Professional Documents
Culture Documents
Uc2-Work in Team Environment
Uc2-Work in Team Environment
SECTOR : TOURISM
NOMINAL DURATION :
LEARNING OUTCOME
Upon completion of this module, the trainees must be able to:
1. Describe team role and scope
2. Identify one’s role and responsibility within a team
3. Work as 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 role and responsibilities within the team environment
are identified
4. Individual roles and responsibilities within the team environment
are identified
5. Roles and objectives of the team is identified from available
sources of information
6. Team parameters, reporting relationships and responsibilities are
identified based on team discussions and appropriate external
sources
7. Effective and appropriate forms of communications are used and
interactions undertaken with team members based on company
practices.
8. Effective and appropriate contributions made to complement
team activities and objectives, based on workplace context
9. Protocols in reporting are observed based on standard company
practices.
10. Contribute to the development of team work plans based on an
understanding of team’s role and objectives
CONTENTS:
1. Building Successful work team
2. Skills and techniques in promoting team building
3. Negotiating skills
ASSESMENT CRITERIA:
CONDITIONS:
The students/ trainees must be provided with the following:
Learning materials
- team building manual
- catalogs
- brochures
Simulated team
METHODOLOGIES:
1. Group discussion
2. Interactive learning
ASSESSMENT METHODS:
Competency in this unit may be assessed through:
1. Written test
2. Practical performance test
3. Interview
Introduction
People in every workplace talk about building the team, working as a team,
and my team, but few understand how to create the experience of team work
or how to develop an effective team. Belonging to a team, in the broadest
sense, is a result of feeling part of something larger than yourself. It has a
lot to do with your understanding of the mission or objectives of your
organization.
You need to differentiate this overall sense of teamwork from the task of
developing an effective intact team that is formed to accomplish a specific
goal. People confuse the two team building objectives. This is why so many
team building seminars, meetings, retreats and activities are deemed
failures by their participants. Leaders failed to define the team they wanted
to build. Developing an overall sense of team work is different from building
an effective, focused work team when you consider team building
approaches.
Competence: Does the team feel that it has the appropriate people
participating? (As an example, in a process improvement, is each step
of the process represented on the team?) Does the team feel that its
members have the knowledge, skill and capability to address the
issues for which the team was formed? If not, does the team have
access to the help it needs? Does the team feel it has the resources,
strategies and support needed to accomplish its mission?
Charter: Has the team taken its assigned area of responsibility and
designed its own mission, vision and strategies to accomplish the
mission. Has the team defined and communicated its goals; its
Document No. 500311106
Date Developed:
FOOD AND BEVERAGE Issued by:
SERVICES NC II
Page 8 of 52
QA System Developed by:
CBLM ON WORKING
IN TEAM Revision # 00
ENVIRONMENT
anticipated outcomes and contributions; its timelines; and how it will
measure both the outcomes of its work and the process the team
followed to accomplish their task? Does the leadership team or other
coordinating group support what the team has designed?
Spend time and attention on each of these twelve tips to ensure your work
teams contribute most effectively to your business success. Your team
members will love you, your business will soar, and empowered people will
"own" and be responsible for their work processes. Can your work life get
any better than this?
Clear Expectations
Context
Commitment
Competence
Charter
Control
Collaboration
Communication
Creative Innovation
Consequences
Coordination
Cultural Change
Learning Objectives:
Teamwork Skills
Teamwork is one of the most effective things you can teach your employees
because it effect things like productivity, work environment, and
communication and much more.
Here are the top 7 skills team members should develop so that they can
succeed effectively as a team:
1-Listening: There is a time to talk and a time to listen and the time to
listen comes twice as often as the time to talk. We can often find ourselves
so concerned about what we have to say that we never really hear what the
person is saying. Instead of focusing on what they are trying to convey we
are thinking about what we are going to say next, in which time we've
missed their entire point.
2-Sacrifice: Each team member has to evaluate what they are truly willing
to sacrifice and then continue to be willing when the time comes that they
are asked to sacrifice it. It could be everything from time, to resources, to
positions of power.
3-Sharing: What one person knows maybe the key to another person's
problem. We have to be willing to share those keys even when it will make
someone else look better.
Teamwork Techniques
Work Together
Team individuals into groups of four or more and give each team
an obscure task to complete. For example, one task could be to
assemble a detailed Lego toy. Remove the directions from the toy
but allow each team to keep a picture of what the toy should look
like when assembled. Give each team 30 minutes to create the toy.
Team Organization
Filling Gaps
Meet with the entire organization after the exercises are completed
and discuss what each team had to do to finish the task. Ask each
team to make a short presentation about how they worked together
and how they met challenges within the task that they didn't
understand.
1. Give the seven (7) skills team members should develop so that they
can succeed effectively as a team:
1. Give the seven (7) skills team members should develop so that they
can succeed effectively as a team:
Listening
Sacrifice
Sharing
Communication
Language
Hard work
persuade
Learning Objectives:
Introduction:
Negotiation skills help you to resolve situations where what you want
conflicts with someone else’s interests. There are wrong ways of handling
these situations: With an aggressive approach, you could seek to overpower
the other person to give what you want. This is clearly damaging to
subsequent teamwork. With a passive approach, you could simply give in to
the other person’s wishes. This is clearly not good for you.
The aim of negotiation is to explore the situation, and to find a solution that
is acceptable to both people.
These approaches are usually wrong for resolving disputes within a team. If
one person plays hardball, then this puts the other person at a
disadvantage. Similarly, using tricks and manipulation during a negotiation
can severely undermine trust, damaging subsequent teamwork. While a
manipulative person may not get caught if negotiation is infrequent, this is
Document No. 500311106
Date Developed:
FOOD AND BEVERAGE Issued by:
SERVICES NC II
Page 18 of 52
QA System Developed by:
CBLM ON WORKING
IN TEAM Revision # 00
ENVIRONMENT
not the case when people work together on a day-by-day basis. Honesty and
openness are the best policies in team-based negotiation.
Goals: What do you want to get out of the negotiation? What do you
expect the other person to want?
Trading: What do you and the other person have that you can trade?
What do you and the other person have that the other might want?
What might you each be prepared to give away?
Alternatives: If you don’t reach agreement with him or her, what
alternatives do you have? Are these good or bad alternatives? How
much does it matter if you do not reach agreement? Does failure to
reach an agreement cut you out of future opportunities? What
alternatives might the other person have?
The relationship: What is the history of the relationship? Could or
should this history impact the negotiation? Will there be any hidden
issues that may influence the negotiation? How will you handle these?
Expected outcomes: What outcome will people be expecting from this
negotiation? What has the outcome been in the past, and what
precedents have been set?
The consequences: What are the consequences for you of winning or
losing this negotiation? What are the consequences for the other
person?
Power: Who has what power in the relationship? Who controls
resources? Who stands to lose the most if agreement isn’t reached?
What power does the other person have to deliver what you hope for?
Possible solutions: Based on all of the considerations, what possible
compromises might there be?
Style is critical…
This governs the style of the negotiation. Histrionics and displays of emotion
are clearly inappropriate because they undermine the rational basis of the
negotiation and bring a manipulative aspect to it.
Negotiating successfully…
The negotiation itself is a careful exploration of your position and the other
person’s position, with the goal of finding a mutually acceptable compromise
that gives you both as much of what you want as possible. Note that the
other person may quite often have very different goals from the ones you
expect!
In an ideal situation, you will find that the other person wants what you are
prepared to give, and that you are prepared to give what the other person
wants.
If this is not the case, and one person must give way, then it is fair for this
person to try to negotiate some form of compensation for doing so. The scale
of this compensation will often depend on the many of the factors we
discussed above. Ultimately, both sides should feel comfortable with the
final solution if the agreement is to truly be considered a win-win
agreement.
Goals
Trading
Alternatives
The relationship
Expected outcomes
The consequences
Power
Possible solutions
2. Aggressive approach
3. Passive approach
CONTENTS:
1. Duties and responsibilities of each team member
2. Dynamic Team Member
3. Demonstrate Leadership at Work through Team Building and
People Skills
ASSESMENT CRITERIA:
CONDITIONS:
The students/ trainees must be provided with the following:
Learning materials
- team building manual
- catalogs
- brochures
Simulated team
METHODOLOGIES:
1. Group discussion
2. Interactive learning
ASSESSMENT METHODS:
Competency in this unit may be assessed through:
Written test
Practical performance test
Interview
Learning Objectives:
A team leader is more than just a point of contact for suggestions or queries.
His or her responsibilities cover a wide spectrum, serving a useful function
for both higher management and team members alike. Their duties are
diverse, ranging from maintaining employee morale to making decisions to
help further the business.
Communication
A good team leader will communicate the company's
vision and objectives to the team, making sure that
they do so clearly, ensuring that everybody
understands their individual roles and responsibilities.
It is also a responsibility of the team leader to create an atmosphere of
trust and open communication, through improving team spirit.
Setting an Example
A team leader has the responsibility of setting an example to
the team on how to work effectively and carry out tasks to
the best of their ability. He or she must "practice what they
preach," in ensuring that their behavior is consistent with
how they are telling the team to perform.
Individual Development
Every employee will need some degree of training to further
their own development and better their skills. It is the duty
of the team leader to identify areas where they feel that the
Make Decisions
Motivation
Point of Contact
Rewarding Employees
i. Communicating
ii. Setting an Example
iii. Individual Development
iv. Making Decisions
v. Motivating
vi. Point of Contact
vii. Rewarding Employees
Performance Objective:
For trainees to know how each skills and ability are being
assessed for a more appropriate duty assignment and work
effectively, given that the candidate is provided with the
necessary tools/materials to successfully do what is indicated in
the said task sheet.
Equipment: none
Steps/Procedure:
1. Evaluate the members strengths and abilities based on
their knowledge and their capacity to perform a task.
2. Review the duties and determine the additional and
minimum preferred requirements and qualifications and
assign each member to where their qualifications and
abilities would most fit.
3. Determine the Task. Visualize the end state when the
task is complete. Then write a single sentence to state
clearly what you must do to achieve the task. For
example, if you need to chart quarterly sales data, you
would envision in detail the final chart.
4. Determine the Conditions. What things will enhance or
limit your subordinates’ ability to accomplish the task or
mission? Here is where you establish the limits, or
ground rules. Is overtime authorized? Is there an
expense account? Are specific procedures required or
prohibited.
5. Set the Standard. You must create a concise statement
that tells exactly how the finished task will be measured.
Be as detailed as possible. When the standard has been
met, you subordinates should know for sure that the
task or mission is complete.
Document No. 500311106
Date Developed:
FOOD AND BEVERAGE Issued by:
SERVICES NC II
Page 30 of 52
QA System Developed by:
CBLM ON WORKING
IN TEAM Revision # 00
ENVIRONMENT
6.Identify their potentials, in areas where they are most
effective whether in communication, idea formation etc.
as platform for a more effective job designation.
7. After the performance evaluation and job designation.
Set and communicate clear expectation and goals of the
organization.
8. Communicate the importance of their undestanding on
the strategy of using teams and how it would benifit the
organization attaining its communicated goals.
9. Encourage self value and the power of confidence and its
positive effect in productivity.
10. Emphasize high level of quality performance and work
value to produce high quality output.
11. Monitor the members performance and check wiggle
rooms for improvement.
Assessment Method:
Demonstration, Performance criteria checklist
Learning Objectives:
When you become part of a team, you accept a great responsibility. Whether
you choose to become a team member for a fun activity, or you are
appointed to a team at work, you want to be the best team member you can
be. A team is only as successful as its team members. Because of this, it is
important for you to be a contributing and dynamic team member.
How to be a dynamic team member
Complete the work that you are responsible for in a timely manner.
Consult with other team members when it is necessary. If each
member does not contribute their share of work, the team's
performance will be negatively affected.
Learning Objectives:
Leaders must possess the ability to bring a team together, regardless of the
personalities involved and the dynamics of the work group. One of the
competencies of a good leader involves the ability to lead people and
facilitate a cooperative team. Because management involves so much
delegation, a good leader must be able to rely on his team members to carry
out a variety of tasks. Without a cohesive team, effective delegation and
division of duties is more difficult. You can highlight your competence as a
leader by demonstrating the essential people skills and team building
techniques that you possess.
CONTENTS:
1. Knowledge and skills in setting individual performance
target/expectation
2. Employee policies and procedures
ASSESMENT CRITERIA:
CONDITIONS:
The students/trainees must be provided with the following:
METHODOLOGIES:
1. Group discussion
2. Interactive learning
ASSESSMENT METHODS:
Competency in this unit may be assessed through:
1. Written test
2. Practical performance test
3. Interview
Learning Objectives:
360-Degree Feedback
This is the oldest form of performance review. Under this method, the
employee's immediate superior prepares a report on her performance
every year. In the report, the superior talks of all the high points and low
points in the employee's performance. The superior talks of whether the
subordinate met targets, her initiative and drive and behavior. The
superior summarizes her performance in an essay format and forwards it
to upper management for review. The main drawback of this technique is
that the results are always kept confidential. The subordinate does not
get feedback on the review and hence cannot improve on her
performance.
Management by Objectives
Checklists
Critical Incidents
With this method, the superior has to throw light on the best and worst
incidents that occurred with her subordinates. These are termed as the
critical incidents and have an influence on the employee's future with the
organization. For example, a sales employee may have attained 200
percent of his set targets and thus, this could be termed as his best
incident. The same employee may have misbehaved with a client and the
client may have revoked his contract with the company. This would have
meant a loss for the company and thus is termed as his worst incident.
Management reviews both of these incidents and then decides whether to
promote the employee, retain him in the company or terminate his
employment contract.
Learning Objectives:
Employee policies and procedures are often published online and in print as
part of a company operating manual or personnel handbook. These
guidelines detail how employees are expected to act and how they will be
treated by the organization. Both employers and employees are protected
because they engage in relationships based on common standards.
Behavior
Benefits
Other HR Practices
Your corporate policies and procedures are the rules you lay down for the
daily operation of the company. The policies and procedures are based on
what is best for the company and employees as well as the legal guidelines
set forth by federal, local and state authorities. Policies and procedures are
dynamic as they attempt to keep up with changing laws and a changing
work environment.
A strong policies and procedures program is essential to establishing the
company rules.
Document No. 500311106
Date Developed:
FOOD AND BEVERAGE Issued by:
SERVICES NC II
Page 49 of 52
QA System Developed by:
CBLM ON WORKING
IN TEAM Revision # 00
ENVIRONMENT
Schedule a monthly meeting with all managers to discuss changes
and updates to the policies and procedures. Do not rely on managers
alone to relay policy changes to employees. Notify employees of policy
and procedure changes with circulated memos and information
available on the company website.
Enforce all policies and procedures every day with each employee.
Employees learn to heed the company policies when they are forced to
adhere to them on a regular basis. Resist the temptation to ignore
small infractions as this behavior only confuses the staff and invites
all employees to "bend the rules."