CBLM Basic-Team Work

COMPETENCY- BASED LEARNING MATERIALS
Sector:
Qualifica
Unit of co
Module T
Module D
work base
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL

Welcome to the Module WORKING IN A TEAM ENVIRONMENT. This
module contains training materials and activities for you to complete.
The unit of competency "WORK IN A TEAM ENVIRONMENT" contains the
knowledge, skills and attitudes required for a Bread and Pastry Production course. It
is one of the modules in the Basic Competencies at National Certificate Level (NC
II).
You are required to go through a series of learning activities in order to
complete each of the learning outcomes of this module. In each learning outcome,
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BREAD AND PASTRY TESDA
PRODUCTION NCII Developed by:
Revision # 01
there are Information Sheets, Self-Checks and Task Sheets to help you better
understand the required outcome.
Remember to:
 Read information sheets and complete the self-check
 Use the Self-Checks. Task Sheets at the end of each section to test
your own progress
 Use the Performance Criteria Checklist located after the sheet to
check your own performance
 You will be given plenty of opportunities to ask questions and practice
on the job
 Make sure you practice your new skills during regular work shifts. This
way, you will improve your speed, memory and your confidence.
 If you have questions, don’t hesitate to ask your facilitator for
assistance. When you feel confident that you have had sufficient
practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Progress Chart and Achievement
Chart.
 You need to complete this module before you can perform the next
module.
Instruction Sheets:
Information Sheet- This will provide you with information (concepts,
principles and other relevant information) needed in performing certain
activities.
Task Sheet – This will guide you in performing single task, operation or
process in a job.
Recognition of Prior Learning (RPL)
You may already have some or most of the knowledge and skills covered in this
learners guide because you have:
 been working for some time
 already completed training in this area
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If you can demonstrate to your trainer that you are competent in a particular
outcome, you don’t have to do the same training again. Talk to your trainer about
having them formally recognized. If you have a qualification of Certificate of
Competence from previous work experience, show it to your trainer. If the skills, you
acquired is still current and relevant to the unit/s of competency they may become
part of the evidence you can present for RPL. If you are not sure about the currency
of your skills, discuss this with your trainer.
After completing this module ask your trainer to assess your competency. Result of
your assessment will be recorded in your competency profile. All the learning
activities are designed for you to complete at your own pace.
Inside the learner’s guide you will find the activities for you to complete and at the
back are the relevant information sheets for each learning outcome. Each learning
outcome may have more than one learning activities.
COMPETENCY-BASED LEARNING MATERIALS
List of Competencies
No. Unit Of Competencies Module Title Code
1. Participate in workplace Participating in 400311210
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communication workplace
communication
2. Work in team Working in team 400311211
environment environment
3. Solve/address general Solving/addressing 400311212
workplace problems general workplace
problems
4. Develop career and life Developing career and 400311213
decisions life decisions
5. Contribute to workplace Contributing to 400311214
innovation workplace innovation
6. Present relevant Presenting relevant 400311215
information information
7. Practice occupational Practicing occupational 400311216
safety and health policies safety and health
and procedures policies and procedures
8. Exercise efficient and Exercising efficient and 400311217
effective sustainable effective sustainable
practices in the workplace practices in the
workplace
9. Practice entrepreneurial Practicing 400311218
skills in the workplace entrepreneurial skills in
the workplace
MODULE CONTENT
QUALIFICATION TITLE: BREAD AND PASTRY PRODUCTION NC II

UNIT OF COMPETENCY: WORK IN A TEAM ENVIRONMENT
MODULE TITLE: WORKING IN A TEAM ENVIRONMENT
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MODULE DESCRIPTOR: This unit covers the knowledge, skills and attitudes required to
relate in a work based environment.
Nominal duration: 2 hrs.
QUALIFICATION LEVEL NC II
Introduction
This module covers the knowledge, skills, and attitudes required to apply
problem-solving techniques to determine the origin of problems and plan for their
resolution. It also includes addressing procedural problems through documentation
and referral.
LEARNING OUTCOMES:
Upon completion of this module the students/trainees will be able to:
LO1: Describe team role and scope
LO2: Identify one’s role and responsibility within a team
LO3: Work as a team member
LEARNING OUTCOME SUMMARY
LEARNING OUTCOME #1 Describe Team Role and Scope

CONTENTS
 Understanding team and role of its member
 Standard team operation and structure
 Guiding process and team parameters
 Improving work structure and performance in an organization
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 Fostering initiative and discretion on a job
 Environmental health and safety management
ASSESSMENT CRITERIA
1.1 The role and objective of the team is identified from available sources of
information
1.2 Team parameters, reporting relationships and responsibilities are identified from
team discussions and appropriate external sources
CONDITION
The students/trainees must be provided with the following:
 Paper/Notebook
 Pencil/Ball pen
 Computer with peripherals
 Internet connection
 Learning Management System
 Fax machine
 Telephone
 Storage devices
 Projector
 Audio Visual Presentation
 Printer
 Tools, Supplies and Materials applicable
METHODOLOGIES
 Group discussion Lecture
 Film viewing Individual work
 Self-paced learning
ASSESSMENT METHOD
 Role Play Written Examination Case study
Learning Outcome #1
Learning Activities Special Instructions
Read Information Sheet 2.1-1 Read and understand the information sheet
“Understanding team and role of its member” and check yourself by answering the Self-
Check 2.1-1. You must answer all the
questions correctly
Answer Self-Check 2.1-1 Compare answers with Answer Key 2.1-1
“Standard team operation and structure” and check yourself by answering 2.1-2. You
must answer all the questions correctly.
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“Guiding process team parameters” and check yourself by answering 2.1-3. You
“Improving work structure and performance in and check yourself by answering 2.1-4. You
an organization” must answer all the questions correctly.
“Fostering initiative and discretion on a job” and check yourself by answering 2.1-5. You
Information Sheet 2.1-1

Understanding Team and Role of its Member
Learning Objectives:
After reading this INFORMATION SHEET, YOU MUST be able to:
1. Define the team and its member’s role.
2. Understand the different role of a team member.
3. Apply the various functions of a team member.
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INTRODUCTION
When a team is performing at its best, you’ll usually find that each team
member has clear responsibilities. Just as importantly, you’ll see that every role
needed to achieve the team’s goal is being performed fully and well. But often,
despite clear roles and responsibilities, a team will fall short of its potential. How
often does this happen in the teams you work with? Perhaps some team members
don’t complete what you expect them to do. Perhaps others are not quite flexible
enough, so things “fall between the cracks”. Maybe someone who is valued for their
expert input fails to see the wider picture, and so misses out tasks or steps that
others would expect. Or perhaps one team member become frustrated because he
or she disagrees with approach of another team member. Dr. Meredith Belbin,
studied team work for many years, and famously observed that people in teams tend
to assume different “team roles”. He defined a team role as “a tendency to behave,
contribute and interrelate with others in a particular way” and named nine such team
roles that underlie team success. Belbin suggests that, by understanding your role
within a particular team, you can develop your strengths and manage your weakness
as a team member, and so improve how you contribute to the team. Team leaders
and team development practitioners often use the Belbin model to help create more
balanced teams. Teams can become unbalanced if all team members have similar
styles of behavior or team roles. If team members have similar weaknesses, the
team as a whole may tend to have that weakness. If team members have similar
teamwork strengths, they may tend to compete (rather than cooperate) for the team
tasks and responsibilities that best suit their natural styles.
Knowing this, you can use the model with your team to help ensure that
necessary team roles are, and that potential behavioral tensions or weaknesses
among the team member are addressed.
Understanding Belbin’s Team Roles Model
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Belbin identified nine team roles and he categorized those roles into three
groups: action Oriented, People Oriented, and Thought Oriented. Each team role is
associated with typical behavioral and interpersonal strengths.
Belbin also defined characteristic weaknesses that tend to accompany each
team role. He called the characteristic weaknesses of team roles the “allowable”
weaknesses: as for any behavioral weakness, these are areas to be aware of and
potentially improve.
ACTION ORIENTED ROLES
Shaper (SH)
Shapers are people who challenge the team to improve. They are dynamic
and usually extroverted people who enjoy stimulating others, questioning norms, and
finding the best approaches for solving problems. The Shaper is the one who shakes
things up to make sure that all possibilities are considered and that the team does
not become complacent.
Shapers often see obstacles as exciting challenges and they tend to have the
courage to push on when others feel like quitting.
Their potential weaknesses may be that they’re argumentative, and that they
may offend people’s feelings.
Implementer (IMP)
Implementers are the people who get things done. They turn the team’s ideas
and concepts into practical actions and plans. They are typically conservative,
disciplined people who work systematically and efficiently and are very well
organized. These are the people who you can count on to get the job done.
On the downside, Implementers may be inflexible and can be somewhat
resistant to change.
Completer-Finisher (CF)
Completer-Finishers are the people who see that projects are completed
thoroughly. They ensure that there have been no errors or omissions and they pay
attention to the smallest of details. They are very concerned with deadlines and will
push the team to make sure the job is completed on time. They are described as
perfectionists who are orderly, conscientious and anxious.
However, a Completer-Finisher may worry unnecessarily, and may find it hard
to delegate.
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PEOPLE ORIENTED ROLES
Coordinator (CO)
Coordinators are the ones who take on the traditional team-leader role and
have also been referred to as the chairmen. They guide the team to what they
perceive are the objectives. They are often excellent listeners and they are naturally
able to recognize the value that each team member brings to the table. They are
calm and good-natured, and delegate tasks very effectively.
Their potential weaknesses are that they may delegate away too much
personal responsibility, and tend to be manipulative.
Team Worker (TW)
Team Workers are the people who provide support and make sure that
people within the team are working together effectively. These people fill the role of
negotiators within the team and they are flexible, diplomatic and perceptive. These
tend to be popular people who are very capable in their own right, but who prioritize
team cohesion and helping people get along.
Their weaknesses may be a tendency to be indecisive, and to maintain
uncommitted positions during discussions and decision-making.
Resource Investigator (RI)
Resource Investigators are innovative and curious. They explore available
options, develop contacts, and negotiate for resources on behalf of the team. They
are enthusiastic team members, who identify and work with external stakeholders to
help the team accomplish its objective. They are outgoing and are often extroverted,
meaning that others are often receptive to them and their ideas.
On the downside, they may lose enthusiasm quickly, and are often overly
optimistic.
THOUGHT ORIENTED ROLES
Plant (PL)
The Plant is the creative innovator who comes up with new ideas and
approaches. They thrive on praise but criticism is especially hard for them to deal
with. Plants are often introverted and prefer to work apart from the team. Because
their ideas are so novel, they can be impractical at times. They may also be poor
communicators and can tend to ignore given parameters and constraints.
Monitor-Evaluator (ME)
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Monitor-Evaluators are best at analyzing and evaluating ideas that other
people (often Plants) come up with. These people are shrewd and objective, and
they carefully weigh the pros and cons of all the options before coming to a decision.
Monitor-Evaluators are critical thinkers and very strategic in their approach.
They are often perceived as detached or unemotional. Sometimes they are poor
motivators who react to events rather than instigating them.
Specialist (SP)
Specialists are people who have specialized knowledge that is needed to get
the job done. They pride themselves on their skills and abilities, and they work to
maintain their professional status. Their job within the team is to be an expert in the
area, and they commit themselves fully to their field of expertise. This may limit their
contribution, and lead to a pre-occupation with technicalities at the expense of the
bigger picture.
Figure 1: Belbin’s Team Roles
Action Oriented Shaper Challenges the team to improve

Roles Implementer Puts ideas into action.
Completer Finisher Ensures thorough, timely completion
People Oriented Coordinator Acts as a chairperson

Roles Team Worker Encourages cooperation
Resource Explores outside opportunities
Investigator
Thought Oriented Plant Presents new ideas and approaches

Roles Monitor Evaluator Analyze the options
Specialist Provides specialized skills
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SELF-CHECK 2.1-1
Instruction: Read each question or statement carefully and choose the

correct answer from the given choices for each number. Write the letter of
your answer.
1. Team member that provides specialized skills.

a. Specialist
b. Monitor Evaluator
c. Plant
d. Resource Investigator
2. He/she presents new ideas and approaches in the team.

a. Specialist
c. Plant
3. Analyzes the options in which the team can decide:

a. Specialist
c. Plant
4. Explores outside opportunities where the team can experience and

improve.
a. Specialist
c. Plant
5. A type of member in which encourages cooperation from other

members.
a. Team Worker
b. Complete Finisher
c. Coordinator
d. Implementer
6. A member who puts ideas into action

a. Team Worker
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c. Coordinator
d. Implementer
7. Ensures thorough, timely completion of activities/projects.

a. Team Worker
c. Coordinator
d. Implementer
8. He/she acts a chairperson in a team.

a. Team Worker
c. Coordinator
d. Implementer
9. Challenges the team to improve in every initiated activity.

a. Team Worker
c. Coordinator
d. Shaper
10. She is the proponent of the nine roles if the team.

a. Dr. Meredith Belbin
b. Dr. Meradith Benbin
c. Dr. Mary Ben
d. Dr. Edith Belbin
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Standard Team Operation and Structure

1. Define standard team operation and structure.
2. Understand the types of standard team operation and structure.
3. Know the needs of standard team operation and structure
INTRODUCTION:
What are Standard Operating Procedures (SOPs)?

SOPs are brief, easy-to-understand and use documents, showing action points and
workflows. Ultimately, they create process flowcharts for performing defined tasks. In
other words, standard operating procedures (SOP) are documents to guide an
employee in performing a task smoothly. SOPs are usually written by managers to
ensure uniform and quality output, while simultaneously reducing miscommunication
and ambiguity. SOPs are detail-oriented documents and provide step-by-step
instructions as to how employees within an organization must go about completing
certain tasks and processes.
Types of Standard Operating Procedures (SOP)

While you can write your standard operating procedures according to your
organizational needs, a conventional SOP follows one of the following methods:
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Checklists
A checklist or the to-do list is one of the simplest methods of writing a standard
operating procedures (SOP) document. A checklist can be created on an online
note-taking app like Bit or can be printed out and handed over to employees.
Checklists are the easiest to create as you can simply create a header (the process
you are creating guidelines for) and add relevant checklist items that employees
need to follow in order to complete the task.
Step-by-Step List
Similar to checklists, a step by step bullet list works in the same way where you
describe a procedure in relevant, easy to follow steps. If the task you are creating SOP
for is pretty straightforward, these lists can be more than enough to get the job done
efficiently.
Hierarchical Lists
If your procedures are more complex and need additional info, you can create
hierarchical checklists or bullet lists. If you are unable to explain a task in a single step
and at the same time, don’t want to make the SOP lengthy, adding hierarchical steps can
be beneficial.
PROCESS FLOW CHART
Flowcharts are a wonderful way to represent how a process works visually and help give
better context around the workflow. A flowchart also shows how one step is related to
another, helping employees conceptualize the whole concept and have a better
understanding of the work they are doing.
Why do you need Standard Operating Procedures (SOP)?

1. Time-saving
Even though, creating SOPs can be time-consuming, the end up saving you a ton of
time in the long run. If all employees perform the same task in different ways, some
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are going to do it faster while others might take a long time. Having rules and
guidelines in place streamlines the workflow, ensuring employees do the task in a set
amount of time.
2. Ensure the safety of employees
Standard operating procedures (SOP) make sure that employees perform all tasks
and activities in a consistent yet safe manner. If everyone is doing a task in their own
way. It’s not only inefficient but can also result in adversities. This puts the business in
a tough situation and opens it up for lawsuits and liabilities.
3. Ensures compliance standards are met
Having standard operating procedures in place ensures that industry compliance

standards are followed and met properly. SOPs put measure in place so that employees
comply with relevant laws, policies, and regulations, and avoid any sort of litigation or
risks.
4. Improved communications
Communication is key in business. Still, a whopping 57% of employees report not
being given clear directions and 69% of manager’s report they are not comfortable
communicating with the employees in general. Standard operating procedures make
your manager’s job easier as they don’t have to communicate the policies and
procedures to each and every employee individually. Employees too, don’t have to go
back to their manager’s or co-workers and ask for guidelines in case they forget as
they can quickly go-through the SOP document and get to work.
5. Enhanced accountability
Having standard operating procedures (SOP) in place help managers gouge
employee performance based on the guidelines provided by them. Without proper
work standards, understanding employee performance becomes a matter of personal
opinion, which is far from being the right way to judge your employee’s hard work.
6. Provides consistency
SOPs provide consistency of operations and ensures a smooth workflow. All
employees have the same document which they can go through and know exactly
what needs to be done and how. This leads to consistent performance with fewer
resources wasted.
7. Maintains Organizational Knowledge

Even if your team can perform all necessary tasks with ease, consistently, and without
any external aid or documentation, you still need to create an SOP document. This is
because your current employees are bound to move on to other companies, retire, get
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promoted, or go on a vacation, taking their knowledge, skill, and expertise with them.
Documenting standard operating procedures (SOP) allows you to preserve key
organizational knowledge so that knowledge doesn’t leave the organization if an
employee does.
8. Provides a guiding hand
Standard operating procedures act as a true north for the employees, guiding them in
their journey to do amazing work. It acts as a map that employees-new or old- can
follow and expect a positive outcome, every single time.
9. Onboarding and training
A study conducted by “The American Society for Training and Development (ASTD)”
found that companies that offer comprehensive training have a 218% higher income
per employee than those with less comprehensive training. If you have clearly defined
standard operating procedure documents in place, it becomes way easier to onboard
and train new employees and saves a ton of time and effort.
WHAT AN IDEAL SOP DOCUMENT INCLUDES:

The following structural elements are commonly found in most standard operating
procedures (SOP) out there:
 Title Page: Kickoff your SOP with the title of the procedure, the unique SOP
identification number, date of creation or revision, the department/employees/team the
SOP applies to, and finally the name and signatures of the parties involved in creating
the SOP document.
 Table of Contents: Next up is a table of contents. A table of contents helps

summarize the document structure and acts as a guide for the reader to quickly jump
to sections relevant to him/her. They are particularly helpful if the document is large in
size.
 Purpose: Describe the goals and objectives of creating the document and how it will
benefit the user and the organization
 Scope: Project scope describes the limits of the document and helps the reader
understand the boundaries of the SOP. It clearly states what the document is about
and what it accomplishes.
 Glossary: It’s helpful to include words, abbreviations, or acronyms you may have
used in the document that may not be familiar to your audience.
 Roles and Responsibilities: Identify key stakeholders (employees, managers) who
have to follow this SOP and what responsibilities they would have. This helps avoid
confusion and keeps everyone accountable for their actions.
 Procedures: This will form the bulk of your SOP document as this section will
describe the step-by-step explanations of how to perform tasks and any additional
information needed to complete the tasks.
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 Related documents: Include a list of related training materials or reference guides to
your SOP.
 Health and Safety warnings: Your SOP should have a separate section describing
the things your employees need to avoid and perform the operations in a safe
environment. This not only protects your employees from potential dangers but also
keeps your company away from liabilities.
 Revision History: Add a revision history to ensure your readers that the SOP they are
reading is the latest one.
 Approval Signatures: If your company requires an authorizing officer to sign off on

SOPs, don’t forget to get it approved by them before sharing it with your audience.
STANDARD OPERATING PROCEDURES (SOP): BEST PRACTICES

Here are some tips to keep in mind while writing your SOP document:
 Be clear and concise: since standard operating procedures are text-heavy, it helps if
they are written in simple language for your audience to go through it quickly. Avoid
technical jargon, wordiness, and ambiguity, and remember to keep it simple.
 Make it scan able: Make your SOPs scan able so that employees can quickly go
through them and find what they are looking for. Don’t go on and on in a paragraph
and make sure the length of every paragraph doesn’t exceed 3 lines.
SELF-CHECK 2.1-2
Instruction: Read each question or statement carefully and write T if the

statement is TRUE and write F if the statement is FALSE. Write the letter of
your answer.
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1. Step-by-step list are list can be more than enough to get the job done
efficiently.
2. SOPs should be done in a lengthy detail so that it will be understood

easily.
3. If your procedures are more complex and need additional info, you can
create hierarchical checklists or bullet lists.
4. Make your SOPs scan able so that employees can quickly go through
them and find what they are looking for.
5. SOPs are detail-oriented documents and provide step-by-step instructions

as to how employees within an organization must go about completing
certain tasks and processes.
6. If your company requires an authorizing officer to sign off on SOPs, don’t

forget to get it approved by them before sharing it with your audience.
7. Diagrams are a wonderful way to represent how a process works visually

and help give better context around the workflow.
8. A checklist or to-do-list is one of the simplest methods of writing a

standard operating procedures (SOP) document.
9. An ideal SOP includes table of contents helps summarize the document

structure and acts as a guide for the reader to quickly jump to sections
relevant to him/her.
10. Standard operating procedures make your manager’s job easier as they
need to have communicated the policies and procedures to each and
every employee individually.
ANSWER KEY 2.1-1
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1. T
2. F
3. T
4. T
5. T
6. T
7. F
8. T
9. T
10. F

Guiding Process for Team Parameters
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1. Know the various team parameters.
2. Understand the different process of team parameters.
INTRODUCTION:
A team must regulate how one becomes a member and how one loses this status or
gives it up. The guiding distinction lies in the question:” By which means does one
belong or not?” No team can avoid the decision about inclusion and exclusion.
Without this decision, the social system would have no boundaries. One would not
know which communication belongs to the team and which does not, who to
acknowledge, which impulses would affect, endanger, strengthen, define or change
one’s own membership. The parameters of a group are thus created by the
relevance of a group member’s communications. When a team member is
fundamentally passed over, then this is an exclusion from the team, even when that
person is still formally a member of the team.
Therefore, admission and exclusion are, in most cases, connected with clear signals
and rituals as well as with (marked) feelings among all parties involved. Admissions
and exclusions from the team can be functional and dysfunctional regarding the
accomplishment of goals and the maintenance of the team. For counselling,
therefore, the question for which a change within the membership of the team is
dreamt about, desired, prevented, longed for or feared, is an essential observation
focus.
In the example team, how are team parameters regulated, i.e. included and
excluded? He, who wishes to belong must be a professional, must be calibrated to
quality, must love the product and must be prepared to and want to spend hours
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talking shop about a wheel suspension. Otherwise, one I tolerated but ineffective.
Nobody without distinctive impact can hold his own in a team at this hierarchical
level, therefore, in this team, all sorts of experts can be found, even lovers of their
work. This is also very useful in a development team and therefore, no coincidence.
What is interesting, though, is that the frequency of change in the area management
function can be explained by this. This role cannot only be practiced on the technical
level as authority but must also represent the concerns of the organization in the
team. In the pattern described above, this will, by necessity, lead to doubts about
belonging or to feelings of isolation on the part of the respective area manager. Even
the current one (manager) has sought our consultancy, amongst other things, as a
result of such feelings, which are linked with the stress of unproductive sustained
conflicts. If a team parameter pattern is shaped in such a way that the leader is
constantly on the edge of exclusion because of the aspects which lie in the function,
and then the team immunizes itself against leadership and, with it, it usually slips into
isolation within the organization as well. To identify this as a pattern within team
parameters can be important, because otherwise one can easily draw the conclusion
that the respective team leader is incapable. It is also like that in this case: he is
seen by the board as weak in leadership and assertiveness.
The first rule of team building is an obvious one: to lead a team effectively, you must
first establish your leadership with each team member. Remember that the most
effective team leaders build their relationships of trust and loyalty, rather than fear or
the power of their positions.
 Consider each employee’s ideas as valuable. Remember that there is no
such things as a stupid idea.
 Be aware of employee’s unspoken feelings. Set an example to team

members by being open with employees and sensitive to their moods and
feelings.
 Act as a harmonizing influence. Look for chances to mediate and resolve
minor disputes; point continually toward the team’s higher goals.
 Be clear when communicating. Be careful to clarify directives.
 Encourage trust and cooperation among employee on your team.

Remember that the relationships team members establish among
themselves are every bit as important as those you establish with them. As
the team begins to take shape, pay close attention to the ways in which team
members work together and take steps to improve communication,
cooperation, trust, and respect in those relationships.
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 Encourage team members to share information. Emphasize the
importance of each team member’s contribution and demonstrate how all of
their jobs operate together to move the entire team closer to its goal.
 Delegate problem-solving tasks to the team. Let the team work on

creative solutions together.
 Facilitate communication. Remember that communication is the single

most important factor in successful teamwork. Facilitating communication
does not mean holding meetings all the time. Instead it means setting an
example by remaining open to suggestions and concerns, by asking
questions and offering help, and by doing everything you can to avoid
confusion in your own communication.
 Establish team values and goals; evaluate team performance. Be sure to

talk with members about progress they are making toward established goals
so that employees get a sense both of their success and of the challenges
that lie ahead. Address teamwork in performance standards. Discuss with
your team:
*What do we really care about in performing our job?

*What does the word success mean to this team?
*What actions can we take to live up to our stated values?
 Make sure that you have a clear idea of what you need to accomplish;
that you know what your standards for success are going to be; that you
have established clear time frames; and that team members understand
their responsibilities.
 Use consensus. Set objectives, solve problems, and plan for action. While it
takes much longer to establish consensus, this method ultimately provides
better decisions and greater productivity because it secures every
employee’s commitment to all phases of the work.
 Set ground rules for the team. These are the norms that you and the team
establish to ensure efficiency and success. They can be simple directives
(Team members are to be punctual for meetings) or general guidelines
(Every team member has the right to offer ideas and suggestions), but you
should make sure that the team creates these ground rules by consensus
and commits to them, both as a group and as individuals.
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 Establish a method for arriving at a consensus. You may want to conduct
open debate about the pros and cons of proposals, or establish research
committees to investigate issues and deliver reports.
 Encourage listening and brainstorming. As supervisor, your first priority in

creating consensus is to stimulate debate. Remember that employees are
often afraid to disagree with one another and that this fear can lead your
team to make mediocre decisions. When you encourage debate you inspire
creativity and that’s how you’ll spur your team on to better results.
 Establish the parameters of consensus-building sessions. Be sensitive

to the frustration that can mount when the team is not achieving consensus.
At the outset of your meeting, establish time limits, and work with the team to
achieve consensus within those parameters. Watch out for false consensus;
if an agreement is struck too quickly, be careful to probe individual team
members to discover their real feelings about the proposed solution.
SELF-CHECK 2.1-3

your answer.
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1. One would not know which communication belongs to the team and which
does not, who to acknowledge, which impulses would affect, endanger,
strengthen, define or change one’s own membership.
2. The first rule of team building is an obvious one: to lead a team effectively,
you must first establish your qualifications with each team member.
3. Encourage listening and brainstorming. As supervisor, your first priority in

creating consensus is to stimulate debate.
4. Emphasize the importance of each team member’s contribution and just

leave them on how all of their jobs operate together.
5. Consider each employee’s ideas as valuable.
6. Be insensitive to the frustration that can mount when the team is not
achieving consensus.
7. Make sure that you have a clear idea of what you need to accomplish.
8. The parameters of group are thus created by the relevance of a group

member’s communications.
9. Set objectives, solve problems, and plan for action.
10. Admissions and exclusions from the team can be functional and
dysfunctional regarding the accomplishment of goals and the maintenance
of the team.
ANSWER KEY 2.1-3
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1. T
2. F
3. T
4. F
5. T
6. F
7. T
8. T
9. T
10. T

Improving Work Structure and Performance in an Organization

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1. Know the different ways to improve and pitfalls of performance in an
organization.
2. Understand and appreciate the functions of work structure in an organization.
INTRODUCTION:
Any organization can benefit from the process of strategic planning. Strategic planning
improves upon organizational performance by streamlining operations, optimizing time
management, and appropriately leveraging resources. From small startups to larger
enterprises, the use of strategic planning empowers an organization to make the most of
what they have.
The Benefits of Strategic Planning
Strategic planning gives a clear purpose to an organization. Through strategic
planning, organizations are able to deploy, build upon, and utilize their resources in
the most effective possible fashion. During the planning stages, organizations are
able to tap into the knowledge and experience of their employees and managers.
This gives an organization the flexibility to grow and develop with the help of its
team. With a shared goal in place, the entire company will be able to achieve a
sense of fulfillment and satisfaction when goals are met. Roadblocks and potential
bottlenecks will also be resolved before they can inhibit revenue and success.
Strategic planning must occur with the support of upper-level management. It is a
top-down organizational strategy that will ideally become company culture. Strategic
planning starts with clearly defined goals regarding the company’s direction. Ideally,
each of the company’s initiative must then follow this plan. If an initiative is not
working towards a company’s goals, it should then be examined. Strategic planning
development, in addition to smaller, project-based and event-based plans, which
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may include resource management and acquisition. Overall, the company should be
moving towards a singular, well-defined vision through its actions.
Achieving Improved Organizational Performance

An organization (and its employees) will naturally function better when working
towards a specific goal. Strategic planning must use the information available to
determine whether certain areas of the business can be optimized. The optimization
should align with the goals of the company; key metrics for success should be
tracked, such as customer retention, profitability, and revenue. Through the use of
this data, planners will be able to both create relevant strategies and to determine
whether these strategies are working as they should. As the strategy progresses,
more specific data should be collected that will allow the business to continue to fine-
tune its operations. Monitoring and reporting is one of the most critical strategic
planning.
Steps to Improve Your Organization’s Performance
Grow your company from within.

 When searching for ways to improve your organization, in many situations,
the best place to start is from within.
 When executed properly, improvements within your company can be
beneficial for driving performance and encouraging employee progress.
 Be engaging, learn the metrics, utilize training methods and place a focus on
the business; all of these are simple ways to improve your organization.
Organizational improvements are an ongoing process, and each organization has its
own specific needs; however, there are common improvements that are necessary
for many organizations on an ongoing basis, including:
 Strategy and mission:

Changes in strategy and mission are often difficult to map out, but as a
business owner, you need to continually monitor how well- or if – your
organization is meeting your mission, and you need to be prepared to change
a strategies if needed.
 Organizational structure:
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This concerns the roles, objectives, and responsibilities of individuals, departments,
and teams. Structures change, some are relatively minor, while some such as
mergers are considered extreme and intense.
 People:
Organizational improvements in regards to personnel consist of turnover,
hiring, training and other changes that will be beneficial for the organization.
 Knowledge:
Changes/improvements to the knowledge of an organization is critical for
process, progress and initiative.
Engage your people

Employee engagement is one of the most written and talked about issues today in
business. Below are key actions you, as a business owner, can take to enable your
people to engage: to feel passionate about the work they do, deliver their best
performance and to strengthen their commitment:
 Build a strong understanding of your business strategy throughout your
workforce. Ensure everyone can answer the following questions:
*Why do customers buy from us?
*Who are our key competitors, and why do their customers buy from them?
*How do I contribute to our unique differentiation?
 Build trust. Employees need to know that their managers and executives care
about them as people as well as being committed to their success.
 Make sure every employee is using his or her preferred skills and has an
effective degree of autonomy.
 Focus each department on improving its procedures and targeting its activities
on better achieving the company’s competitive differentiation through what
people do and how they do it.
Leverage high-impact leadership practices.

Communication is king in today’s organizations. It’s one of the biggest challenges
leaders have and is probably a weakness for many companies. Communicate clearly
in simple language, creatively, interactively, daily about core business subjects, such
as:
 Departmental and organization performance targets, progress, obstacles and
solutions
 Stories about competitors and customer successes, i.e., from sales and
customer service
 Current organizational initiatives
Identify and remove internal roadblocks.

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How well aligned with your competitive differentiation strategy are your company’s
policies, procedures and structure? Look for indicators of misalignment such as:
 Do people need to work around policies and work procedures to get things
done?
 Do your policies and work procedures enable people to get the right things
done quickly?
 How are relationships between functions, i.e., manufacturing and sales? Are
conflicts and frustrations routine?
Align your metrics
To have meaning, the metrics people focus on need to be understood by them to be

within their influence. Here’s how metrics can help each department help your
company meet is a goal:
 Your metrics can provide great value when they serve as a guide to decision-
making and prioritizing work.
 Nonfinancial metrics that relate directly to your competitive differentiation can
help keep everyone aligned in a similar strategic direction.
 Explaining how metrics are chosen and measured, and tailoring metrics to
each department can enable people to understand how they each make a
difference in the company’s performance.
Use training and development strategically.
Many organizations have a workforce that is approaching or past traditional

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

 All employees should receive training that applies to their current duties and
that is future-focused.
 Develop career paths for people to progress to roles that will be needed in the
future. Know your people and what their goals are for the future. Support them
in channeling their paths to the future within your company
 Customer intimacy: Providing customization to meet each customer’s
individual needs, providing outstanding customer experiences and building
strong, long-term customer relationships.
 Operational efficiency: Providing a universal set of products and services
designed to be cost-effective for customers. This is not competing on price as
much as it is providing value to customers that save them money. Do your
products make customer processes more efficient, i.e., reduce downtime,
improve quality?
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 Leading-edge: Providing new, innovative products and services based on the
latest technologies and practices. This depends on having strong research
that are both different and effectively meet customer needs.
AVOIDING COMMON PITFALLS OF STRATEGIC PLANNING
Organization new to strategic planning can easily become buried in the details.
However, strategic planning is most valuable as a method of examining the
company’s goals and initiatives. Though the final planning examining the company’s
goals and initiatives. Though the final planning documentation is important, it should
not be prioritized above the company’s actual operations. Likewise, finding the
“perfect” strategy isn’t always possible; decision makers will need to be firm when
moving out of the strategy phase. Finally, organization may seek to achieve strategic
plans that are far too complex. Organization new to strategic planning should begin
with simpler plan first.
Strategic planning doesn’t come naturally to every business. Though it is a highly

structured process, much of it requires experience and intuition. Planners will need
to be able to look ahead and determine likely challenges and risk. Likewise, they will
need to identify the best ways to deal with these risk. Strategy and Management
Services, Inc. strategy planning process.
SELF-CHECK 2.1-3

your answer.
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1. Strategic planning does come naturally to every business.
2. Through strategic planning, organizations are able to deploy, build upon,

and utilize their resources in the most effective possible fashion.
3. Strategic planning must occur with the support of upper-level

management.
4. Before the planning stages, organizations are able to tap into the
knowledge and experience of their employees and managers.
5. Strategic planning is most valuable as a method of examining the

company’s goals and initiatives.
6. Build a strong understanding of your business strategy throughout your

workforce.
7. From small startups to larger enterprises, the use of strategic planning

empowers an organization to make the most of what they have.
8. Planners will need to be able to look ahead and determine likely

challenges and risk. Likewise, they will need to identify the best way to
deal with these risks.
9. With a shared goal in place, the entire company will be able to achieve a
sense of fulfillment and satisfaction when goals are met.
10. Finding the “perfect” strategy isn’t always possible; decision makers will
need to be firm when moving out of the strategy phase.
ANSWER KEY 2.1-4
1. T
2. T
3. T
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4. F
5. T
6. T
7. T
8. T
9. T
10. T
References:
https/getsamsnow.com/strategic improve-planning-organizational performance/
https/www.business.com/articles/6- steps-to-improve-organizational performance-2/

LEARNING OUTCOME #2 Identify One’s Role and Responsibility
within a Team
CONTENTS
 Team Development
 Characteristics of Effective Teamwork
 Roles and Responsibilities of Effective Teamwork
ASSESSMENT CRITERIA
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1. Individual roles and responsibilities within a team environment are identified
2. Roles and objectives of the team is identified from available sources of
information
3. Team are parameters, reporting relationships and responsibilities identified
based on team discussions and appropriate external sources
CONDITION
 Students/trainees must be provided with the following

 Paper/Notebook
 Pencils/Ball pen
 lnternet connection
 Learning management system
 Fax machine
 Telephone
 Storage devices
 Projector
 Audio-visual presentation
 Printer
METHODOLOGIES
 Group discussion
 Lecture
 Film viewing
 Demonstration
 Role playing
ASSESSMENT METHOD
 Role play
 Written examination
Learning Outcome #2
“Team development” and check yourself by answering the Self-
Check 2.2-1. You must answer all the
questions correctly
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“Characteristics of effective teamwork” and check yourself by answering 2.2-2. You
“Roles and Responsibilities of effective and check yourself by answering 2.2-3. You
teamwork” must answer all the questions correctly.

Team development
1. Identify the various principles of team development.
2. Understand the stages of team development.
3. Apply the stages of team development.
Introduction:
Team Development Stages

As a way to improve teamwork
and help companies become
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more efficient, researcher Bruce Wayne Tuckman published "Tuckman's Stages" in
1965. It talked about the four stages of development all teams move through over
time: forming, storming, norming, and performing. In 1977, Tuckman and doctoral
student Mary Ann Jensen added a fifth stage called adjourning to make it is the five
stages of team development.
What is Tuckman's Model of Group Development?
Psychologist Bruce Tuckman developed his group development model in 1965 to

explain how healthy teams cohere over time. Tuckman's model identifies the five
stages through which group progress: forming, team development represent a step
on the team-building ladder. As the forming, storming, norming, performing, and
adjourning. Each of the five stages of are climb the ladder, they morph from a
random assembly o of group members climb strangers into a high-performing team
that can work toward a common strangers goal. Here are Tuckman's five stages of
group development explained in detailed.
Forming stage group of development

The forming stage involves a period of orientation and getting acquainted.
Uncertainty is high during this stage, and people are looking for leadership and
authority. A member who asserts authority or is knowledgeable may be looked to
take control.
Storming stage group development

In the storming stage, people start to push against the established boundaries.
Conflict or friction can also arise between team members as their true characters –
and their preferred ways of working – surface and clash with other people.
Norming stage group development

In the norming stage, consensus develops around who the leader or leaders are,
and individual member's roles. Interpersonal differences begin to be resolved, and a
sense of cohesion and unity emerges. Team performance increases during this
stage as members learn to cooperate and begin to focus on team goals.
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Performing stage group development
Every member of the team is focused and set on the team objective. There is a
sense of trust and confidence within the team. For any team that has reached this
stage, there is no possible way to miss the goal or the objective.
Adjourning stage group development

In the adjourning stage, most of the team's goals have been accomplished. The
emphasis is on wrapping up final tasks and documenting the effort and results. As
the work load is diminished, individual members may be reassigned to other teams,
and the team disbands.
Self-Check 2.2-1
Enumeration:
Enumerate the 5 Stages of Team the 5 Stages of Team Development
1.
2.
3.
4.
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5.
True or False
Instruction: Read each question or statement carefully and Write T" if the statement
is true the write F” if statement is False. Write your answer in sheet of paper.
6. Adjourning is when people start to push against the establish boundaries.

7. Forming is the last stage of stage group development.
8. The second stage of Tuckman’s stage development is storming the conflict or
friction can also arise between team members as their true characters.
9. Each of the five stages of are climb the ladder, they morph from a random
assembly of group members climb strangers into a high-performing team that can
work toward a common strangers goal.
10. Tuckman developed his stage develop model in 1965.
ANSWER KEY 2.2-1
1. FORMING
2. STORMING
3. NORMING
4. PERFORMING
5. ADJOURNING
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6. F
7. F
8. T
9. T
10. T
References:
https://images.app.goo.gl/mkSaZCErU11RaHKa6
Learning-topics/teams/articles/stages-development#:~:text=In%20the%20Performing
%20stage%20of,each%20other's)%20strengths%20and%20weaknesses
Characteristics of Effective Teamwork
1. Identify the characteristics of teamwork.
2. Understand the characteristics of each team member.
3. Apply the characteristics to have a commendable teamwork.
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Introduction:
10 TEAM CHARACTERISTICS OF EFFECTIVE TEAMWORK
1. Clear Direction
Sometimes, organizations are in such a hurry to move on their
projects that they pull together groups of people without first deciding
on the goals and desired outcomes. In his book, Team Renaissance:
The Art, Science and Politics of Great Teams (Old Man River
Publishing, 2013), Richard Spoon explains that without a clear sense of
what the team needs to accomplish and how a successful outcome will
be defined, it’s impossible to assemble the right group of people to get
there.
So, decide on the team goals and desired outcomes first. Use it
for clear direction for the team you select. Start at the end point: What
is the outcome you want and why? Leave the team flexibility to develop
the best way to get there.
2. Open and Honest Communication
Communication is the close brother of chemistry. In any team,

communication is crucial to building a sense of camaraderie between
members. The manner of communication- how freely and frequently
team members communicate- determines the effectiveness of the team.
Put simply, the more freely you talk to your fellow team members, the
more comfortable you are in sharing insights and ideas. This is just one
major reason why modern businesses emphasize communication and
collaboration tools.
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The most important part of communication is listening. Listening
is not just a way to find things out. It’s also a sign of respect. So, send
the message that your conversation partner is valuable. Listen like you
mean it. Demonstrate that you’re listening. Paraphrase, re-state, and
react to what you hear. Ask for clarification. Get involved.
3. Support Risk Taking and Change

Good teams support appropriate risk taking and experimentation
for change. They look on first time mistakes as opportunities for
learning.
4. Defined Roles
Roles might shift somewhat once the team is assembled, but
understand the skill sets and thinking styles are needed on the team. If
a team needs to develop a new product for market, that team will need
a detail-oriented person (the task-master), who is methodical and can
keep the team on track.
The explorer will be more of a big-picture thinker who can help
the team see what is possible. The number-cruncher will take charge of
measurement and metrics. It’s possible your team will have other roles
to fill, but you should have a good handle on those roles before you
begin staffing.
Once you have a plan for those basics, begin choosing the
strongest team members to carry out the project.
5. Mutually Accountable
Teams accept responsibility as individuals and as a team. They
don’t blame one another for team mistakes and failures. No one should
spend any time, useless time, in personal justifications. They should
celebrate their success together and recognized special performance
and contribution that each team member makes to the total work of the
team.
6. Communicate Freely
Communication is the cousin of chemistry. In any team,
communication is crucial to building a sense of camaraderie between
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members. The content of communication is rather irrelevant, as
researchers at MIT’s Human Dynamics Laboratory have shown.
Rather, the manner of communication- how freely and frequently team
members communicate- determines the effectiveness of the team. Put
simply, the more freely you talk to your fellow team members, the more
comfortable you are in sharing insights and ideas. This is just one
major reason why modern businesses emphasize communication and
spend significant time each year on social communication and
collaboration tools.
7. Common Goals
A chief characteristic of any successful team is that members

place the common goal above individual interests. While scaling
individual targets is great for personal morale, teams succeed when
they understand, appreciate and work with a common purpose.
8. Encourage Differences in Opinions
Agreeing on common goal is essential. But it shouldn’t come at

the cost of suppressing alternative ideas and opinions. Having
divergent opinions within a team enhances team performance; a
diverse team is its competitive advantage.
Diverse opinions sir imagination and new ideas. Imagination and

new ideas stir creativity. Unless the status quo is threatened and
questioned, you won’t find those crucial “out of the box “ideas.
9. Collaboration
Close collaboration is a trait shared by every successful team,
whether it be the Apple leadership team or Lennon-McCartney of the
Beatles fame or Jordan-Pippen of the Chicago Bulls fame. The idea is
simple enough: the more you collaborate and the more you
communicate, the more you create.
10. Team Trust
Team members who cannot trust one another or who do not
believe in the process and goals of the team find success. Effective
teams focus on solving problems. Trust is an adjunct of effective
communication; there can be trust between team members only if
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they are allowed to air their views freely. This is the reason why
organizations often undertake team-building exercises that put team
members in positions of trust.
Self-Check 2.2-2
Enumeration:
Enumerate the 10 Team Characteristics of Effective Teamwork
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
ANSWER KEY 2.2-2
1. CLEAR DIRECTION
2. OPEN AND HONEST COMMUNICATION
3. SUPPORT RISK TAKING AND CHANGE
4. DEFINED ROLES
5. MUTUALLY ACCOUNTABLE
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6. COMMUNICATE FREELY
7. COMMON GOALS
8. ENCOURAGE DIFFERENCES IN OPINIONS
9. COLLABORATION
10. TEAM TRUST

Roles and Responsibilities of Effective Teamwork
1. Identify the roles and responsibilities.
2. Understand the functional role and responsibilities of the team.
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Introduction:
HOW TO DEFINE YOUR TEAM’S ROLES AND RESPONSIBILITIES

When teams have clear functions and responsibilities, they know what
is expected of them and work more efficiently. Knowing their roles will also help them
feel encouraged and motivated toward completing their various tasks.
Understanding how to develop the right roles for your team is crucial to
your company’s success. In this article, we define what roles and responsibilities are
and determine how to best use each employee’s skillset for your team’s overall
objective.
WHAT ARE ROLES AND RESPONSIBILITIES?

Roles refer to one’s position on a team. Responsibilities refer to the
tasks and duties of their particular role or job description. Employees are held
accountable for completing several tasks in the workplace. The clearer their
supervisor outlines the tasks; the better employees can achieve their team’s goals
and succeed in their individual roles at the company. For a supervisor or team leader
to effectively delegate, however, they must understand that individual’s role at the
company. It can also be beneficial to understand the benefits of implementing
functional roles and responsibilities.
BENEFITS OF FUNCTIONAL ROLES AND RESPONSIBILITIES

Along with increasing team efficiency, creating functional roles and
responsibilities provides several other benefits that could help your company as a
whole. Understanding these benefits will motivate team leaders to implement them in
the future if they haven’t already. Here are some of the benefits of establishing
functional roles and responsibilities.
1. INCREASED PRODUCTIVITY
When teams understand what’s expected of them, they know what they
need to work on. Having a clear definition of their responsibilities will increase
your team’s overall productivity. This productivity will then lead to your team’s
increased momentum and success in the long run.
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2. TEAM SUCCESS
By effectively delegating necessary tasks and having a set schedule,
you’re setting your team up for success. Employees with clear duties and
deadlines have all the tools they need to get the job done and achieve optimal
success.
3. INCREASED MORALE AND MOMENTUM
When an employee’s responsibilities are clearly defined and they are

successful in their role, the entire team will benefit from it. Team success is a
great way to build momentum for future projects, thus fostering more
productivity. This same success will also contribute to the team’s heightened
confidence.
HOW TO DEVELOP FUNCTIONAL ROLES AND RESPONSIBILITIES

Understanding your team’s goals and objectives is a great way to determine
functional roles and responsibilities. When employees know what they should be
working on, they’re more productive and have the ability to produce higher-
quality content. Here’s how to develop functional roles and responsibilities in
your team:
1. DETERMINE WHAT NEEDS TO GET DONE

Make a list of all the tasks that need to be completed. This will give you
an idea of how many tasks you’ll need to delegate. Make note of what your
team is currently working on as well as previous projects. Were past projects
met with success? If not, what could have been improved? Are there tasks
that need to be completed but haven’t been? Recognize and delegate them to
your team accordingly.
2. IDENTIFY STRENGHTS AND WEAKNESSES
Noticing your team’s strengths and weaknesses is great way to assign
responsibilities as they pertain to their job descriptions. Once you have an
idea of where an employee tends to shine, assign them tasks that cater to
their strengths. If they show weakness in a specific area, consider assigning
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that task to another team member who can perform the task more
successfully. This will help your team work more efficiently and help them gain
confidence in knowing they can do what was asked of them. At the same time,
it’s important to remember that employees should always be learning and
expanding their skill set on the job.
3. REFER BACK TO A TEAM MEMBER’S JOB DESCRIPTION
Take note of every team member’s job description when determining
their duties. An employee should be given tasks that adhere to what they were
hired for in the first place. It’s also important to take into consideration their
interpersonal skills, interests and past successes. A combination of their job
description and their individual personality traits will help you better delegate
your team’s assignments.
4. GET FEEDBACK
Asking for feedback can provide you with more insight into how to
create functional team roles and responsibilities. By asking your team for
feedback, you’re also showing them that you care about their opinion and
insight. This will help foster a healthy discussion of their expectations within
the company. Having a clear stream of communication with your team is key.
TEAM MEMBER ROLES AND RESPONSIBILITIES
Each team member has a role to play on the team, defined by skillset
and experience. Some might be optimists, encouraging, innovative ideas and
positivity, while others will be more pragmatic and encourage definable goals and
structure. The point is that all roles have their own value in the collaboration of a
team. Here are some general roles and responsibilities for a team member.
 Actively participate
 Be an active listener
 Take notes
 Complete tasks and assignments.
TEAM LEADER ROLES AND RESPONSIBILITIES
The main role of a team leader is to provide the team with direction and
support. They’re also responsible for delegating tasks. To effectively lead a team, a
team leader must outline not only the team’s main objective but the tasks each
employee is responsible for. As an effective team leader, you should:
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 Prepare material for your team
 Maintain a team calendar or schedule
 Schedule and hold meetings
 Facilitate discussion
 Communicate with team members
 Assign responsibilities
 Draft and deliver correspondence
 Supervise team members
 Support team members
SELF-CHECK 2.2-3

your answer.
1. The main role of a team leader is to provide the team with direction and
support.
2. Take note of every team member’s job description when determining their
duties.
3. Do not make a list of all the tasks that need to be completed.
4. Noticing your team’s strengths and weaknesses is a great way to assign

responsibilities as they pertain to their job descriptions.
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5. A combination of their job description and their individual personality traits
will help you better delegate your team’s assignments.
6. When employees do not know what they should be working on, they’re
more productive and have the ability to produce higher-quality content.
7. Having a clear definition of their responsibilities will increase your team’s

overall productivity.
8. Make note of what your team is currently working on as well as previous

projects.
9. Knowing their roles will also help them feel encouraged and motivated
toward completing their various tasks.
10. Neglecting the development right roles for your team is crucial to your
company’s success.
ANSWER KEY 2.2-3
1. T
2. T
3. F
4. T
5. T
6. F
7. T
8. T
9. T
10. F
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LEARNING OUTCOME #3 Work as a Team Member
CONTENTS
 Communication : Meaning, Purpose, Importance and
Principles
 Form and Components of Communication
 Guidelines in making/presenting reports.
ASSESSMENT CRITERIA
1. Effective and appropriate forms of communication are used and interactions
undertaken with team members based on company practices.
2. Effective and appropriate contributions made to complement team activities
and objectives, based on workplace context.
3. Protocols in reporting are observed based on standard company practices
4. Contributes to the development of teamwork plans based on an
understanding of team’s role and objectives
CONDITION
Students/trainees must be provided with the following:

 Paper/Notebook
 Pencils/Ball pen
 lnternet connection
 Learning management system
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 Fax machine
 Telephone
 Storage devices
 Projector
 Audio-visual presentation
 Printer
 Tools, supplies and materials applicable
METHODOLOGIES
 Group discussion
 Lecture
 Film viewing
 Demonstration
 Role playing
ASSESSMENT METHOD
 Role play
 Written examination
Learning Outcome #3
“Communication: meaning, purpose, and check yourself by answering the Self-
importance and principle” Check 2.3-1. You must answer all the
questions correctly
“Forms and components of communication” and check yourself by answering 2.2-2. You
“Guidelines in making/presenting reports” and check yourself by answering 2.3-3. You
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Communication: Meaning, Purpose, Importance and Principles

1. Know the meaning, purpose, importance and principles of communication.
2. Apply the various principles to have an effective communication.
Introduction:
Meaning and Nature of Communication
The exchange of information or passing of information, ideas or thought from
one person to the other or from one end to the other is communication. According to
McFarland communication is, “a process of meaningful interaction among human
beings. More specifically, it is the process by which meanings are perceived and
understandings are reached among human beings.” Newman and summer defined
communication as “an exchange of facts, ideas, opinions or emotions by two or more
persons.”
Communication is the process of passing information from one person to
another. The purpose of communication understands of information. Whatever one
wants to say to someone should be clearly understood by him else the very purpose
of the communication would be defeated.
In an organization communication facilitates the flow of information and
understanding between different people and departments through different media
using all the channels and networks. This flow of information is vital for managerial
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effectiveness and decision making in general and for human resource manager in
particular as he has to be in contact with the managers of various departments,
employees and workers and trade union leaders.
Communication thus helps understand people better removing
misunderstanding and creating clarity of thoughts and expression. It also educates
people. The communication may be written or oral, formal, informal, and upward,
downward, horizontal, diagonal, interpersonal, intrapersonal, interdepartmental,
intra-organizational. The communication brings people together, closer to each
other. The communication is an important management function closely associated
with all other managerial functions. It bridges the gap between individuals and
groups through flow of information and understanding between them. Information is
the most vital aspect for communication. It is the information which is transmitted,
studied, analyzed and interpreted and stored. The manager therefore has to spare
time to collect, analyze and store the information for decision-making and routine day
to day business.
Purpose of Communication:
Management is getting the things done through others. The people working in
the organization should therefore be informed how to do the work assigned to them
in the best possible manner. The communication is essential in any organization.
The Purpose of the communication can be summed up into the following:

1. Flow of Information:
The relevant information must flow continuously from top to bottom and
vice versa. The staff at all levels must be kept informed about the
organizational objectives and other developments taking place in the
organization. A care should be taken that no one should be
misinformed. The information should reach the incumbent in the
language he or she can understand better. The use of difficult words
should be avoided. The right information should reach the right person,
at right time through the right person.
2. Coordination
It is through communication the efforts of all the staff working in the

organization can be coordinated for the accomplishment of the
organizational goals. The coordination of all personnel’s and their
efforts is the essence of management which can be attained through
effective communication.
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3. Learning Management Skills:
The communication facilitates flow of information, ideas, beliefs,

perception, advice, opinion, orders and instructions etc. both ways
which enable the managers and other supervisory staff to learn
managerial skills through experience of others. The experience of the
sender of the message gets reflected in which the person at the
receiving end can learn by analyzing and understanding it.
4. Preparing People to Accept Change:

The proper and effective communication is an important tool in the
hands of management of any organization to bring about overall
change in the organizational policies, procedures and work style and
make the staff to accept and respond positively.
5. Developing Good Human Relations:
Managers and workers and other staff exchange their ideas, thoughts
and perceptions with each other through communication. This helps
them to understand each other better. They realize the difficulties faced
by their colleagues at the workplace. This leads to promotion of good
human relations in the organization.
6. Ideas of Subordinates Encouraged:
The communication facilitates inviting and encouraging the ideas from

subordinates on certain occasions on any task. This will develop
creative thinking. Honoring subordinates ideas will further motivate
them for hard work and a sense of belonging to the organization will be
developed. It will provide them with the encouragement to share
information with their superiors without hesitation. The manager must
know the ideas, thoughts, comments, reactions and attitudes of their
subordinates and subordinates should know the same from the lowest
level staff of their respective departments.
IMPORTANCE OF COMMUNICATION:
Effective communication is vital for efficient management and to

improve industrial relations. In modern world the growth of telecommunication,
information technology and the growing competition and complexity in
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production have increased importance of communication in organization’s
large and small irrespective of their type and kind. A corporate executive must
be in a position to communicate effectively with his superiors, colleagues in
other departments and subordinates. This will make him perform well and
enable him to give his hundred percent to the organization.
The following points can illustrate the importance of communication in

human resource management:
1. Base for Action:
Communication acts as a base for any action. Starting of any activity

begins with communication which brings information necessary to
begin with.
2. Planning Becomes Easy:

Communication facilitates planning. Planning is made easy by
communication. Any type of information regarding the human resource
requirement of each department of the organization with their
qualifications, the type and kinds of job etc. can be collected through
communication which helps in human resource planning. Policies and
programs for their acquisition can be prepared and implemented. In the
entire process communication plays a vital role, it also facilitates
managerial planning of the organization.
3. Means of Coordination:
Communication is an important tool for coordinating the efforts of
various people at work in the organization.
4. Aids in Decision-Making:
The information collected through communication aids in decision-
making. Communication facilitates access to the vital information
required to take decisions.
5. Provides Effective Leadership:
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A communication skill bring manager near to his subordinates and
exchange ideas and submits appropriate proposals, know their
opinions, seeks advices and make decisions. This enables a manager
to win confidence of his subordinates through constantly
communicating with them and removing the probable
misunderstandings. In this way he leads his people to accomplish the
organizational goal.
6. Boosts Morale and Motivation:

An effective communication system instills confidence among
subordinates and workers ensuring change in their attitude and
behavior. The main cause of conflict and dissatisfaction is
misunderstanding which can be removed through communication skills.
The removal of misunderstanding makes manager and his
subordinates understand each other and create good industrial
relations. This boosts up the morale of the people and motivates them
to work harder.
PRINCIPLES OF COMMUNICATION:
Lack of effective communication renders an organization handicapped.
So to have effective communication certain principles are to be
followed.
They are as follows:
1. CLARITY:
The principle of clarity means the communicator should use such a

language which is easy to understand. The message must be
understood by the receiver. The words used should be simple and
unambiguous. The language should not create any confusion or
misunderstanding. Language is the medium of communication; hence it
should be clear and understandable.
2. ADEQUACY AND CONSISTENCY:
The communicator must carefully take into account that the information
to be communicated should be complete and adequate in all respect.
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Inadequate and incomplete message creates confusion and delays the
action to be taken. The adequate information must be consistent with
the organizational objectives, plans, policies and procedures. The
message which is inconsistent may play havoc and distort the
corporate interests.
3. INTEGRATION:
The principle of integration portrays that through communication the
efforts of human resources of the organization should be integrated
towards achievement of corporate objectives. The very aim of
communication is to achieve the set target. The communication should
aim at coordinating the activities of the people at work to attain the
corporate goals.
4. ECONOMY:
The unnecessary use of communication system will add to cost. The
system of communication must be used efficiently, timely i.e. at the
appropriate time and when it is necessary. The economy in use of
communication system can be achieved in this way.
5. FEEDBACK:
The purpose of communication will be defeated is not taken from the
receiver. The confirmation of the receipt of the message in its right
perspective from its receiver fulfills the object of communication. The
feedback is essential only in case of written communication and
messages sent through messengers. In case of oral type of
communication the feedback is immediately known.
6. NEED FOR COMMUNICATION NETWORK:

The route through which the communication passes from sender or
communicator to its receiver or communicate refers to communication
network.
7. ATTENTION:
The message communicated must draw the attention of the receiver
staff and ensure action from him in the right perspective. The efficient,
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sincere and prompt, manager succeeds in drawing the attention of his
subordinates to what he is conveying.
It is the psychology of the people that they watch their superiors closely
and then respond to their orders or instructions. Lazy and insincere
superiors fail to garner support for themselves and their instructions
usually are not taken seriously by their subordinates. Adhering to the
above principles shall make communication effective. Minimize the
human relations problems and increases the overall efficiency.
SELF-CHECK 2.2-3

your answer.
1. The message communicated must draw the attention of the receiver staff
and ensure action from him in the right perspective.
2. The route through which the communication passes from sender or

communicator to its receiver or communicate refers to context.
3. The unnecessary use of communication system will add to cost.
4. The communication facilitates inviting and encouraging the ideas from

subordinates on certain occasions on any task.
5. The proper and effective communication is an important tool in the hands

of management of any organization to bring about overall change in the
organizational policies, procedures and work style and make the staff to
accept and respond positively.
6. The exchange of information or passing of information, ideas or thought

from one person to the other or from one end to the other is
communication.
7. Planning is made easy by communication.
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8. The purpose of communication will be defeated if feedback is not taken
from the receiver.
9. Planning is an important tool for coordinating the efforts of various people

at work in the organization.
10. Effective communication is vital for efficient management and to improve

industrial relations.
ANSWER KEY 2.3-1
1. T
2. F
3. T
4. T
5. T
6. T
7. T
8. T
9. F
10. T
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Forms and Components of Communication

1. Know the forms of communication.
2. Know the components communication
Introduction:
Forms of communication vary in terms of participants, channels used, and contexts.
The five main forms of communication, are intrapersonal, interpersonal, group,
public, and mass communication. In the following we will discuss the similarities and
differences among each form of communication, including its definition, level of
intentionality, goals, and contexts.
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Intrapersonal Communication
Intrapersonal communication is communication with oneself using internal

vocalization or reflective thinking. Like other forms of communication, intrapersonal
communication is triggered by some internal or external stimulus. We may, for
example, communicate with our self about what we want to eat due to the internal
stimulus of hunger, or we may react intra-personally to an event we witness. Unlike
other forms of communication, intrapersonal communication takes place only inside
our heads.
Interpersonal Communication
Interpersonal communication is communication between people whose lives

mutually influence one another. Interpersonal communication builds, maintains, and
ends our relationships, and we spend more time engaged in interpersonal
communication than the other forms of communication.
Interpersonal communication can be planned or unplanned, but since it is interactive,

it is usually more structured and influenced by social expectations than intrapersonal
communication. Interpersonal communication is also more goal oriented than
intrapersonal communication and fulfills instrumental and relational needs.
Group Communication
Group communication is communication among three or more people interacting to

achieve a shared goal. You have likely worked in groups in high school and college,
and if you’re like most students, you didn’t enjoy it. Even though it can be frustrating,
group work in an academic setting provides useful experience and preparation for
group work in professional settings.
Public Communication
Public communication is a sender-focused form of communication in which one

person is typically responsible for conveying information to an audience. Public
speaking is something that many people fear, or at least don’t enjoy. But, just like
group communication, public speaking is an important part of our academic,
professional, and civic lives.
Mass Communication
Public communication becomes mass communication when it is transmitted to many

people through print or electronic media. Print media such as newspapers and
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magazines continue to be an important channel for mass communication. Television,
websites, blogs, and social media are mass communication channels that you
probably engage with regularly. Radio, podcasts, and books are other examples of
mass media. The technology required to send mass communication messages
distinguishes it from the other forms of communication.
The communication process is made up of four key components. Those components

include encoding, medium of transmission, decoding, and feedback. There are
also two other factors in the process, and those two factors are present in the form of
the sender and the receiver.
The first step the sender is faced with involves the encoding process. In order to
convey meaning, the sender must begin encoding, which means translating
information into a message in the form of symbols that represent ideas or concepts.
This process translates the ideas or concepts into the coded message that will be
communicated.
To begin transmitting the message, the sender uses some kind of channel (also
called a medium). The channel is the means used to convey the message. Most
channels are either oral or written, but currently visual channels are becoming more
common as technology expands.
After the appropriate channel or channels are selected, the message enters the
decoding stage of the communication process. Decoding is conducted by the
receiver. Once the message is received and examined, the stimulus is sent to the
brain for interpreting, in order to assign some type of meaning to it. It is this
processing stage that constitutes decoding. The receiver begins to interpret the
symbols sent by the sender, translating the message to their own set of experiences
in order to make the symbols meaningful. Successful communication takes place
when the receiver correctly interprets the sender's message.
Feedback is the final link in the chain of the communication process. After receiving
a message, the receiver responds in some way and signals that response to the
sender. The signal may take the form of a spoken comment, a long sigh, a written
message, a smile, or some other action.
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Feedback is a key component in the communication process because it allows the
sender to evaluate the effectiveness of the message. Feedback ultimately provides
an opportunity for the sender to take corrective action to clarify a misunderstood
message.
Self-Check 2.3-2
Enumeration:
Enumerate the forms and components of communication:
1.
2.
3.
4.
5.
6.
7.
8.
9.
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ANSWER KEY 2.3-2
1. Intrapersonal Communication
2. Interpersonal Communication
3. Group Communication
4. Public Communication
5. Mass Communication
6. Encoding
7. Medium of transmission
8. Decoding
9. Feedback
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COMPETENCY- BASED LEARNING MATERIALS

HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL

Recognition of Prior Learning (RPL)

COMPETENCY-BASED LEARNING MATERIALS

QUALIFICATION TITLE: BREAD AND PASTRY PRODUCTION NC II

LEARNING OUTCOME SUMMARY

LEARNING OUTCOME #1 Describe Team Role and Scope

Information Sheet 2.1-1

Understanding Belbin’s Team Roles Model

ACTION ORIENTED ROLES

THOUGHT ORIENTED ROLES

Figure 1: Belbin’s Team Roles

Action Oriented Shaper Challenges the team to improve

People Oriented Coordinator Acts as a chairperson

Thought Oriented Plant Presents new ideas and approaches

Instruction: Read each question or statement carefully and choose the

1. Team member that provides specialized skills.

2. He/she presents new ideas and approaches in the team.

3. Analyzes the options in which the team can decide:

4. Explores outside opportunities where the team can experience and

5. A type of member in which encourages cooperation from other

6. A member who puts ideas into action

7. Ensures thorough, timely completion of activities/projects.

8. He/she acts a chairperson in a team.

9. Challenges the team to improve in every initiated activity.

10. She is the proponent of the nine roles if the team.

After reading this INFORMATION SHEET, YOU MUST be able to:

What are Standard Operating Procedures (SOPs)?

Types of Standard Operating Procedures (SOP)

PROCESS FLOW CHART

Why do you need Standard Operating Procedures (SOP)?

3. Ensures compliance standards are met

Having standard operating procedures in place ensures that industry compliance

7. Maintains Organizational Knowledge

WHAT AN IDEAL SOP DOCUMENT INCLUDES:

 Table of Contents: Next up is a table of contents. A table of contents helps

 Approval Signatures: If your company requires an authorizing officer to sign off on

STANDARD OPERATING PROCEDURES (SOP): BEST PRACTICES

Instruction: Read each question or statement carefully and write T if the

2. SOPs should be done in a lengthy detail so that it will be understood

5. SOPs are detail-oriented documents and provide step-by-step instructions

6. If your company requires an authorizing officer to sign off on SOPs, don’t

7. Diagrams are a wonderful way to represent how a process works visually

8. A checklist or to-do-list is one of the simplest methods of writing a

9. An ideal SOP includes table of contents helps summarize the document

ANSWER KEY 2.1-1

Information Sheet 2.1-3

 Be aware of employee’s unspoken feelings. Set an example to team

 Be clear when communicating. Be careful to clarify directives.

 Encourage trust and cooperation among employee on your team.

 Delegate problem-solving tasks to the team. Let the team work on

 Facilitate communication. Remember that communication is the single

 Establish team values and goals; evaluate team performance. Be sure to

*What do we really care about in performing our job?

 Encourage listening and brainstorming. As supervisor, your first priority in

 Establish the parameters of consensus-building sessions. Be sensitive

Instruction: Read each question or statement carefully and write T if the

3. Encourage listening and brainstorming. As supervisor, your first priority in

4. Emphasize the importance of each team member’s contribution and just