ANRS TVED Bureau

Education and Training Core process

BASIC INFRASTRUCTURE OPERATIONS

NTQF Level I

Learning Guide # 15
Unit of Competence: Work with Others
Module Title: Working with Others
LG Code: CON BIO1 M15
TTLM Code: CON BIO1 M15 0816 v1

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 Instruction Sheet Learning Guide #15

This learning guide is developed to provide you the necessary information regarding the
following learning outcome and content coverage –

MODULE CONTENTS:

LO1: Develop effective workplace relationship

1.1 Perform duties and responsibilities:
1.1.1 Job description and employment arrangements
1.1.2 Organization’s policy relevant to work role
1.1.3 Accountability requirements
1.1.4 Code of conduct
1.1.5 Quality and continuous improvement processes and standards
1.2 Applying cooperation and establishing good relationships
1.3 Applying Feed backing techniques
1.4 Dealing with others
1.5 Applying effective communication skills
LO2: Contribute to work group activities
2.1 Applying principles of teamwork

2.2 Applying quality and continuous improvement processes and standards

2.3 sharing information relevant to work

This guide will also assist you to attain the learning outcome and contents stated in the cover
page. Specifically, upon completion of this Learning Guide, you will be able to –

To provide the necessary skills, knowledge and attitudes required to develop workplace
relationship and contribute in workplace activities.

Learning Instructions:

1. Read the specific objectives of this Learning Guide.

2. Follow the instructions described in number 3 to 20.

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 3. Read the information written in the “Information Sheets 1”. Try to understand what are being
discussed. Ask you teacher for assistance if you have hard time understanding them.

4. Accomplish the “Self-check 1” in page _13_.

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 the Self-
check 1).

6. If you earned a satisfactory evaluation proceed to “Information Sheet 2”. However, if your
rating is unsatisfactory, see your teacher for further instructions or go back to Learning
Activity #2.

7. Submit your accomplished Self-check. This will form part of your training portfolio.

8. Read the information written in the “Information Sheet 2”. Try to understand what are being
discussed. Ask you teacher for assistance if you have hard time understanding them.

9. Accomplish the “Self-check 2” in page _21_.

10. 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 the Self-
check 2).

11. Read the information written in the “Information Sheets 3 and 4”. Try to understand what are

being discussed. Ask you teacher for assistance if you have hard time understanding them.

12. Accomplish the “Self-check 3” in page 26__.

13. 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 the Self-
check 3).

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 Information Sheet-1 Develop effective workplace relationship

1.1Perform duties and responsibilities:

Duties and responsibilities go hand in hand. However, there is a fine line of distinction between
the two. Duty is a task performed by a person out of his job profile and responsibilities are
obligations for which he is accountable. All duties may not be responsibilities, but all
responsibilities are duties. For example, it is a manager's duty to manage the task, but it is not his
responsibility to pay for someone's mistake. Project management is associated with imparting the
duties and responsibilities for a manager.

 It is important to provide the work group with a clear definition and understanding of
their role, function, and responsibilities in the workplace.

 This will provide them with a good understanding of the job and tasks they are to
perform as an individual and within any teams they are a part of.

 It also provides information on where they fit within the organization and whom they
report to, helping to avoid disputes and misunderstandings over authority.

 Duties and responsibilities documents may include

 job description and employment arrangements
 organization’s policy relevant to work role
 organizational structures

 supervision and accountability requirements including OHS

 Code of conduct

 The work group of any team may include:

 Supervisor or manager, peers/work colleagues .

 other members of the organization

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 Why be responsible?

1. Freedom. When we are responsible, we are free; we are in charge of our lives. When we
abdicate responsibility, we become slaves to our base desires. Max Stirner explains: "Whoever
will be free must make himself free. Freedom is no fairy gift to fall into a man's lap. What is
freedom? To have the will to be responsible for one's self."

2. Greatness. As Winston Churchill said, "Responsibility is the price of greatness." If we wish to

do great things, we must start by accepting responsibilities for the small things we ought to be
doing each day. Oprah Winfrey also makes a good point: "Doing the best at this moment puts
you in the best place for the next moment."

3. Self-growth. As we carry out our obligations, we develop character, self-respect, self-esteem,

and peace of mind. Our responsibilities also give meaning to life and allow us to experience
happiness.

1.1.1 Job description and employment arrangements

Job Description
It is a list that a person might use for general tasks, or functions and responsibilities of a
position. It may often include to when the position reports specifications such as the
qualification or skill needed by the person in the job.

A job description is usually developed by conducting a job analysis which includes

examining the task and sequence of tasks necessary to perform the job.

It may be include relationships with other people in the organization and relationships
with other colleagues. In economics alternative employment arrangement are categorized
in four types of alternative employment arrangement:-
 Independent contractors
 On-call workers
 Temporary help agency workers

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  Workers provide by contract firms company
Alternative work arrangement represents employment arrangements that are arranged
through an employment intermediary such as temporary help firm or where the place,
time and quality of work are potentially unpredictable.

The term alternative work arrangements are often used interchangeable with Alternative
employment arrangements contingent employment, non-standard work arrangement,
reduced time employment & flexible work arrangements.

Contingent employment:- defines as any job that does not have an explicitly or implicitly
contract for long term employment.
Non standard work employment:- represent any work arrangement that is other than a
standard fulltime job & therefore include part time employment in other wise standard work
arrangements.

1.1.2 Organization’s policy relevant to work role

Organizational Policy:- It is a set of principles or rules that provide a definite direction for an
organization Policy assist in defining what must be done. A procedure or practice is a clear step
by step method for implementing an organization’s policy or responsibility.
1.1.3 Accountability requirements

In ethics and governance, accountability is answerability, blameworthiness, liability, and the

expectation of account-giving. As an aspect of governance, it has been central to discussions
related to problems in the public sector, nonprofit and private (corporate) worlds. In leadership
roles, accountability is the acknowledgment and assumption of responsibility for actions,
products, decisions, and policies including the administration, governance, and implementation
within the scope of the role or employment position and encompassing the obligation to report,
explain and be answerable for resulting consequences.

In governance, accountability has expanded beyond the basic definition of "being called to
account for one's actions". It is frequently described as an account-giving relationship between
individuals, e.g. "A is accountable to B when A is obliged to inform B about A’s (past or future)
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 actions and decisions, to justify them, and to suffer punishment in the case of eventual
misconduct". Accountability cannot exist without proper accounting practices; in other words, an
absence of accounting means an absence of accountability.

Ethical accountability

Within an organization, the principles and practices of ethical accountability aim to improve both
the internal standard of individual and group conduct as well as external factors, such as
sustainable economic and ecologic strategies. Also, ethical accountability plays a progressively
important role in academic fields, such as laboratory experiments and field research. Debates
around the practice of ethical accountability on the part of researchers in the social field -
whether professional or others - have been thoroughly explored by Norma R.A. Romm in her
work on Accountability in Social Research, including her book on New Racism: Revisiting
Researcher Accountabilities, reviewed by Carole Truman in the journal Sociological Research
Online. Here it is suggested that researcher accountability implies that researchers are cognisant
of, and take some responsibility for, the potential impact of their ways of doing research – and of
writing it up – on the social fields of which the research is part. That is, accountability is linked
to considering carefully, and being open to challenge in relation to, one's choices concerning
how research agendas are framed and the styles in which write-ups of research "results" are
created.

1.1.4 Code of conduct

What is a Code of Conduct?

An employee code of conduct includes expectations and defines acceptable behaviors. It differs
from a code of ethics in that it contains information pertinent to the individual and their behavior
on the job, but may contain detailed offshoot information from the company's ethics code. Many
companies require the employee to sign the code of conduct, at which point it becomes a legal
agreement between the employer and employee. A copy is kept in the employee's file for
documentation if necessary.

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 The purpose of a code of conduct is to develop and maintain a standard of conduct that is
acceptable to the company, its vendors, customers and other employees. Although they will
differ from industry-to-industry, the conduct code includes behavior guidelines that are
consistent with company policies and reflect how the company perceives its image. It also serves
to remind the employee of what is expected of them, and that their actions, appearance, conduct
and demeanor will affect the company and their career.

1.2 Applying cooperation and establishing good relationships

What is cooperation?

 Cooperation is the common effort of a group for their mutual benefit.

 Cooperation is teamwork.
 Cooperation is working together peacefully.

Cooperation (sometimes written co-operation or cooperation) is the process of working or

acting together. In its simplest form it involves things working in harmony, while in its more
complicated forms, it can involve something as complex as the inner workings of a human being
or even the social patterns of a nation. It is the opposite of working separately in competition.
Cooperation can also be accomplished by computers, which can handle shared resources
simultaneously, while sharing processor time.

Cooperative systems

Cooperation is the process by which the components of a system work together to achieve the
global properties. In other words, individual components that appear to be “selfish” and
independent work together to create a highly complex, greater-than-the-sum-of-its-parts system.
Examples:

 The components in a cell work together to keep it living.

 Neurons create thought and consciousness, other cells work together and communicate to
produce multicellular organisms.
 Organisms form food chains and ecosystems.
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  People form families, tribes, cities and nations.
 Atoms cooperate in a simple way, by combining to make up molecules.

Ways of Relationships
1. Greet customers and co-workers
2. Demonstrate respect towards others & avoid taking up too much of their time
3. Keep the lines of communication
4. Address work place issues/ problems immediately
5. Build a good reputation for yourself
6. Acknowledge good work
7. Perform team building exercise

1.3 Applying Feed backing techniques

Feedback is a process in which information about the past or the present influences the same
phenomenon in the present or future. As part of a chain of cause-and-effect that forms a circuit or
loop, the event is said to "feedback" into itself.
Feedback can be:
 Positive
 Negative
 Constructive
Positive feedback indicates that tasks were carried out well. It acknowledges personal efforts
and the good cooperation among team members. It encourages all members to contine to strive
for excellence.
 Praise immediately on observing good performance
 Be specific about what was good about performance
 Note how meeting standards help work group meet strategic objectives
Negative feedback informs team members that tasks were not completed well. It analyses the
reasons for the problems encountered and proposes ideas for improvement.
 Note poor performance immediately up on observing it
 Specify what does not meet expectations
 Refer to performance standard
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  Note the effect of observed performance on work group/organization
 Model or restate appropriate performance
 Describe negative consequence
 Obtain agreement on the problem
 Mutually seek solution, don’t belabor a point
 Agree on action plan, encourage improvement
 Move forward after the discussion
 Avoid giving correction in public
Constructive feedback encourages and acknowledges good job performance. It also suggests
areas for improvement and strategies for achieving this improvement.
Value of feedback
Characteristics of Constructive Feed Back
 Specific rather than general
 Focused on behavior rather than the person
 Well timed
Feedback is valuable to a workplaces it can:
 improve business relationships
 identify and overcome existing problems
 eliminate entrenched work practices
 improve productivity
 enhance output quality
 contribute to the future development of the workplace

Feedback is also a synonym for:

 Feedback signal - the measurement of the actual level of the parameter of interest.
 Feedback mechanism - the action or means used to subsequently modify the gap.
 Feedback loop - the complete causal path that leads from the initial detection of
 Feedback is a dialogue between people which reflects back how another person sees
someone else’s behavior or performance. As people we get feedback from the way people

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 react to us. As managers, coaches, trainers and peers we may have more formal
conversations about performance, or how someone could carry out an aspect of their job
role more effectively.
 The key for us to consider is the purpose of the feedback. Is it as part of an assessment, or
is it part of someone’s learning and development?
 If you look at a programme like Britain’s / America’s got talent, do not mistake the
judges comments for the kind of feedback that we should be giving for learning and
development purposes. Simon Cowell et al are assessing people, they are giving their
opinion, often to make good television. Their intent is not usually to shape people and
develop their performance. Don’t let them be your role models if you are giving feedback
for learning and development purposes.
 Feedback is critical for our learning and development. For us to learn how to improve our
performance we have to break the “doing” by considering what is working and what isn’t.
 Not many of us are equipped with the ability to have good useful objective self talk and
so we turn to others for feedback. As managers, coaches, and trainers we have to give
feedback to improve performance often whether people want it or not.
 Approaching this isn’t always easy, but remembering the purpose of what you will say,
and structuring the conversation accordingly will help you make sure feedback is positive
in key to helping someone learn, grow confident and improve their performance as a
result.

1.4 Dealing with others

Dealing - method or manner of conduct in relation to others; "honest dealing" treatment,
handling - the management of someone or something; "the handling of prisoners"; "the treatment
of water sewage"; "the right to equal treatment in the criminal justice system".
Dealing - the act of transacting within or between groups (as carrying on commercial activities);
"no transactions are possible without him"; "he has always been honest is his dealings with me"

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 Dealing with Difficult People

Usually, the difficult person is someone who is working from the negative side of their
personality, rather than a conscious desire to be difficult. The person is often unaware of
themselves and how they affect others. They also don't realize how harmful their actions are to
their own career success.

1.5 Applying effective communication skills

CONCEPTS OF EFFECTIVE COMMUNICATION
• Gives choices regarding communication style to adopt

• Involves creation and exchange of understanding

• Effective communication is achieved when the message received is close in meaning to

the message sent.

Learning effective communication skills can greatly improve communications in all your
relationships, and generally reduce the level of conflict. It is important that, as much as possible,
both participants have the same ground rules for communicating.

Having effective communication skills is imperative for your success. Positive communication
will certainly increase the opportunities you find in your career and business. Having good
communication skills will enable you to get ahead in certain areas where others who are less
assertive may not succeed. A few things to keep your eyes on while practicing the fine art of
communication are:

Body Language

Do not shy away from the person with whom you are speaking. Be sure to maintain a relaxed,
but not slouching posture, regardless whether you are the one speaking or listening. Other things
that ensure your body is communicating your attentiveness to the conversation can include:

 Making eye contact.

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  Nodding occasionally to acknowledge a strong point in the conversation.
 Standing with hands clasped in front of you, never crossing your arms.
 Not displaying nervous ticks such as wringing hands, picking at your nails, or anything
that the person communicating with you will view as a distraction from their
conversation.

Speech and Attentiveness

When speaking, you need to be clear and concise. Speak on important matters directly and do not
waste time with long drawn out stories that will cause your listener’s mind to wander. Make sure
you ask whether they understand, and be willing to further explain any of your points. Do not
expect someone to just “know” what you are saying, even if it is crystal clear in your own mind.

Communication Consistency

Maybe your weakness is in the quality or quantity with which you communicate to your
employees. Communication seems to have dwindled to superficial small talk. Great
communicators practice the ability of consistent communication by remaining available.

Patience

During your communications with others always give them time to communicate their issues as
well. Remaining focused on what they are trying to communicate will show them that you are
indeed open to assisting with their issues.

Practicing Effective Communication Skills

If someone has communicated a need or an issue to you, then your main priority should be to aid
him or her in repairing the problem. Following up on an issue is the only way to convince others
whom you need to communicate with that you have listened to them and that their problems or
issues are important to you as well.

Effective communication leads to:

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 • clear instructions so people know exactly what they are expected to do and do it properly

• people feeling involved because they are well informed

• higher morale and job satisfaction

• people working better as a team

• time and effort saved as people are clear on what to do

Self-Check 1 Written Test

Instructions: Answer all the questions listed below. Illustrations may be necessary to aid some
explanations/answers. Write your answers in the sheet provided in the next
page.
1. What is oorganizational Policy?
2. What is the difference between positive feedback and constructive feedback?
3. Describe Ways of good Relationships?

Note: Satisfactory rating - 25 points Unsatisfactory - below 25 points

You can ask you teacher for the copy of the correct answers.
Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

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 Information Sheet-2 Contribute to work group activities

2.1Applying principles of teamwork

Teamwork is the co-operative effort by a group of people to achieve a common goal.

Achievement is usually measured by some kind of performance indicator (eg: customer

satisfaction, sales growth).

Teamwork is improved when the group change their behaviour so that performance improves.

TEAMWORK PRINCIPLES

Without widespread and genuine teamwork, process streamlining that requires inter-
organizational cooperation -- in terms of either design participation or acceptance -- will prove
difficult to effect. In fact, merely identifying process simplification opportunities requires
teamwork, for bureaucracies tend to protect turf by tacitly refusing to de-mystify procedures,
especially at the interface with another unit's boundary.

Fostering Genuine Teamwork

A consistent tradition of teamwork has not developed at UCI, although recent joint efforts are
encouraging. Some management actions have inadvertently supported rigid loyalty to one's
immediate organization.

2.2 Applying quality and continuous improvement processes and standards

Continuous improvement is an ongoing effort to improve products, services or processes. These
efforts can seek “incremental” improvement over time or “breakthrough” improvement all at
once.

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 Among the most widely used tools for continuous improvement is a four-step quality model—
the plan-do-check-act (PDCA) cycle, also known as Deming Cycle or Shewhart Cycle:

 Plan: Identify an opportunity and plan for change.

 Do: Implement the change on a small scale.
 Check: Use data to analyze the results of the change and determine whether it made a
difference.
 Act: If the change was successful, implement it on a wider scale and continuously assess
your results. If the change did not work, begin the cycle again.

Other widely used methods of continuous improvement — such as Six Sigma, Lean, and Total
Quality Management — emphasize employee involvement and teamwork; measuring and
systematizing processes; and reducing variation, defects and cycle times.

Continuous or Continual?

The terms continuous improvement and continual improvement are frequently used
interchangeably. But some quality practitioners make the following distinction:

 Continual improvement: a broader term preferred by W. Edwards Deming to refer to

general processes of improvement and encompassing “discontinuous” improvements—
that is, many different approaches, covering different areas.

Continuous improvement: a subset of continual improvement, with a more specific focus on

linear, incremental improvement within an existing process. Some practitioners also associate
continuous improvement more closely with techniques of statistical process control.

The meaning of quality differs depending upon circumstances and perceptions. For example,
quality is a different concept when focusing on tangible products versus the perception of a
quality service. The meaning of quality is also time-based or situational.
Common Meanings of Quality:

1- Quality is fitness for use:

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 Quality means the product or service does what it is intended to do.

*Poor quality of a product or service cost users if it doesn't do what it is supposed to do.
2- Quality is meeting customer expectations:

*Quality is satisfying the customer.

*The customer defines quality.

*The customer perceives the quality of a product or service.

3- Quality is exceeding the customer expectations.

*Quality is the extent to which the customers or users believe the product or service
surpasses their needs and expectations.

*Quality is delighting the customer.

4- Quality is superiority to competitors:

*Quality is how a company’s products and services compare to those of competitors or how
they compare to those offered by the company in the past.

Drivers of Quality:

1-Customers.
In a customer-driven organization, quality is established with a focus on satisfying or
exceeding the requirements, expectations, needs, and preferences of customers. Customer-
driven quality is a common culture within many organizations.

2-Products / Services:

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 A culture of product / service-driven quality was popular in the early stages of quality
improvement. Conformance to requirements and zero defect concepts have roots in producing a
product / service that meets stated or documented requirements.

In some cases, product / service requirements originate from customer requirements, thereby
creating a common link to customer-driven quality, but the focus of the culture is on the quality
of the product/ service.

If the customer requirements is accurately stated and designed into the production / service
delivery process, then as long as the product / service meet the requirements, the customer
should be satisfied. This approach is common in supporting the ISO 9001-based quality
management system.

2- Employee Satisfaction:
This concept is that an organization takes care of employee’s needs so that they can be
free to worry only about the customer. Employee satisfaction is a primary measure of
success for this type of organization.
3- Organizational focus:

Some organizations tend to focus on total organizational quality while others are quite
successful at using a segmented approach to implementing quality.

Methods of Quality Implementation:

1. Quality of design versus quality of conformance

The organization’s values, goals, mission, policies, and practices reinforce designing into the
product or service rather than inspecting it in. emphasis is placed on doing the right things
right the first time.

2- Quality planning, control, and improvement

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 The focus of this dimension is for organizations to continually improve their products,
services, processes, and practices with an emphasis on reducing variation and reducing cycle
time. This dimension implies extensive use of the quality management tools, including cost
of quality, process management approaches, and measurement techniques.

4- Little quality and Big Quality

Organizations focusing on quality control and inspection activities (little quality) will fail to
be fully effective they must transform their thinking to quality across organization (Big
Quality)

5- Quality is strategic
Quality, or the absence of it, has a strategic impact on the organization. Consumers buy
certain products and request services based on their knowledge and perception of the
organization and what it provides. Few buyers knowingly buy poor quality. Accumulated
experiences and perceptions of customers ultimately make or break an organization.

2.3, Sharing information relevant to work

Working memory is the system that actively holds multiple pieces of transitory
information in the mind, where they can be manipulated. This involves execution of verbal and
nonverbal tasks—such as reasoning and comprehension—and makes them available for further
information-processing.[1] It is not the same as short term memory. Working memory tasks
require monitoring (i.e., manipulation of information or behaviors) as part of completing goal-
directed actions in the setting of interfering processes and distractions. The cognitive processes
needed to achieve this include the executive and attention control of short-term memory, which
permit interim integration, processing, disposal, and retrieval of information. These processes are
sensitive to age: working memory is associated with cognitive development, and research shows
that its capacity tends to decline with old age. Working memory is a theoretical concept central
both to cognitive psychology and neuroscience. In addition, neurological studies demonstrate a
link between working memory and learning and attention.

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 Theories exist both regarding the theoretical structure of working memory and the role of
specific parts of the brain involved in working memory. Research identifies the frontal cortex,
parietal cortex, anterior cingulate, and parts of the basal ganglia as crucial. The neural basis of
working memory has been derived from lesion experiments in animals and functional imaging
upon humans.

Information Sharing

Definition - What does Information Sharing mean?

Information sharing describes the exchange of data between various organizations, people and
technologies.

There are several types of information sharing:

 Information shared by individuals (such as a video shared on Facebook or YouTube)

 Information shared by organizations (such as the RSS feed of an online weather report)
 Information shared between firmware/software (Such as the IP addresses of available
network nodes or the availability of disk space)

The advent of wide distributed networks, intranets, cross-platform compatibility, application

porting, and standardization of IP protocols have all facilitated the huge growth in global
information sharing.

When it comes to personal information however, no matter how easy it is to port the actual data,
there are laws in most countries prohibiting the sharing of personal data without explicit
permission being granted. In the US and Europe it is a criminal offense to share any personal
data about anyone without such explicit permission.

There is plenty of other information sharing that does not fall under the law and information
sharing is increasing as more networks and organizations connect and information becomes
easier to share across the internet.

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 Self-Check 2 Written Test
Instructions: Answer all the questions listed below. Illustrations may be necessary to aid some
explanations/answers. Write your answers in the sheet provided in the next
page.
1. Write types of information sharing methods?
2. Describe methods of Quality Implementation?
3. What the meaning Teamwork?

Note: Satisfactory rating - 25 points Unsatisfactory - below 25 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ________________________________________________________________

________________________________________________________________

2.________________________________________________________________

________________________________________________________________

3.________________________________________________________________

________________________________________________________________

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