to express
ourselves for whatever purpose.
Communication is even more valuable in a business environment as there are
several parties involved. Various stakeholders, whether they are customers,
employees or the media, are always sending important information to each
other at all times.
We are therefore constantly using some form of communication or another to
send a message across. Without these different methods of communication
available today, it would take eons for us to carry out business as efficiently as
it is done today and with the same speed.
Let's try and understand what these methods of communication are.
Types of Communication
Numerous new instruments have emerged over the years to help people
communicate effectively.

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Oral Communication
Oral communication could be said to be the most used form of
communication. Whether it is to present some important data to your
colleagues or lead a boardroom meeting, these skills are vital.
We are constantly using words verbally to inform our subordinates of a
decision, provide information, and so on. This is done either by phone or face-
to-face.
The person on the receiving end would also need to exercise much caution to
ensure that he/she clearly understands what is being said.
This shows therefore that you would need to cultivate both your listening and
speaking skills, as you would have to carry out both roles in the workplace,
with different people.
Written Communication
Writing is used when you have to provide detailed information such as figures
and facts, even while giving a presentation.
It is also generally used to send documents and other important material to
stakeholders which could then be stored for later use as it can be referred to
easily as it is recorded. Other important documents such as contracts, memos
and minutes of meetings are also in written form for this purpose.
It can be seen in recent years, however, that verbal communication has been
replaced to a great extent by a faster form of written communication and that
is email.
You could also use video conferencing and multiple way phone calls with
several individuals simultaneously. Apart from a few glitches that could occur,
these methods of communication have helped organizations come a long way.
Body Language
Although the most common methods of communication are carried out orally
or in writing, when it comes to management techniques, the power of non-
verbal communication must never be underestimated.
Your smile, your gestures and several other body movements send out a
message to the people around you. You need to be mindful of this while
dealing with your employees and customers.
Always remember to maintain eye contact. This would show that you are
serious and confident about what is being said.
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Why Do We Need Different Communication Methods?
You may ask why it is important that we use different methods of
communication in one organization.
The answer is very simple. The reason for this is the pivotal role that
communication plays in the effective functioning of a business.
Imagine an organization today without e-mail facilities. How would a customer
then be able to send an important proposal quickly and directly to the
employer in-charge? Similarly, an organization may have to stall their work if
certain managers are not in the country and are thereby unable to give a
presentation to the board.
But, of course, this can be done today with the help of video conferencing.
Therefore, it is crucial that different methods of communication are employed.
Choosing the Right Method

It is important that the most cost-effective methods of communication are
chosen for any organization. Simply choosing a method of communication due
to it being a famous instrument is not going to help.
You would need to understand the needs of your organization in particular.
There are certain questions that you would need to ask:
 What is our target audience?
 How much are we willing to spend on such an instrument?
 Will it increase employee productivity in the long run?
 What kind of information do we send out most often?
You may have more questions to ask based on the type of work you carry out
and the message that you need to send across. Remember that there is no
'right' method of communication. You would need different methods for
different purposes and tasks.
Conclusion
In conclusion, it is important to always remember the importance of
communication in an organization.
The methods of communication you choose could in a sense make or break
the management structure of your organization and could also affect your
relationship with customers, if not chosen carefully.
It is vital therefore that you spend some time choosing the right methods to
aid you in your management tasks.
Page 200 of
Self-Check 1.3-7
Page 201 of
TRUE or FALSE: Read each sentence written below then write True if the
sentence if correct then False if it is incorrect.
1. Communication is even more valuable in a business environment as

there are several parties involved
2. Oral communication could be said to be the most used form of
communication.
3. Writing is not used when you have to provide detailed information such
as figures and facts, even while giving a presentation.
4. It is not important that the most cost-effective methods of
communication are chosen for any organization.
5. It is important to always remember the importance of communication in
an organization.
Answer key 1.3-7

Page 202 of
1. True
2. True
3. False
4. True
5. False

Page 203 of

2 Work in A Team Environment 2

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2 Work in A Team Environment 2

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HOW TO USE THIS COMPETENCY-BASED LEARNING

Welcome to the Module in Work in a team Environment. This module

Date Developed: September 2020 Document No.

 Most probably your trainer will also be your supervisor or manager.

 You will be given plenty of opportunity to ask question and practice

 Talk to more experience workmates and ask for their guidance.

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

4 Develop career and Developing career 400311213

6 Present relevant Presenting relevant 400311215

Exercise efficient Exercising efficient

Date Developed: September 2020 Document No.

UNIT OF COMPETENCY: Work in a Team Environment

MODULE TITLE : Working in a team Environment

SUMMARY OF LEARNING OUTCOMES:

Upon completion of this module, the trainee/students must be able to:

LO 1. Describe team role and space

LO 2. Identify one’s role and responsibility with a team

LO 3. Work as a team member

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

The following resources must be provided:

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

OBTAIN AND CONVEY WORKPLACE INFORMATION

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

1. Identify the different works of barangay health worker

What is Barangay Health Worker?

A person who has undergone training programs under any accredited

What is Republic Act 7883?

Name of Office: Bureau of Local Health Development

Date Developed: September 2020 Document No.

Enumeration: Give at least 5 work activity of a Barangay Health Worker

Date Developed: September 2020 Document No.

1. First aid, Equipment sterilization

Date Developed: September 2020 Document No.

1. Identify the different role of a team

Action-oriented Role: Shaper

Action-oriented Role: Implementer

Action-oriented Role: Completer/ Finisher

Finishers have an eye for detail. In a team, they're regarded as perfectionists

People-oriented Role: Team Worker

People-oriented Role: Resource Investigator

Resource investigators are inquisitive and enthusiastic in nature and possess

Thought-oriented Role: Monitor-Evaluator

Thought-oriented Role: Specialist

Workers with expert knowledge in a particular area comprise the specialist

Team Member Responsibilities:

 Executing all tasks assigned by the Team Leader or Manager diligently,

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

1. Identify what is Team group structure

Team Group structure is defined as the layout of a group. It is a combination

Date Developed: September 2020 Document No.

Group-Building / Maintenance Roles

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

Resource Allocation Norms

Types of Social Conformity

Date Developed: September 2020 Document No.

Cohorts & Group Demography