Preparing For Work in The Community Sector

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Birhan Social Development College
Community Service Work

NTQF Level I
Learning Guide #01
Unit of Competence: Prepare for Work in Community Sector

Module Title: Preparing for Work in Community Sector
LG Code: LSA CSWV1 M01-01
TTLM Code: LSA CSWV1 TTLM 2019v1
LO 1: Develop understanding of community

development /community work framework
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Instruction Sheet All Learning Guides
Instruction Sheet
1. Read the specific objectives of all Learning Guides.
2. Follow the additional instructions if given by your trainer and follow the below
listed instructions from number 3-7.
3. Read the information written in the “Information Sheets”. Try to understand what
are being discussed. Ask you teacher for assistance if you have hard time
understanding them.
4. Accomplish all the “Self-checks”
5. Ask from your teacher the key to correction (key answers) or you can request
your teacher to correct your work. (You are to get the key answer only after you
finished answering each Self-check).
6. If you earned a satisfactory evaluation proceed to the next “Information Sheet ”.
However, if your rating is unsatisfactory, see your teacher for further instructions
or go back to the previous information sheets.
7. Submit your accomplished Self-check. This will form part of your training
portfolio.
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Instruction Sheet Learning Guide #01
This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics –
 Participate in community development activities
 Increase awareness
 Better understanding of community services
 Better understanding of principles and values of CD
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Information Sheet-1 Concepts of Community Development Work
1.1. Concepts of Community Development Work

Definitions Community: a “group of people with a common characteristic or interest
living together within a larger society” or a “body of persons or nations having a
common history or common social, economic, and political interests”
Community Development: a process whereby the efforts of Government are united

with those of the people to improve the social, cultural, and economic conditions in
communities “Community development is the participation of people in a mutual
learning experience involving themselves, their local resources, external change
agents, and outside resources. People cannot be developed. They can only develop
themselves by participating in activities which affect their wellbeing. People are not
being developed when they are herded like animals into new ventures.”
Background & concept of CD
Community Development seeks to empower individuals and groups of people by

providing them with the skills they need to effect change within their communities.
These skills are often created through the formation of large social groups working
for a common agenda. It is a broad term given to the practices of civic leaders,
activists, involved citizens and professionals to improve various aspects of
communities, typically aiming to build stronger and more resilient local communities.
Community development is a process where community members come together to

take collective action and generate solutions to common problems.“ Community
development is a process where community members come together to take
collective action and generate solutions to common problems. Community wellbeing
(economic, social, environmental and cultural) often evolves from this type of
collective action being taken at a grassroots level.
Community development is a grassroots process by which communities:

 Become more responsible
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 Organize and plan together

 Develop healthy lifestyle options
 Empower themselves
 Reduce poverty and suffering
 Create employment and economic opportunities
 Achieve social, economic, cultural and environmental goals
The community development process takes charge of the conditions and factors that
influence a community and changes the quality of life of its members. Community
development is a tool for managing change but it is not:
 a quick fix or a short-term response to a specific issue within a community;
 a process that seeks to exclude community members from participating; or
 an initiative that occurs in isolation from other related community activities.
Community development approaches
 Community Capacity building

 Social capital
 Nonviolent direct action
 Economic development
 Community economic development  Sustainable development
 Community-driven development(CDD)
 Asset-Based Community Development(ABCD)
 Faith-based community development;
 Community-based participatory research(CBPR)
 Community organizing
 Participatory planning
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Information Sheet-2 Principles and values of community development work
1.2. Principles and values of community development work
For every concept, theory, or method, there are certain basic fundamentals that
determine its very nature. These facets are referred to as principles and they act as
the key identifiers for a concept down to its simplest state. They are similar to the
materials that are used in the construction of a building; the building blocks that
individually play a role in the overall structure and function of the final product.
Analysis of these principles can offer a person further insight into the concept they
are trying to understand.
Empowerment
From a psychological standpoint, people are more likely to do things that they are
motivated to do so and feel like they have come level of control over their
actions. Not only does this give them the sensation and satisfaction that what they
are doing is of their own free will, but that their actions actually have some value in
the long run. This empowerment acts as a motivator in society and it holds a great
deal of importance in community development. Members of a community who are
empowered to take action for improvements are going to have genuine cause to do
so, rather than because they were told to by others.
As a key principle of community development, empowerment often is what prompts

things to get done in the first place. There needs to be a reason for people to want to
improve things in their community for themselves and others; it can't just be a facet
of social or public duty. Empowerment is a powerful motivator because of it, as there
is usually a personal source involved. Newer models of empowerment suggest that it
is not a feeling that causes people to act, but rather evidence from their surroundings
that influence them. Parents, for example, typically want their children to be able to
be safe as often as possible-regardless of if it's at home, at school, or just walking
down the street to the local playground. If there is something within their
surroundings that prevents or otherwise impedes upon their children's safety, the
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parents will make attempts to remedy the situation. Their own children do not
necessarily have to directly be in danger, as even the possibility of a threat to their
child's safety is enough to raise some parent's concerns in most cases. Those who
see that something is missing or lacking in their surroundings, regardless of the
degree that they are impacted by it, will often be empowered to do something about
it.
Character and Appearance

While some may think that focusing on the physical appearance of something can
be rather shallow, principles of character and appearance are actually important
components of community development. Many communities and neighborhoods
have a distinct appearance and sensory association that are clear identifiers for
them. These features set the tone within the community and are a strong influence
for the community's public reputation. Since many people who are active participants
in community development have a clear visualization of what they want for their
community, things like character and appearance are incredibly important.
The character-the overall sense of a place-of a community is typically set and

introduced through the appearance of the community. 3 It's an ingrained habit-or an
instinct, in some instances-for people to judge or come to a conclusion about
something based on a quick observation. A community will have a positive or a
negative association attached to it based on what people perceive about it, and that
can impact things like how residents and members view or care about it, the
resources available, and what influences those resources to be there in the first
place. Resources, like new businesses, are not going to make themselves available
in communities that have a poor sense of character where they may not be able to
sustain themselves long enough to have an impact.
Inclusion and Diversity
Many people have heard about inclusion and diversity in recent years as individual
topics. Their growing involvement in society and their connection to each other make
them necessary parts of successful community development. Diversity typically
refers to the traits present in a group-gender, race, socioeconomic status, religion,
political views, etc-and it's a term that almost everyone is familiar with in some way.
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The world is a very diverse place, so it's not uncommon for a single community to
have a fairly healthy level of diversity even when the group at large is built upon a
specific focus or interest. Everything in a community needs to be addressed during
the community development process, so it's important to pay attention to even the
smallest degree of diversity in a community.
Planning and Preparation
Since community development is a process that can get rather complicated based
on the circumstances, planning and preparation are key principles necessary for it to
work. The instigators of community development need to be able to take a look at
what they want to do and how they want to do it. It's not an easy task to enact
widespread changes, so careful consideration and preparation are required to make
sure that all needs are being addressed and that there are legitimate reasons behind
the actions being taken. The process is a long one, and there's often quite a bit that
needs to be done in order to accomplish a single goal.
As one of the key principles, planning and preparation can be greatly beneficial to
the community as it goes through the process of community development. The
changes made are going to be significant, and there's a good chance that there may
be some difficulty adjusting to them within the community. Planning things out gives
those within the community a chance to acclimate to the new situation and offers
opportunities for feedback to be given to those leading the changes before moving
on to the next step. It can also allow a community to gather the necessary resources
for changes to be made, especially if those resources have certain requirements for
access (e.g. funding). Since there's little possibility that the process will be perfect,
planning and preparation can help provide a community with a bit of a safety net
against problems and errors.
Collaboration and Participation
Like its name suggests, community development isn't really something that is done
on an individual level or by a single person. In order for it to actually accomplish
something, the members of the community itself need to get involved and work
together. As mentioned before, it can take a lot of work to implement the desired
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improvements through community development so it's best not to do it alone.

Collaboration helps bring together people of different backgrounds who may have
access to different resources that can be of benefit to the community. Each person
also has a role that they play within the community, thus it is likely that they will each
have a role to play in the process of community development. The interactions that
occur through the collaborative efforts of community development can help bolster
leaders and the skills they are using to guide the community through the process. 5
Awareness
To be fair, it's hard to take action to improve upon something if you are unaware that
something needs improvement in the first place. Awareness is a key principle of
community development because it allows communities to identify things like
resources and needs within their own space. A potential issue that's causing harm to
a community and/or its members isn't going to have a giant sign saying "FIX THIS!"
with an arrow pointing at it. Most likely, the problem(s) may not even be initially
recognized as problematic until there's a significant enough impact on the community
at large. Actively paying attention to things in the community and how they are
affecting the community can help catch those issues early on and allow the
community development process to handle them effectively. It allows the community
to take ownership of their problems when they are aware of it, which can prompt
them to take action on their own.
Transparency and Trust
For anything to work in a community of any type, there needs to be some level of
trust and transparency between those involved. This applies to the leadership, those
who are participating in the community development process, those who are being
directly impacted by improvements, and anyone else in the community who may be
indirectly affected. The process can result in major changes in a community, so there
can be significant backlash if those implementing the changes are not completely
honest about what is being done and why. People become comfortable and use to
how things are when that's been the norm for so long; some resistance is going to be
expected as people acclimate to the new circumstances, even if it's to their benefit.
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Information Sheet-3 Types of community service organizations and functions
1.3. Types of community service organizations and functions
The concept of community organization was developed to involve various

organizations and institutions to meet their basic needs of community people. It is a
method used to make efforts and directed towards community needs. It develops
integration within the community and helps the people to co-operate with each other.
It is a democratic method which believes in the equality of men and women and
dignity provide to individual.
Community organization is the process of dealing with individuals or groups who are
or may become concerned with social welfare services or objectives, for the
purposes of influencing the volume of such services, improving their quality or
distribution, or furthering the attainment of such objectives.
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Self-Check Learning Guide 01
Directions : Give Short Answer
1. Define community development organization
2. List community development approach
Directions: Choose the Best answer
3. Which one is not the principle of community development work
A) Empowerment
B) Trust and transparency
C) Inclusion and diversity
D) Awareness
E) Discrimination
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Answer sheet Learning Guide 01
Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________
Short Answer Questions
1. ________________________________________________________________
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2. ________________________________________________________________
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3. ________________________________________________________________
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NTQF Level I
Learning Guide #02

LO 2: Identify and apply industry information
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 understand the industry information
 understand the rights and responsibilities
 indicate key community organizations
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Information Sheet 1 Different models of work in community Service
2.1. Different models of work in community Service

Models of work in community service seek to empower individuals and groups of
people with the skills they need to effect change within their communities. These
skills are often created through the formation of social groups working for a common
agenda. Community development usually has three major elements:
(a) community members' well-being or welfare involving both material sufficiency and
non-economic aspects of living such as health and education; (b)
resource development, involving increased production and efficiency; and (c)
organizational development. There are different models of work in community
development services:
1) Community Action focuses on the organisation of those adversely affected by

the decisions, or non-decisions, of public and private bodies and by more general
structural characteristics of society. The strategy aims to promote collective action to
challenge existing socio-political and economic structures and processes, to explore
and explain the power realities of people's situations and, through this twin pronged
approach, develop both critical perspectives of the status quo and alternative bases
of power and action.
2) Community Development emphasises self-help, mutual support, the building up

of neighbourhood integration, the development of neighbourhood capacities for
problem-solving and self-representation, and the promotion of collective action to
bring a community's preferences to the attention of political decision-makers.
3) Social Planning is concerned with the assessment of community needs and

problems and the systematic planning of strategies for meeting them. Social
planning comprises the analysis of social conditions, social policies and agency
services; the setting of goals and priorities; the design of service programmes and
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the mobilisation of appropriate resources; and the implementation and evaluation of

services and programmes.
4) Community Organisation involves the collaboration of separate community or

welfare agencies with or without the additional participation of statutory authorities, in
the promotion of joint initiatives.
5) Service Extension is a strategy which seeks to extend agency operations and

services by making them more relevant and accessible. This includes extending
services into the community, giving these services and the staff who are responsible
for them a physical presence in a neighbourhood.
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Information Sheet 2 Key community services industry organizations
2.1. Key community services industry organizations

Community service, (also called community services organization), is a range of
practices which aim to work with local communities to improve the quality of life,
ranging across many areas, including housing, employment, help, and social
connection. Self-help and empowerment often associated with community
development.
Community services organization is the process of people coming together to

address issues that matter to them. Community members developing plans for how
the city can be a place where all its children do well. Neighbors are joining in protests
to stop drugs and violence in their community. A community service organization, or
community service club, is a voluntary nonprofit group. Members a community
service join the club meets together to support charitable causes, to socialize, and to
share educational and personal growth opportunities.
There are numerous benefits to participating in community service, both for yourself
and others. Below are some of the most important benefits of volunteering:
 Gives you a way to help others

 Helps improve your community
 Can help strengthen your resume and college applications
 Can be a way to meet new friends
 Often results in personal growth
 Gives you a way to gain work experience and learn more about certain
jobs
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Legislations and procedures in the community

Information Sheet 3
services industry
2.2. Legislations and procedures in the community services

industry
Legislation can have many purposes: to regulate, to authorize, to outlaw, to provide
(funds), to sanction, to grant, to declare or to restrict. Law plays a number of
important roles in the practice of community work. Organization that deals with
community works need to understand these laws in order to ensure that their
agencies comply with the laws, and to be able to advocate for changes in the law to
promote greater social and economic justice.
Legislation is a course of action or guidelines to be followed whereas a procedure is

the ‘nitty gritty’ of the policy, outlining what has to be done to implement the policy.
For example, a staff recruitment legislation could involve the following procedures:
1. All vacant paid positions will be advertised in local and state-wide papers.
2. The advertisements will have details of duties, salary range, closing date and
contact details.
3. All interested people will be mailed job descriptions and information about the
organization.
Legislations and procedures in community services
Most community service organizations will have in place policies and procedures that
govern and regulate privacy and confidentiality of client information. This concept not
only applies to what you can disclose about your clients or your organizations
outside of work, but also what can be shared in network meetings. What information
can be shared with other organizations, who shares it and how this information is
given out should be clearly defined in any effective, professional service. It is often
incorporated into a worker’s duty statement or job description.
All organizations should have written legislations and procedures in the following
areas:
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 a confidentiality legislations
 a clearly defined process for identifying and regularly updating a Community
Resource Index so that all workers are aware of what other services are
available to refer to (the index contains basis contact details and information
about what each service provides)
 processes for networking with other agencies, including attending relevant
interagency (meetings of local service providers)
 guidelines for case conferencing (this will be discussed in more detail a bit
later)
 referral protocols, including how referrals should be made, the kind of
information that can be shared with other services and any ongoing roles and
responsibilities of each service with regard to the client
 a legislation for how long client information is kept after clients are no longer
involved with the service. For example, different government departments
produce documents that outline legal requirements for their staff in relation to
storing and maintaining information.
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Rights and responsibilities of employee and

Information Sheet 4
employer in community sector
2.1. Rights and responsibilities of employee and employer in community

sector
Main Responsibilities of Employees

Employees have responsibilities towards their employers, even if they work part time
or don't have a written contract with their employers.
These are the main responsibilities of employees:
 to personally do the work they were hired to do
 to do their work carefully and seriously (In some cases, they could be fired or
disciplined if they're often late for work, or if they're absent too often or for no
good reason.)
 to avoid putting themselves or others in danger
 to follow their employer's instructions (There are some exceptions. For example,
if an employer asks an employee to do something dangerous or illegal, the
employee doesn't have to.)
 to be loyal
When Employees Don't Respect Their Responsibilities
If employees don't respect their responsibilities, the employer is allowed to take

certain actions:
 discipline employees, such as giving a written warning, or suspending them
 take other action against employees, such as giving a letter evaluating their
performance, or demoting them (that is, giving them a lower job)
 fire employees if they do something very serious, such as stealing from the
office
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 take employees to court to make them pay an amount of money (for example,
if an employee quits without telling the employer in advance, or if an employee
quits before the date in the employment contract)
 take employees to court to stop them from doing things that are harmful to the
business
Employers' Responsibilities towards Employees

These are the main ones:
 Employers must give their employees a place to work and make sure they
have access to it. They must give them the tools, equipment and other things
they need to do their work.
 Employers must pay their employees the salary and benefits they agreed to,
including vacation, paid holidays and other types of holidays.
 Employers must make sure their employees' working conditions are safe.
 In some cases, employers must give their employees written notice that their
contracts are ending or that they are being laid off. Note that employers can
pay employees a sum of money instead of giving the notice.
 Employers must treat their employees with respect. They must make sure their
employees are not harassed or discriminated against.
NOTE: If an employee signs a written contract with the employer, it might place more
responsibilities on the employer than the ones required by law.
For example, an employment contract might say that the employer has to pay
employees who have to use their own cars to do their jobs. Or the contract might also
say that the employer has to pay back their employees for travel or entertainment
expenses if they show their receipts.
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When Employers Don't Respect Their Responsibilities
Employees and employers can try to settle things by talking to each other. In some
cases, employees must try talking to their employer before taking any further steps.
 Employees can file a complaint with the following:
 Where an employee files a complaint depends on which law applies to the

situation, the jurisdiction, the amount of money the employee is asking for and
whether the employee belongs to a union.
 If the employee belongs to a union, the union can usually present a grievance
(a complaint) on the employee's behalf for situations like these:
 The employee disagrees with the employer about what the union contract
(called a "collective agreement") says.
 The employer did not respect one of the employee's legal rights.
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Information Sheet 5 Unionized Workplaces
2.2. Unionized Workplaces
The employer and the union can agree on the employees' working conditions, for
example, annual vacations, pay increases and sick leave. These working conditions
are then written in the collective agreement.
A collective agreement is a contract between the employer and all the employees. It
is the union that negotiates the collective agreement with the employer. The union
acts on behalf of all the employees. The responsibilities contained in the collective
agreement are in addition to the responsibilities contained in the law.
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Self-Check 2 Learning Guide #02
Direction: Choose the Best answer
1. Which one is not model of work
A) Social planning
B) Community action
C) Service extension
D) None
Direction: Give Short Answer
2. List the main responsibilities of employees
3. Indicate the main actions employer should take when employees do not
respect their responsibilities
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Rating: ____________
Name: _________________________ Date: _______________
1. ________________________________________________________________
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2. ________________________________________________________________
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3. ________________________________________________________________
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NTQF Level I
Learning Guide #03

LO 3: Demonstrate commitment to principles, values and

ethical standards underpinning work in the sector
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 Understand the value of the community
 Understand ethical standards of the community
 Understand principles of access and equity
 Understand non-discriminatory attitudes
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Underpinning values and philosophy of Community

Information Sheet 1 sector
3.1. Underpinning values and philosophy of Community sector

The professional practitioner must adhere to an identifiable body of values, and
display attitudes which stem from these values and which determine the relationship
of the professional person with his colleagues, the recipients of his service, and the
community. A profession must have a body of skills which is the result of the fusion of
attitudes and knowledge. Skills reflect the application of general concepts and which
are characteristics of the method of profession.
Value of community work
Curriculum Study sponsored by the Council on Community work Education it
describe the following values.
1. Each person has the right for self fulfillment, deriving his inherent capacity and
thrust towards that goal.
2. Each person has the obligation, as a member of society, to seek ways of self-
fulfillment that contribute to the common good. Society has the obligation to
facilitate the self fulfillment of the individual and the right of enrichment through
the contribution of its individual members.
3. Each person’s requires for the harmonious development of his powers socially
provided and socially safeguarded opportunities for satisfying his basic needs
in the physical, psychological, economic, cultural, aesthetic, and spiritual
realms.
4. As society becomes more complex and interdependent, increasingly
specialized social organization is required to facilitate the individual’s effort at
self-realization.
5. To permit both self realization and contribution to society by the individual,
social organization must make available socially-provided devices for need
satisfaction as wide range, variety and quality as general welfare allows.
Community work Philosophy
Community work philosophy bases on the belief that man has worth and
dignity. Professional ethics is the system of ethical principles and rules
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conduct generally accepted by the members of professional groups, based on

the philosophy, values, guiding principles of the profession.
Information Sheet 2 Ethical standards of community work
3.2. Ethical standards of community work
Since its beginnings over a century ago, community work practice has focused on
meeting human needs and developing human potential. Mary Ellen Richmond was
one of the first community workers to push for the professionalization and
standardization of community work. She is credited with creating the first statement of
principles for direct community work practice. She wrote Social Diagnosis, one of the
first community work books to incorporate law, medicine, psychiatry, psychology, and
history.
Community work is both an academic discipline and profession that concerns itself
with helping individuals, families, groups and communities enhance their social
functioning and overall well-being. Community work is a practice-based profession

and an academic discipline that promotes social change and development, social
cohesion, and the empowerment and liberation of people. Principles of social justice,
human rights, collective responsibility and respect for diversities are central to
community work. Underpinned by theories of community work, social sciences,
humanities and indigenous knowledge, community work engages people and
structures to address life challenges and enhance wellbeing.
Etical standard of community work is committed to five basic values:

 Human dignity and worth
 Social justice
 Service to humanity
 Integrity
 Competence
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Humanity and Dignity of Worth

 All persons have a right to well-being, self-fulfilment and to as much control
over their lives as is consistent with the rights of others
 Community workers have a duty to respect basic human rights and show
respect for all persons
Social Justice
 Social justice includes equal treatment and protection under the law and fair
distribution of resources to meet basic human needs
 The pursuit of social justice involves identifying, seeking to alleviate and
advocating strategies for overcoming structural disadvantage
Service to humanity
Fundamental goals are:
 to meet personal and social needs
 to enable people to develop their full potential
 to contribute to the creation of a fairer society
Integrity
 Integrity comprises honesty, reliability, openness and impartiality and is an
essential value in the practice of community work
Competence
 Proficiency in community work practice is an essential value
 Community workers have a duty to identify, develop, use and disseminate
knowledge, theory and skill for community work practice
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Information Sheet 3 Principles of access and equity
3.3. Principles of access and equity
Principle one
A shift from Equality-based principles to Equity based principles. A strategy designed
to provide differentiated educational responses to students who are different in
important ways so that comparable outcomes may be achieved. “All learners cannot
be treated the same because their different learning, social, cultural, emotional,
psychological and physical needs or characteristics naturally give rise to varying
interventions for them to achieve comparability.” Bradley Scott, 1995.
Principle Two
A shift from identifying “at-risk” students to acknowledging a broken system. Do we
recognize that the inequities (student academic performance- “the gap”) are actually
symptoms, not root problems, of an inherently racist, classist, sexist, etc, system?
There are institutional practices and policies that contribute to the gap.
We can and will create schools where equity and excellence is attained.
A place to start:
 Conduct equity audits;
 Confront our beliefs about the achievement gap;
 Focus on the assets of other cultures what the children bring to school;
 Develop strategies that build upon student strengths.
We are aiming for schools in which there are no persistent patterns of differences in
academic success or treatment among students grouped by race, ethnicity, culture,
neighborhood, income of parents, or home language.
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Information Sheet 4 Personal values and attitudes on work
3.4. Personal values and attitudes on work
Values
Concepts or beliefs that guide how we make decisions about and evaluations of
behaviors and events
– Types of values
• Terminal: Goals that individuals would like to achieve during their
lifetime.
• Instrumental: Preferable ways of behaving.
– Importance of values
• Values generally influence attitudes and behavior.
Attitudes
• Positive or negative feelings concerning objects, people, or events.
• Attitudes are less stable than values.
– Job Satisfaction
• An individual’s general attitude toward his or her job.
– Organizational Commitment
 A state in which an employee identifies with a particular organization
and its goals, and wishes to maintain membership in the
organization.
 Satisfaction affects:
o Individual productivity
o Organizational productivity
o Organizational citizenship behavior
o Job satisfaction and customer satisfaction
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Responses to Job Dissatisfaction
Information Sheet 5 Non-discriminatory attitudes
3.5. Non-discriminatory attitudes

Defining discrimination
Discrimination is not defined in the Code but usually includes the following elements:
 not individually assessing the unique merits, capacities and
circumstances of a person
 instead, making stereotypical assumptions based on a person’s
presumed traits
 having the impact of excluding persons, denying benefits or imposing
burdens.
Many people wrongly think that discrimination does not exist if the impact was not
intended, or if there were other factors that could explain a particular situation. In fact,
discrimination often takes place without any intent to do harm. And in most cases,
there are overlaps between discrimination and legitimate factors.
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Negative attitudes, stereotypes and biases lead to discrimination

It is a principle of human rights that persons should be judged on their individual
attributes, skills and capabilities, rather than on stereotypes, prejudice or
assumptions. Prejudice is a strong dislike or negative feelings held by someone
about another person or group. Negative attitudes and stereotypes may lead to
harassment and discrimination, and affect a person’s ability to both get and succeed
in a job.
These types of attitudes can be expressed as "isms" (ageism, sexism, racism, etc.)
and refer to a way of thinking about other persons based on negative stereotypes
about race, age, sex, etc. When people are stereotyped, all people in the group are
given the same characteristics, regardless of their individual differences.
There are many forms of discrimination

When asked to identify discrimination, many people think only of situations of open or
“overt” harassment. As well as harassment, the Code prohibits many other kinds of
discrimination, such as systemic discrimination or failing to accommodate Code-
related needs.
Discrimination can take many forms. In some cases, discrimination may be direct and
intentional (for example, if a person or group treats another person differently on
purpose because of a Code ground). This type of discrimination generally arises from
negative attitudes and biases relating to that ground.
Discrimination because of association

Discrimination because of association that a person cannot be discriminated against
or harassed because of his or her association, relationship or dealings with another
person identified by a ground in the association. This protection exists whether or not
the person being discriminated against is identified by the same ground in
the association.
Subtle discrimination
In some cases, discrimination is subtle or covert. Intent or motive to discriminate is
not a necessary element for a finding of discrimination – it is sufficient if the conduct
has a discriminatory effect.
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Subtle forms of discrimination can often only be detected after looking at all of the
circumstances. Individual acts themselves may be ambiguous or explained away, but
when viewed as part of the larger picture, may lead us to think that discrimination
based on a ground in the Code was a factor in how the person was treated.
Systemic discrimination
One of the more complex forms of discrimination is systemic or institutional
discrimination. Systemic discrimination refers to policies or practices that appear to
be neutral on their surface but that may have discriminatory effects on individuals
based on one or more Code grounds.
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Direction: Give Short Answer
1. List ethical standards of community work
2. List main forms of discrimination

Rating: ____________
Name: _________________________ Date: _______________
1. ______________________________________________________________
________________________________________________________________
2. ________________________________________________________________
________________________________________________________________
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NTQF Level I
Learning Guide #04

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LO 4: Identifying Future career opportunities
 understand personal and work priorities

 understand planning at work
 show courteous and helpful manner respect others
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Information Sheet 1 Career directions and occupations in Social service
4.1 . Career directions and occupations in Social service

There are many different directions of career in social service; the first step is to
decide the type of social servant you want to be. Career direction usually refers to
managing one's career in an intra-organizational or inter-organizational scenario. It
involves training on new skills, moving to higher job responsibilities, making
a career change within the same organization, moving to a different organization or
starting one's own business in the social services. Career direction and occupations
in social services helps to what you value most will help you refine your career
search and choice:

 Helping others
 Prestige
 High income
 Flexible work hours
 Establish and align values, career choice, and career goals for motivation.
 It’s a good idea to have several careers in mind rather than just one in your
first year of college.
 Approximately 60% of students change their major at some point during their
college career.
 It pays to be knowledgeable about more than just one career field. The
average graduate changes their job seven times in their life. It also pays to develop a
wide variety of general skills, particular those related to communication
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Information Sheet 2 Identifying Work and personal priorities
4.1 Work and personal priorities

In order to do your job effectively and to the best of your ability it helps
to prioritize your tasks. Planning your day ensures you meet company goals and
deadlines, and it helps keep you in line with what is expected from you by
management. Create a to-do list of tasks that need to be completed each day. When
you are seeking to accomplish multiple goals at the same time, it is necessary
to prioritize and determine which goals are the most important and why. Doing so
helps you to maintain a clear focus on reaching the most important goals first and
taking the steps to ensure that you do in the social services.
Tips to manage work priorities

 Step back and look at the bigger picture.
 Establish your priorities.
 Allocate your time to the tasks that matter.
 Plan your weeks and daily task lists.
 Manage your emails.
 Minimize distractions and interruptions.
 Don't procrastinate.
 Keep your work space clean and organized.

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Information Sheet 3 Planning future work/career directions
4.2 . Planning future work/career directions

Career planning encourages individuals to explore and gather information, which
enables them to synthesize, gain competencies, make decisions, set goals and take
action. It is a crucial phase of human resource development that helps the employees
in making strategy for work-life balance. Career planning and development is the
continual process of managing your learning, leisure and work to progress through
your life. It includes gaining and using the skills and knowledge you need to plan and
make informed decisions about education, training and work.
Career planning process includes:
 Conduct interest assessment
 Exploring career opportunities
 Searching for career experience
 Preparing for permanent employment after graduation
Stages of Career Planning
o Evaluating Myself
o Exploring Options
o Making Decisions
o Setting Goals
o Implementing My Plan
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Stages of Career Planning

1. Evaluating Myself: learning about yourself
2. Exploration: learning about work opportunities
3. Making Decisions: deciding on your future path
4. Setting Goals: creating a plan
5. Implementing My Plan: carrying out your plan
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Information Sheet 4 Displaying courteous and helpful manner
4.3 . Displaying courteous and helpful manner

All of these greetings are all part of Courtesy. the showing of politeness in one's
attitude and behavior towards others. "He treated the players with courtesy and good
humour." The tree golden words of courteous in the social services are:
1. Please
2. Thank you
3. Sorry
Courtesy is showing politeness and consideration to others. It is being polite, and

using words like “please” and “thank you.” It’s often the little things that are so
important. Just a little courtesy can make others feel appreciated and cared for. By
practicing courtesy, you’re being loving and kind to God too, because you’re showing
love to the people He created. So, people appreciate it when others treat them with
thoughtfulness and courtesy.
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The power of good manner in social or community services:

Good manners are important for considering the feelings of other people and being
the kind of person that others will like and respect. In the ‘olden days’ children were
taught about the Golden Rule, “Always do to others as you would wish them to do to
you if you were in their place.” This is still a good way to behave nowadays. If you are
respectful to others then you are more likely to be treated with respect by them. If you
show good manners everywhere you go, you are more likely to encourage others to
behave in the same way towards you. Jump to good manners.
Good manners show the best you have to offer and encourage others to be their
best. Practicing these manners on a daily basis makes for a more pleasant life.
 Be thoughtful
 Be cheerful
 Be generous
 Be co-operative
 Be helpful
 Don’t be bossy
 Don’t put people down or say rude things
 Respect other’s privacy
 Take care of personal property
Manners are important to make a good impression on others in everyday life. They
also helps you to feel good about yourself and your identity. No matter where you
are, at home- with kids, at work- with colleagues, or with friends, practicing good
manners are important. If you practice good manners, you are showing those around
you that you are considerate to their feelings and also respect them. You are also
setting standards for other’s behavior and encouraging them to treat you with similar
respect.
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Basic Examples of Good Manners and Etiquettes
 Choose your words wisely and don’t rush to comment about things you don’t
know much about. Being a good listener is often better than speaking. You
don’t need to have an opinion on everything.
 Think things out before you speak, especially if you are a person who may
be poor at finding the right words to say. Don’t start a sentence, with ‘ums’ and
‘ers’ in between, it seems awkward and you should try speaking to yourself in
front of a mirror, it works! It increases your confident in speaking.
 Don’t speak loudly. You will quickly lose respect if you do, as this can be
seen as overbearing and rude. It can also make other people angry and upset
with you before you even establish some kind of relationship with them. They
will see you as a ‘big mouth’ who cannot be trusted with anything confidential.
So practice turning your volume down if you tend to have a loud voice.
 Speak with respect to and of others. You can do this by avoiding negative
remarks that may insult someone else. The general rule is- if you don’t want
someone to speak about you that way, you don’t speak about them to others.
 Do not ever speak of bodily functions even if it is a casual conversation,
such as using the bathroom or telling crude jokes, for this shows sign of
immaturity and often creates a bad impression of you with your friends, family,
and co-workers.
 Always respect older people and listen to them and learn. This applies to all
elders and not just parents and grandparents.
 Using the terms ‘Thank You’, and ‘You are Welcome’ shows that you have
good manners. People who lack manners do not use these terms.
 Hold open a door for anyone following you closely. This is a sign of a good
manner and has never changed. There are no strict gender rules in this day
and age.
 Speak highly of your parents respect them, even if there are things about
them that you do not like. If you cannot do that, stay away from speaking about
them at all. It looks bad to insult or speak badly of the people who brought you
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into this world or raised you. Don’t wash dirty family laundry in public. It is
negative and rude.
 Do not swear to use filth language and curse words. It is unprofessional!
People who do this are usually very immature and have no self-control or
respect for themselves and others!
Good manners are simply respect and consideration for others or being aware of the
needs of others. They are the oil which lubricates the friction of interpersonal relations
and creates a happy and successful society. So, Give Respect and Take Respect!
Information Sheet 4 Task allocations
4.4. Task allocations

In the community work allocates tasks to different units or departments based on
time, cost, and resource availability. Often the projects are broken down into tasks
and assigned to the team members based on their expertise. Before allocating takes,
the in the community work classify tasks into groups like preparation of accounts,
sales promotion, record keeping, quality control, inventory control, etc. A few
important steps involved in task assignment are defined below;
 Identifying Team leader
 Leveraging maximum out of team member strengths
 Evaluate Timelines, deadlines, expectations
 Identify training needs
The role of the Team leader is to facilitate the creation of tasks, delegate those tasks
as needed, and provide supervision to ensure that the tasks are completed according
to the timeline and level of detail required. Tasks are assigned to Team members
based on their expertise and availability. The knowledge and skill of team members
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are important at this stage. At the same time, Team can identify skills that are lacking
within the team and recruit additional members wherever possible.
a. Priority
Consider the work’s priority. Priority needs to drive everything. If you’ve been rigorous
in your prioritization process, start at the top of the list and begin allocating work from
there. That list should be based on the team’s and the organization’s goals. This has
to be the first consideration in terms of how you distribute work. If a project is a top
priority and somebody is available to do that work, they should be tasked with that
work.
b. Skill Sets
Evaluate the skill set of the people who you’re thinking about distributing the work to.
If they have the right skill set, you’re going to get a high quality result. The end
product will be something that meets your customer’s needs. This also reduces the
likelihood of people failing because you’re not giving them work that they don’t have
the skill set to perform. You’re giving them something they can be successful with.
c. Availability
The next consideration for allocating work is a person’s availability. All things being
equal in terms of priority and skill set, who is free to do the work? Who has the
bandwidth? You should not be shifting resources from one project to another when
you have available resources to pick up that new project.
If you start shifting resources around between projects when you have available
resources elsewhere, you’re going to lose momentum on that first project and that
project might fail. Additionally, the people who are on the project are going to be very
frustrated. They had the resources they needed and all of a sudden they don’t. It’s
going to seem like it was at a whim to just move somebody around. The person who
will be most frustrated is the person who has the resource taken off the project
they’re succeeding on and put onto something new.
d. Development
Next, you have to think about the development opportunity this project might present
for that person. You should be constantly upgrading your team’s skill set. A way to do
that is to give them new work where they’re going to learn new skills. Put them in
situations where they’re going to be a little bit uncomfortable. Give them projects
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where they’re going to have to step up and learn, be taught, and be open to feedback
and coaching. That’s how you’re going to take your team to the next level of
performance.
e. Interest
The last consideration in terms of which person gets the work when it needs to be
allocated is does somebody have an interest in performing that particular task? If
someone is really interested and passionate about a project, you should let them take
it on. They’re going to be motivated, excited to do it, and hopefully their performance
will follow. One caveat here – make sure people don’t only gravitate to the work they
enjoy doing and they stay away from things that they’re not comfortable with. If you
let that happen, they’re going to end up getting pigeonholed and they’ll be very
narrow in their focus.
There are five criteria to think about as you think about distributing work.
 Priority. Consider the work's priority. ...
 Skill Sets. Evaluate the skill set of the people who you're thinking about
distributing the work to
 Availability. The next consideration for allocating work is a person's availability.
 Development
 Interest.
Information Sheet 5 Opportunities for additional skills
4.5. Opportunities for additional skills
Additional skills are so important in community services or in the social work and
demanding range of professional, emotional, and cognitive skills. While many people
who become social workers have a natural aptitude for these skills, it is essential to
hone them throughout one’s career. In fact, becoming a life-long learner is an ethical
requirement of professional social workers. While there is no definitive list, here are a
few qualities and skills required to be a social worker.
Active Listening
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Much of a social worker’s role is to listen effectively. This means reflecting back what
clients say and being engaged in every conversation so that they know you
understand them. Good listening establishes trust and respect early on, so clients will
feel comfortable confiding in you. Most importantly, active listening not only builds a
therapeutic alliance, but clients also feel seen and understood by you. Feeling visible
and affirmed is a core component of any therapeutic alliance in any practice setting.
Emotional Intelligence (EQ)
Many people who decide to be social workers already have a high EQ, or emotional
intelligence. This includes high levels of self-awareness, empathy, and sensitivity to
others. Social work will often require balancing what you know (e.g., symptoms of a
certain mental illness) and what you intuit (i.e., reading between the lines of what is
said).
Organization
In addition to helping clients, social workers provide case management services,

such as billing, maintaining collateral relationships, making phone calls, and
networking with other service providers. Providing clinical case management and
psychosocial support requires a great deal of organization and the ability to prioritize
according to the urgency of a client’s needs.
Critical Thinking
People are complex, and our clients often seek help for problems in many domains of
their lives. Being able to think on your feet and to think critically and creatively will
allow you to effectively help your clients.
Tolerance
Social workers work with diverse clients. Being culturally responsive and approaching
clients who are from different racial, socio-economic, and ethnic communities with
respect and openness is a core component of social work practice.
Setting Boundaries
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Social workers often feel that their work is never truly complete, and many take the
emotional stress of their work home with them (intentionally or not). Setting
boundaries between yourself and your clients, protecting time for self-care, and
seeking support through one’s family, friends, and a broader professional community
will help you create a healthier work-life balance. Leaving work at the office and
enjoying personal time will make you a more effective professional and a happier
individual.
Empathy
Understanding others intellectually, culturally, and emotionally is important in social

work. Without understanding or empathy, it is almost impossible to help clients.
Empathy is the ability to imagine oneself in someone else’s situation and to feel some
of what that person may be experiencing. Empathy, like all skills, can be understood
and honed. Most people who choose to be social workers are already naturally
empathic, but it still merits practice.
Communication
Social workers must communicate in many different ways and with many different
people. It is important to be clear and transparent about the scope of services that
you can provide as their social worker. This means saying what is within the realm of
possibility and what is not. These can be hard conversations to have, especially when
you want to do all you can to help your client. But, as you will learn in time, we have
our limits. Be sure to incorporate this discussion as you are building a relationship
during contracting and goal setting. Thus, this process is both written and verbally
explored. Additional communication occurs between care providers, and you will be
required to document what you do with your clients and to provide written reports for
third party payers, your supervisor or agency administration, and co-workers.
Inner Strength
Social workers’ work can be emotionally challenging. When you are dedicated, it can
take a lot out of you. It is essential to your health and the efficacy of your practice that
you take care of yourself, emotionally and psychologically. You will derive more
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fulfillment from your work, and you will be a more effective helper to your clients if you
take steps to fortify your personal strengths and capacities.
Social work is an incredibly meaningful career. It allows you to bring the best of
yourself, a set of theories and knowledge about human development and behavior,
and a range of practice approaches to help human beings who have experienced
oppression, marginalization, mental illness, addiction, and trauma. If this resonates
with you, you may want to consider clinical social work.
While there is no definitive list, here are a few qualities and skills required to be
a social worker in community services.
 Active Listening. Much of a social worker's role is to listen effectively
 Emotional Intelligence (EQ)
 Organization
 Critical Thinking
 Tolerance
 Setting Boundaries
 Empathy
 Communication
Information Sheet 6 Time-management strategies
4.6. Time-management strategies

Time management is the act or process of planning and exercising conscious control
over the amount of time spent on specific activities, especially to increase
effectiveness, efficiency or productivity. Finding a time management strategy that
works best for you depends on your personality, ability to self-motivate and level of
self-discipline. Time management skills include: prioritizing, organization, delegation,
strategic planning, and problem solving.
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Why Do We Need Time Management Strategies in community services?

o To save time
o To reduce stress
o To function effectively
 To increase our work output
 To have more control on our daily work schedule
Prioritized To-Do List

 Write down all the tasks you need to complete
 Break large tasks into their component elements
 Allocate priorities from A (very important, or very urgent) to E
(unimportant, or not at all urgent)
 You need to differentiate between urgency and importance
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 Rewrite the list in priority order

 Take action immediately and finish them one by one
 This helps you to focus on the important jobs first
Urgent versus Important
Important activities have an outcome that leads to the achievement of your goals
Urgent activities demand immediate attention, and are usually associated with the
achievement of someone else’s goals, or with an uncomfortable problem or situation
that needs to be resolved.
Procrastination
What is procrastination?
o Putting off things that we should be doing
o Avoid high priority, challenging tasks
o Seek comfort in doing tasks you know you're capable of completing
o Causes of procrastination:
o Have doubt on your skills or resources
o Do not know where to begin
o Waiting for “right time” or “right mood”
o Underestimate the difficulty of the task
o Perfectionism
Overcome Procrastination
Recognize that you are procrastinating
 Work out why you are procrastinating
 Ways to overcome:
 Find a small part of the task you can do right now
 Identify the emotion associated with doing it
 Finish an incomplete
 Delete it and move on
 Face your fears and the risks head-on
Avoid Multi-tasking
Recent psychological studies have shown that multi-tasking does not actually save
time. In fact, the opposite is often true. You lose time when switching from one task to
another, resulting in a loss of productivity. Routine multi-tasking may lead to difficulty
in concentrating and maintaining focus when needed.
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Information Sheet 7 Observation of appropriate dress and behavior
4.7. Observation of appropriate dress and behavior
The manner of dress in workplaces can vary from uniforms to suits and everything in
between. Especially due to the now accepted casual dress in various types of
industries and businesses, including settings that formerly dictated formal business
attire, there are standards of appearance business owners want to maintain. This is
where a dress code comes in.
Do you need a dress code for your employees? If your employees deal extensively
with the public, it may be appropriate to require certain standards of appearance,
depending on what kind of business you have. If that's the case, you should probably
have some basic rules about what you want employees to wear. You may even
require uniforms or similar attire.
On the other hand, if your employees have no contact with the public, perhaps it's
okay if they wear casual clothes. But how casual is appropriate? Even with a liberal
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policy, you may need some simple guidelines. When deciding whether you need a
dress code and what that dress code should be, consider the following:
 your business's public image
 the nature of the work performed by the employees affected by the dress code
 safety standards
 employee privacy interests
 whether a dress code will create morale problems
You will want to select reasonable restrictions and requirements to impose on the
dress and appearance of your employees. And whether you want your employees
dressing up, down, or somewhere in between, you should consider the legal issues
involved when you impose a dress code.
Acceptable and Unacceptable behavior in social services
Acceptable behavior
The University expects that all employees will conduct themselves in a professional
manner when interacting with others or when managing colleagues. All members of
the University should consider their own behavior and the impact that this can have
on others. The University recognizes that personalities, characters and management
styles may differ but, notwithstanding these differences, as a minimum standard all
staff are expected to:
 Work co-operatively with others in order to achieve objectives
 Manage performance in an appropriate and fair manner
 Give and receive constructive feedback as part of normal day-to-day work.

Such feedback should be evidence-based and delivered in an appropriate
manner
 Consider other people’s perspectives in order to help reach agreement
 Establish good working relationships.

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Unacceptable behavior
Unacceptable behavior (including bullying, harassment and victimization), may

involve actions, words or physical gestures that could reasonably be perceived to be
the cause of another person’s distress or discomfort. Bullying or harassment may be
by an individual against an individual or involve groups of people.
The University defines behavior as being unacceptable if:
 It is unwanted by the recipient.
 It has the purpose or effect of violating the recipient’s dignity and/or creating
an intimidating, hostile, degrading, humiliating or offensive environment, and
 Having regard to all the circumstances, including the recipient’s perception, it

was reasonable for the behavior to have that effect.
Some examples of unacceptable behavior are:
 Aggressive or abusive behavior, such as shouting or personal insults
 Spreading malicious rumors or gossip, or insulting someone
 Discrimination or harassment when related to a protected characteristic under

the Equality Act 2010
 Unwanted physical contact
 Stalking
 Offensive comments/jokes or body language
 Publishing, circulating or displaying pornographic, racist, sexually suggestive

or otherwise offensive material or pictures
 Isolation, deliberate exclusion and/or non co-operation at work
 Persistent and unreasonable criticism
 Unreasonable demands and impossible targets
 Coercion, such as pressure to subscribe to a particular political or religious

belief
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Give Short Answer
1. List tips to manage work priorities
2. List stages of career planning
3. Mention the three golden words of courteous
4. Mention the golden words of good manner
Choose the Best Answer
5. Which one is not opportunity of additional skill
A) EQ (Emotional intelligence)
B) Critical thinking
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C) Tolerance
D) Empathy
E) Sympathy

Rating: ____________
Name: _________________________ Date: _______________
1. ______________________________________________________________
________________________________________________________________
2. ______________________________________________________________
________________________________________________________________
3. __________________________________________________________
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________________________________________________________________
4. ______________________________________________________________
________________________________________________________________
5. ______________________________________________________________
________________________________________________________________
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NTQF Level I
Learning Guide #05

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LO 5: Work in Team
 Able to work in team
 Understand stages of team development
 Differentiate personal Vs work priorities
 Provide support for team
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Information Sheet 1 Concepts of Work in Team
5.1. Concepts of Work in Team
A group of employees that works semi-autonomously on recurring tasks can be team

work. Work teams are most useful where job content changes frequently and
employees with limited skills and a specific set of duties are unable to cope.
Teamwork is often a crucial part of a business, as it is often necessary for colleagues
to work well together, trying their best in any circumstance. Teamwork means that
people will try to cooperate, using their individual skills and providing constructive
feedback, despite any personal conflict between individuals.
A team is a collection of individuals, each with his/her own expertise, brought
together to benefit a common goal. Teams are often comprised of people who do not
know each other and who must work hard to develop productive working
relationships despite personal differences and cultural practices.
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A process or work team is a group of employees that meets

regularly to:
 Share information on “state of the business” topics”
 Receive feedback related to performance against key measures
 Propose ideas for improvement and get updates on existing
projects
 Reinforce practices related to safety, quality, productivity, and
customer satisfaction
 Evaluate and provide input on possible changes that would
affect them or their work
 Interface with members of other teams and members of
management
Information Sheet 2 Providing assistance when difficulties arise
5.2. Providing assistance when difficulties arise.

Good teamwork helps to build morale in the workplace in community services,
which makes workers more productive and ultimately improves profits. For
organizations that have excellent teamwork, problem-solving is easier – since people
with different skills and knowledge will work together to produce a creative solution.
Teams don't work well without teamwork: Teamwork is important for the success
of all businesses. To have a meaningful and lifelong career, you need to work well
with others which is why teamwork is so important in the professional world.
It brings new ideas: Businesses need new, fresh ideas to succeed in the
competitive world. You have a unique perspective to bring to the table which will
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benefit the business overall. Businesses thrive when they have a diverse team of
people who can contribute individual ideas.
Teamwork helps solve problems: Collaboration within a group can help solve
difficult problems. Brainstorming is a good opportunity for the team to exchange ideas
and come up with creative ways of doing things. By working together, teams can find
the solutions that work best.
It's supportive: Teamwork creates a system to ensure that deadlines are met and
that there's high quality work. When one team member falls behind, there's another to
pick up the pieces.
Teamwork builds morale: You'll feel that your work is valued when you contribute to
something that produces results. If you offer an idea that helps improve productivity,
such as a new filing system, confidence and trust is built within the team. Each team
member has something special to offer. By working together, members of a team feel
a strong sense of belonging and deep commitment to each other and the common
goal.
Information Sheet 3 Instructions or Responsibilities
5.3. Instructions or responsibilities.
Common Instructions and Responsibilities of Effective Teams

1. The purpose, mission, or main objective is known and understood by all team
members.
2. Communication in the team is open, direct and honest.
3. Sufficient leadership is available in the team.
4. There is regular review of how well the team is performing toward achieving its
purpose.
5. There is an agreed organizational structure to the team.
6. Adequate resources are available to permit the team to perform it’s function,
including skills, tools, facilities, and budgets.
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7. Synergy exists, so the team performs in a way that is greater than the sum of
its parts.
Team Development Stages
1. Forming
2. Storming
3. Norming
4. Performing
Forming
1. People are cautious, guarded, wondering.
2. Little visible disagreement.
3. Lack of identity.
4. Little investment in the group.
5. Watching to see what is expected of team members and what is acceptable
from team members.
Storming
1. Conflict occurs.
2. Work is in fits and starts and not very productive.
3. High level of frustration and/or confusion.
4. Pairing and cliques develop.
5. Beginning development of identity, purpose, and interest.
6. People take risks and get to know one another.
Norming
1. Developing goals, roles, and relationships.
2. Learning to appreciate differences in people.
3. Conflict is about issues, not egos or people.
4. Communication is open and clear.
5. Sense of belonging develops.
6. Progress is beginning to be made.
7. Work becomes enjoyable.
Performing
[Type here]
1. Team acts on common goals, with synergy, high morale, and high
productivity.
2. Easy shifting of roles from one to another.
3. Differences are valued.
4. Team members look out for one another’s interests.
5. Spontaneous, collaborative efforts.
6. Sharing of all relevant information.
7. Conflict is frequent, but leads to problem solving.
Team Development Responsibilities

1. Define team purpose.
2. Review performance against purpose.
3. Define a team vision, a long term view of where the team wants to be in the
foreseeable future.
4. Discuss the team’s work norms and traditions.
5. Assess the current stage of team development and identify barriers to
further development.
6. As a group, define the roles of team members.
7. Create team plans.
8. Evaluate performance to the plans.
9. Develop a process to obtain useful feedback from outside sources
(customers, management, and other groups).
10. Participate as a team in a team skill learning event.
11. Participate as a team in a challenging or enjoyable experience (cruise, bike
trip, outdoor challenge, charitable fund raiser, etc.).
Team Development Don’ts

1. Over-talk
2. Brag
3. Power plays
4. Use authoritarian communication
5. Public criticism
6. Preoccupied with the pyramid
[Type here]
Team Development Do’s

1. Straight talk
2. Manage conflict
3. Honor commitments
4. Permeable work boundaries
5. Affirm and celebrate
6. Apply collective wisdom
7. Appreciate differences
Team Work Instructions

1. Start on time.
2. Only one conversation at a time.
3. Listen for understanding.
4. Be open to new ideas.
5. Ask “Why?”
6. Don’t repeat points already made.
7. Everyone participates.
8. No rank.
9. Only process owners vote.
10. Have fun!!
Personal priorities and achieve a balance between
Information Sheet 4 competing priorities
5.4. Personal priorities and achieve a balance between competing

priorities.
In order to do your job effectively and to the best of your ability it helps
to prioritize your tasks. Planning your day ensures you meet company goals and
deadlines, and it helps keep you in line with what is expected from you by
management. Create a to-do list of tasks that need to be completed each day.
Tips on How to Prioritize, Organize, and Plan Your Work

Make your to-do list. Listing on paper what you want to accomplish for the day is an
effective way to remember the things you need to do:
 Rank your to-do list
[Type here]
 Post your to-do list

 Note your responsibilities
 Avoid unnecessary tasks
 Set realistic deadlines
 Set your break time
 Put away distractions
Balancing Your Priorities in social services
 Commit to finding your balance in social services
 Here are some useful techniques on how to balance your priorities in life
 Determine your priorities
 Establish and execute an implementation plan for each priority
 Evaluate your progress
 Stand your ground
 Allow yourself time each day to center yourself
Choose short Answer
1. List stages of team development
2. List team development Don’ts
3. List team development Do’s
4. Write the main points to make your to-do-list

Rating: ____________
[Type here]
Name: _________________________ Date: _______________
1. ______________________________________________________________
________________________________________________________________
2. ______________________________________________________________
________________________________________________________________
3. __________________________________________________________
________________________________________________________________
4. ______________________________________________________________
________________________________________________________________
FOR TRAINERS/TEACHERS USE
I. ANSWERS FOR SELF CHECK
ANSWER SELFCHECK ONE

1. Community Development: a process whereby the efforts of Government are
united with those of the people to improve the social, cultural, and economic
conditions in communities “Community development is the participation of
people in a mutual learning experience involving themselves, their local
resources, external change agents, and outside resources. People cannot be
developed. They can only develop themselves by participating in activities
which affect their wellbeing. People are not being developed when they are
herded like animals into new ventures.”
[Type here]
2. Community development approaches
 Community Capacity building

 Social capital
 Nonviolent direct action
 Economic development
 Community economic development  Sustainable development
 Community-driven development(CDD)
 Asset-Based Community Development(ABCD)
 Faith-based community development;
 Community-based participatory research(CBPR)
 Community organizing
 Participatory planning
3. E
ANSWER SELFCHECK TWO
1. E
2. The main responsibilities of Employees
 to personally do the work they were hired to do
 to do their work carefully and seriously (In some cases, they could be fired or
disciplined if they're often late for work, or if they're absent too often or for no
good reason.)
 to avoid putting themselves or others in danger
 to follow their employer's instructions (There are some exceptions. For
example, if an employer asks an employee to do something dangerous or
illegal, the employee doesn't have to.)
 to be loyal
3. If employees don't respect their responsibilities, the employer is allowed

to take certain actions:
[Type here]
 discipline employees, such as giving a written warning, or suspending

them
 take other action against employees, such as giving a letter evaluating
their performance, or demoting them (that is, giving them a lower job)
 fire employees if they do something very serious, such as stealing from
the office
 take employees to court to make them pay an amount of money (for
example, if an employee quits without telling the employer in advance,
or if an employee quits before the date in the employment contract)
 take employees to court to stop them from doing things that are harmful
to the business
ANSWER SELF CHECK THREE
1. Etical standard of community work is committed to five basic values:

 Human dignity and worth
 Social justice
 Service to humanity
 Integrity
 Competence
2. Main forms of discrimination
 Discrimination because of association

 Subtle discrimination
 Systemic discrimination
ANSWERS SELF CHECK FOUR
1. Tips to manage work priorities

 Step back and look at the bigger picture.
 Establish your priorities.
 Allocate your time to the tasks that matter.
 Plan your weeks and daily task lists.

[Type here]
 Manage your emails.
 Minimize distractions and interruptions.
 Don't procrastinate.
 Keep your work space clean and organized.
2. Stages of Career Planning

o Evaluating Myself
o Exploring Options
o Making Decisions
o Setting Goals
o Implementing My Plan
3. The three golden words of courteous in the social services are:
 Please
 Thank you
 Sorry
4. Good manners
 Be thoughtful
 Be cheerful
 Be generous
 Be co-operative
 Be helpful
 Don’t be bossy
 Don’t put people down or say rude things
 Respect other’s privacy
 Take care of personal property
5. E
ANSWER SELF CHECK THREE
1. Team Development Stages

1. Forming
2. Storming
3. Norming
[Type here]
4. Performing
2. Team Development Don’ts
1. Over-talk
2. Brag
3. Power plays
4. Use authoritarian communication
5. Public criticism
6. Preoccupied with the pyramid
3. Team Development Do’s
1. Straight talk
2. Manage conflict
3. Honor commitments
4. Permeable work boundaries
5. Affirm and celebrate
6. Apply collective wisdom
7. Appreciate differences
4. Make your to-do list. Listing on paper what you want to accomplish for the
day is an effective way to remember the things you need to do:
 Rank your to-do list
 Post your to-do list
 Note your responsibilities
 Avoid unnecessary tasks
 Set realistic deadlines
 Set your break time
II. SESSION PLANS
Session Plan-1
Unit of Competence Prepare for Work in Community Sector
Module Title Preparing for Work in Community Sector

Develop understanding of community
LO 1
development /community work framework
[Type here]
At the end of this session the trainees shall be

Session Objectives:
able to –
 Participate in community development
activities
 Increase awareness
 Better understanding of community services
 Better understanding of principles and values
of CD
Nominal
Activities Contents Methods
Duration
Sessions 20 mins Introduction to the Module Orientation
Concepts of Community
Lecture-discussion
15 mins Development Work
group discussion
community development
Lecture-discussion
30 mins approach
group discussion
principles and values of Lecture-discussion
45 mins
com. Dev. group discussion
Lecture-discussion
45 mins Types of community orgn.
group discussion
Evaluation 1 hr. Written test Individual Activity
Summary 5 mins Wrap-up and Feedback Discussion
Resources  Learning Guide #1
Session Plan-2
Prepare for Work in Community Sector
Unit of Competence
LO 2
Industry information of community services
Session Objectives: At the end of this session the trainees shall be able to –
 understand the industry information
 understand the rights and responsibilities
 indicate key community organizations
Nominal
Duration
Sessions Different models of work in community
10 mins Discussion
Service
2 hrs. Key community services industry Lecture-discussion
organizations
[Type here]
3 hrs. Legislations and procedures in the

Discussion
community services industry
Rights and responsibilities of employee
Evaluation 2 hrs. Lecture-discussion
and employer in community sector
Employers' Responsibilities Towards
2 hrs Discussion
Employees
Evaluation 1 hr. Written test Individual Activity
Question and
Summary 5 mins Wrap-up and Feedback
Answer
Resources Learning Guide #2
Session Plan-3
Demonstrate commitment to principles, values and
LO 3
ethical standards underpinning work in the sector
At the end of this session the trainees shall be able
Session Objectives:
to –
 Understand the value of the community
 Understand ethical standards of the community
 Understand principles of access and equity
 Understand non-discriminatory attitudes
Nominal
Duration
Underpinning values and Lecture-discussion
15 mins
philosophy of Community sector group discussion
Ethical standards of community
Lecture-discussion
30 mins work
group discussion
Lecture-discussion
45 mins Principles of access and equity
Personal values and attitudes on Lecture-discussion

45 mins
work group discussion
Non-discriminatory attitudes Lecture-

45 min
group discussion
Evaluation 1 hr. Individual Activity
[Type here]
Session Plan-4
LO 4 Future career opportunities
Session Objectives: At the end of this session the trainees shall be able to –
 understand personal and work priorities
 understand planning at work
 show courteous and helpful manner
 respect others
Nominal
Duration
Sessions Career directions and occupations in
Discussion and group
Evaluation 10 mins Social service
discussion
Lecture-discussion
Work and personal priorities
2 hrs. Discussion and group
discussion
3 hrs. Planning future work/career directions Discussion
Displaying courteous and helpful
2 hrs. Lecture-discussion
manner
2 hrs Time-management strategies Lecture-discussion
Observation of appropriate dress and
2hr Lecture-discussion
behavior
Evaluation 1 hr. Oral examination test Individual Activity
Summary 5 mins Wrap-up and Feedback Question and Answer
Session Plan-5

Work in Team
LO 5
[Type here]
At the end of this session the trainees shall be

Session Objectives:
able to –
 Able to work in team
 Understand stages of team development
 Differentiate personal Vs work priorities
 Provide support for team
Nominal
Duration
Providing assistance when
Lecture-discussion
15 mins difficulties arise.
group discussion
Instructions or responsibilities. Lecture-discussion

30 mins
group discussion
Lecture-discussion
45 mins team development stages
group discussion
Personal priorities and achieve a
balance between competing Lecture-discussion
45 mins
priorities. group discussion
.
Evaluation 1 hr. Written exam Individual Activity
[Type here]
TTLM Development Manual Date: January 2012

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Birhan Social Development College

Community Service Work

Learning Guide #01

Unit of Competence: Prepare for Work in Community Sector

LO 1: Develop understanding of community

Instruction Sheet All Learning Guides

Instruction Sheet Learning Guide #01

Information Sheet-1 Concepts of Community Development Work

1.1. Concepts of Community Development Work

Community Development: a process whereby the efforts of Government are united

Background & concept of CD

Community Development seeks to empower individuals and groups of people by

Community development is a process where community members come together to

Community development is a grassroots process by which communities:

 Organize and plan together

Community development approaches

 Community Capacity building

Information Sheet-2 Principles and values of community development work

1.2. Principles and values of community development work

As a key principle of community development, empowerment often is what prompts

Character and Appearance

The character-the overall sense of a place-of a community is typically set and

Inclusion and Diversity

Planning and Preparation

Collaboration and Participation

improvements through community development so it's best not to do it alone.

Transparency and Trust

Information Sheet-3 Types of community service organizations and functions

1.3. Types of community service organizations and functions

The concept of community organization was developed to involve various

Self-Check Learning Guide 01

Directions : Give Short Answer

1. Define community development organization

2. List community development approach

Directions: Choose the Best answer

3. Which one is not the principle of community development work

B) Trust and transparency

C) Inclusion and diversity

Answer sheet Learning Guide 01

Answer Sheet Score = ___________

Name: _________________________ Date: _______________

Short Answer Questions

Community Service Work

Learning Guide #02

Unit of Competence: Prepare for Work in Community Sector

LO 2: Identify and apply industry information

Instruction Sheet Learning Guide #02

Information Sheet 1 Different models of work in community Service

2.1. Different models of work in community Service

1) Community Action focuses on the organisation of those adversely affected by

2) Community Development emphasises self-help, mutual support, the building up

3) Social Planning is concerned with the assessment of community needs and

the mobilisation of appropriate resources; and the implementation and evaluation of

4) Community Organisation involves the collaboration of separate community or

5) Service Extension is a strategy which seeks to extend agency operations and

Information Sheet 2 Key community services industry organizations

2.1. Key community services industry organizations

Name: ___________ Date: _

Name: ___________ Date: _

Name: ___________ Date: _