WORK IN A TEAM

ENVIRONMENT
COMPUTER SYSTEMS SERVICING NC II

RAIN ERO TOMAS L . JAYM E | HATS OFF INFINITUS Version 1 B - 02

 HOW TO USE THIS COMPETENCY-BASED LEARNING MODULE

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 COMPUTER SYSTEMS SERVICING. It is one of the Basic
Modules at National Certificate Level II.

You are required to go through a series of learning activities in order to complete each
learning outcome of the module. In each learning outcome there are Information Sheets,
Resource Sheets and Reference Materials for further reading to help your better
understand the required activities. Follow these activities on your own and answer the self-
check at the end of each learning outcome. Get the answer key from your instructor and
check your work honestly. If you have questions, please don’t hesitate to ask your facilitator
for assistance.

Recognition of Prior Learning (RPL)

You may already have some or most of the knowledge and skills covered in this module
because you have:
• been working for some time
• already completed training in this area

If you can demonstrate to your trainer that you are competent in a particular skill or skills,
talk to him/her about having them formally recognized so you won’t have to do the same
training again. If you have qualifications or Certificates of Competency from previous
trainings, show them to your trainer. If the skills you acquired are still relevant to this
module, they may become part of the evidence you can present for RPL.

At the end of this learning material is a Learner’s Diary, use this diary to record important
dates, jobs undertaken and other workplace events that will assist you in providing further
details to your trainer or assessors. A record of Achievement is also provided for your
trainer to complete once you completed the module.

This learning material was prepared to help you achieve the required competency, in WORK
IN A TEAM ENVIRONMENT. This will be the source of information for you to acquire the
knowledge and skills in this particular trade independently and at your own pace with
minimum supervision or help from your instructor.
In doing the activities to complete the requirements of this module, please be guided by
the following:

• Talk to your trainer and agree on how you will both organize the training under this
module. Read through the module carefully. It is divided into sections which cover
all the skills and knowledge you need to successfully complete.
• Work through all information and complete the activities in each section. Read the
information sheets and complete the self-checks provided. Suggested references
are included to supplement the materials provided in this module.
• Most probably your trainer will also be your supervisor or manager. He/She is there
to support you and show you the correct way to do things. Ask for help.
• Your trainer will tell you about the important things you need to consider when you
are completing the activities and it is important that you listen and take notes.
• 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 both your speed and memory and also your confidence.
• Talk to more experienced work mates and ask for their guidance.
• Use self-check questions at the end of each section to test your own progress.
• When you are ready, ask your trainer to watch you perform the activities outlined in
this module.
• As you work through the activities, ask for written feedback on your progress. Your
trainer keeps feedback/pre-assessment reports for this reason. When you have
completed this learning material and feel confident that you have had sufficient
knowledge and skills, your trainer will arrange an appointment with a registered
assessor to assess you. The results of the assessment will be recorded in your
Competency Achievement Record.
 MODULE CONTENT

PROGRAM COURSE :COMPUTER SYSTEMS SERVICING NC II

UNIT OF COMPETENCY :WORK IN A TEAM ENVIRONMENT
MODULE TITLE :WORKING IN A TEAM ENVIRONMENT
MODULE DESCRIPTOR :This module covers the knowledge, skills and
attitudes required to identify role and responsibility as
a member of a team.
NOMINAL DURATION : 4 hours
SUMMARY OF LEARNING OUTCOMES :
LO. 1 Describe team role and scope
LO. 2 Identify own role and responsibility within team
LO. 3 Work as a team member
ASSESSMENT CRITERIA
LO. 1 Describe team role and scope
1. The role and objective of the team is identified from available sources of
information
2. Team parameters, reporting relationships and responsibilities are identified from
team discussions and appropriate external sources

LO. 2 Identify own role and responsibility within team

1. Individual role and responsibilities within the team environment are identified
2. Roles and responsibility of other team members are identified and recognized
3. Reporting relationships within team and external to team are identified

LO. 3 Work as a team member

1. Effective and appropriate forms of communications used and interactions
undertaken with team members who contribute to known team activities and
objectives
2. Effective and appropriate contributions made to complement team activities
and objectives, based on individual skills and competencies and workplace
context
3. Observed protocols in reporting using standard operating procedures
4. Contribute to the development of team work plans based on an understanding
of team’s role and objectives and individual competencies of the members

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 LEARNING EXPERIENCES
Learning Outcome No. 1 DESCRIBE TEAM ROLE AND SCOPE
LEARNING ACTIVITIES SPECIAL INSTRUCTIONS
1. Read Information Sheet No. 2.1.1
Defining a Team
2. View Video 2.1.1 https://www.youtube.com/watch?v=KWpGEj2dSR0
What is Teamwork ?
3. Read Information Sheet No. 2.1.2
Importance and Benefits of
Standard Operating Procedures
4. Read Information Sheet No. 2.1.3
Objectives of Teamwork

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 Information Sheet No. 2.1.1 Defining a Team

Defining a Team

A team is a group of people who collaborate on related tasks toward a common goal.

A team is a group of people who work together toward a common goal. Teams have
defined membership (which can be either large or small) and a set of activities to take part
in. People on a team collaborate on sets of related tasks that are required to achieve an
objective. Each member is responsible for contributing to the team, but the group as a
whole is responsible for the team’s success.

The meaning of TEAM: A team is a group of people who work together toward a common
goal.

Teams in the Workplace

Sports teams are a good example of how teams work. For instance, a basketball team has
individual players who each contribute toward the goal of winning a game. Similarly, in
business settings most work is accomplished by teams of individuals who collaborate on
activities with defined outcomes. Because teams are so prevalent in business
organizations, it is important for employees to have the skills necessary to work effectively
with others.

Organizations typically have many teams, and an individual is frequently a member of more
than one team. Some teams are permanent and are responsible for ongoing activities. For
instance, a team of nurses in a maternity ward provides medical services to new mothers.
While patients come and go, the tasks involved in providing care remain stable. In other
cases a team is formed for a temporary purpose: these are called project teams and have
a defined beginning and end point linked to achieving a particular one-time goal.

The Purpose of Teams

Organizations form teams to accomplish tasks that are too large or complex for an
individual to complete. Teams are also effective for work that requires different types of
skills and expertise. For example, the development of new products involves understanding
customer needs as well as how to design and build a product that will meet these needs.
Accordingly, a new product-development team would include people with customer
knowledge as well as designers and engineers.

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Defining Teamwork

Teamwork involves a set of interdependent activities performed by individuals who

collaborate toward a common goal.

Teamwork involves a set of tasks and activities performed by individuals who collaborate
with each other to achieve a common objective. That objective can be creating a product,
delivering a service, writing a report, or making a decision. Teamwork differs from individual
work in that it involves shared responsibility for a final outcome.

Teamwork: Human skill involves the ability to work effectively as a member of a group and
to build cooperative effort in a team.

Teamwork Processes

While the substance of the tasks involved in teamwork may vary from team to team, there
are three processes that are common to how teamwork gets done: the transition process,
action processes, and interpersonal processes. During each of these processes, specific
sets of activities occur.

1. The transition process is the phase during which a team is formed. Activities include:

• Mission analysis: establishing an understanding of the overall objective

• Goal specification: identifying and prioritizing the tasks and activities needed to
achieve the mission
• Strategy formulation: developing a course of action to reach the goals and achieve
the mission

2. Action processes comprise the phase during which a team performs its work. Activities
include:

• Monitoring milestones and goals: tracking progress toward completion of tasks and
activities
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 • Monitoring systems: tracking the use of resources such as people, technology, and
information
• Coordination: organizing and managing the flow of team activities and tasks
• Team monitoring and support: assisting individuals with their tasks by, for example,
providing feedback and coaching

3. Interpersonal processes include activities that occur during both the transition and
action processes. These include:

• Conflict management: establishing conditions to avoid disagreement and resolving

conflict when it occurs
• Motivation and confidence building: generating the willingness and ability of
individuals to work together to achieve the mission
• Affect management: helping team members to regulate their emotions as they work
together

Characteristics of Effective Teamwork

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

Effective teamwork requires certain conditions to be in place that will increase the
likelihood that each member’s contributions—and the effort of the group as a whole—will
lead to success. Effective teams share five characteristics:

• Shared values:a common set of beliefs and principles about how and why the team
members will work together
• Mutual trust: confidence between team members that each puts the best interest of
the team ahead of individual priorities
• Inspiring vision:a clear direction that motivates commitment to a collective effort
• Skill/talent:the combined abilities and expertise to accomplish the required tasks and
work productively with others
• Rewards:recognition of achievement toward objectives and reinforcement of
behavior that supports the team’s work

Effective teamwork requires that people work as a cohesive unit. These five characteristics
can help individuals collaborate with others by focusing their efforts in a common direction
and achieving an outcome that can only be reached by working together.

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Video No. 2.1.1 What is Teamwork?

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 Information Sheet No. 2.1.2 Importance and Benefits of Standard
Operating Procedures

Importance and Benefits of Standard Operating Procedures

Standard operating procedures (SOPs) are step-by-step instructions that act as

guidelines for employee work processes. Whether written up in numbered steps or
formatted as flow charts, effective SOPs are complete, clearly written, and based on input
from the workers who do the job. When employees follow the SOP for a particular job,
they produce a product that is consistent and predictable.

If creativity is key to your business functions, SOPs may not work for you. Strict
adherence to standardized rules can restrict creative flow. However, if your goal is to
produce the same product over the long term and increase your business productivity,
the implementation of SOPs can have many benefits.

Readiness for Future Growth

If your long-term goals include expanding your business to branch offices, ready-made
SOPs make your proven work processes portable. New employees at new locations can
uphold your reputation by using the SOPs to replicate the products and services provided
at your original place of business.

Standard Operating Procedures Simplify Performance Management

Managers can use the SOP framework to develop target ranges and make assessments
of individual performance. Employees who work in compliance with SOPs know exactly
what is expected of them, and they plan their work schedules to meet their goals with
efficiency.
When all employees follow the same processes, it’s an easy matter to measure them
against the same standards. Performance can be fairly appraised. This is especially
important in cases where high-performing employees are rewarded, and low-performing
employees are retrained or placed on probation.

Control the Quality and Consistency of Your Product

When your business generates a product that you’re proud of, you want to maintain a
high standard of quality. Standardized procedures guide workers and reduce the
possibility of missed steps or other errors that impact the quality of the completed
product. Meticulously followed SOPs ensure that your product or service is created in the

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 same way from start to finish. Providing a blueprint for the line of production creates
consistency and protects the integrity of your product.

Protect Yourself from Knowledge Loss

If the details of your business processes are stored in a key employee’s head and not in a
procedures manual, the loss of the employee can be disastrous. Documentation of job
processes survives employee attrition due to retirement and resignation, and allow your
company to carry on as usual. It’s hard to replace experienced, skilled workers, but
comprehensive well-written SOPs ensure that your valuable business processes stay with
your business.

Save on Training Costs

Depending on the complexity of the task and the experience of employees, SOPs may not
completely substitute for training. Documented procedures are a valuable component of
the new-hire toolkit, and can reduce training time. They act as reference guides and allow
new employees to work independently without excessive reliance on supervisors.

New hires make ideal testing grounds for the effectiveness of SOPs. If the documented
steps enable the new employee to complete the task, the procedures are sound. If any
steps are unclear, confusing or no longer in use, the SOP should be updated.

References & Resources

• smallbusiness.chron.com
• extension.psu.edu
• smallbusiness.chron.com
• aspcapro.org

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Information Sheet No. 2.1.3 Objectives of Teamwork

Unless you work for a company of one, chances are good that you will work on a team
project at some point in your career. Managers in all types of organizations typically
assign team projects to accomplish more with less. Depending on the position and the
organization, you could be part of an ongoing team – whose members regularly work
together – or a special project team. The general team objectives are the same for both.

Ways to Achieve Team Goals

Team leaders play an important role in setting the stage for team success. Each member
of the team should be acknowledged and encouraged to share ideas. UC
Berkely suggests that cultivating shared values of trust, respect and cooperation build
cohesion. When team members feel needed, they are more likely to feel personally
invested in achieving the goals of the group.

Shared Goals

Teams strive to accomplish a set of common goals and objectives. Rather than focusing
on the goals of one or two individuals, teams reach a consensus on what needs to be
done. Each team member brings her unique perspective and skill set to the group.

Problem Solving Success

Because teams usually consist of employees with different skill sets, one of the
objectives of teamwork is thorough problem solving. The idea is that the combined
knowledge of the team will result in more efficient problem solving. Besides increased
efficiency, team members are exposed to new ideas, knowledge and problem-solving
methods from each other.

A team environment gives individual employees the chance to share their expertise with
others. This may lead to an increased sense of support and willingness to collaborate.

Enhanced Productivity

Team development goals often include a desire to increase productivity in the workplace.
By assigning multiple employees to the same set of tasks, more can get done in less
time. For example, individual workloads may become unmanageable during periods of
high volume. In an IT organization, a team may attempt to resolve one employee's trouble
tickets together. The next day, the same team may attempt to resolve a different
employee's workload. A teamwork approach ensures that customers' issues are not left
unresolved for long periods of time.

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Relationship Building

The American Management Association notes that teamwork satisfies a need for
socialization with fellow employees. Effective teamwork requires that each member
listen and participate. Everyone should have a chance to present her ideas and opinions.
Team members must learn to find common ground and determine the best way to work
together peacefully.

In a team, employees get a better sense of what their co-workers are like and they learn
to establish trust. Employees may form social relationships with each other. These
relationships may become beneficial to future team and individual projects.

https://work.chron.com/objectives-teamwork-10781.html

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 LEARNING EXPERIENCES
Learning Outcome No. 2 IDENTIFY OWN ROLE AND RESPONSIBILITY
WITHIN A TEAM
LEARNING ACTIVITIES SPECIAL INSTRUCTIONS
1. Read Information Sheet No. 2.2.1
The Role of Teams in
Organizations
2. View Video 2.2.1 https://www.youtube.com/watch?v=6v5dzeq7FOY
Steps Building a Collaborative
Team Environment
3. View Video 2.2.1 https://www.youtube.com/watch?v=ECUNdp9ZDw8
How To Work Within A Team
4. Read Information Sheet No. 2.2.2
Understanding the Chain of
Command in Your Workplace

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 Information Sheet No. 2.2.1 The Role of Teams in Organizations

By combining various employees into strategic groups, a team-based organization can

create synergies through team processes.

The Modern Organization

Teams are increasingly common and relevant from an organizational perspective, as

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

The Role of Teams

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

Cross-Functional Teams

Some organizations have a need for strong cross-functional teams that enable various
functional competencies to align on shared objectives. This is particularly common at
technology companies, where a number of specific disciplines are combined to produce
complex products and/or services.

Team Processes

When considering the role of a team, it’s important to understand the various processes
that teams will carry out over time. At the beginning of a team set up (or when redirecting
the efforts of a team), a transitional process is carried out. Once the team has set strategic
goals, they can begin progressing towards the completion of those goals operationally. The
final team process is one of interpersonal efficiency, or refining the team dynamic for
efficiency and success.

More specifically, these processes can be described as follows:

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Transitional Process

• Mission analysis
• Goal specification
• Strategy formulation

Action Process

• Monitoring progress toward goals

• Systems monitoring
• Team monitoring and backup behavior
• Coordination

Interpersonal Process

• Conflict management
• Motivation and confidence building
• Affect management

The Impact of Team Building: This chart allows you to visualize data from a study on team-
building, and its impact on team performance. Building a strong organizational culture for
successful teams requires commitment to team processes.

https://courses.lumenlearning.com/boundless-management/chapter/defining-teams-
and-teamwork/

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Video No. 2.2.1 Steps Building a Collaborative Team
Environment

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Video No. 2.2.2 How To Work Within A Team

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 Information Sheet No. 2.2.2 Understanding the Chain of Command in
Your Workplace

Understanding the Chain of Command in Your Workplace

BY SUSAN M. HEATHFIELD Updated September 16, 2018

Are you interested in knowing more about the chain of command at your workplace? "Chain
of command" describes the way in which organizations, including the military, religious
institutions, corporations, government entities, and universities, traditionally structure their
reporting relationships.

Reporting relationships refers to an organizational structure in which every employee is

placed somewhere on an organizational chart. The employees report to the employee who
is listed above them on the organizational chart.

When every employee reports to one other employee, decisions and communication are
tightly controlled and flow down the chain of command through the organization. This is
an intentional, traditional structure for the chain of command in organizations that want to
tightly control the dissemination of information and the allocation of power and control.

Traditional Chain of Command

In the traditional chain of command, if you look at relationships pictorially presented on an

organizational chart, the president or CEO is the top employee in the chain of command.

This person's directly reporting staff would occupy the second line of the chart, and so
forth down through the reporting relationships in an organization. At each level of the
organization moving down the chain of command, the power to make meaningful
decisions is diminished.

This hierarchical method for organizing information flow, decision making, power, and
authority, assumes that each level of the organization is subordinate to the level to which
it reports.

Terminology like a "subordinate" to refer to reporting employees and "superior" to refer to

employees others report to, such as managers, are part of traditional hierarchical language
and thinking. These terms are increasingly not being used as much, as a move to more
egalitarian workplaces is the norm. Larger organizations are more prone to using this
terminology.

Command and control are intrinsic in the chain of command within organizations. The
further up the chain of command your job is located, the more power, authority, and usually
responsibility and accountability you have.
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Traditional hierarchical structures have pluses and minuses about how they work in
organizations.

Chain of Command Positives

• Clear reporting relationships exist with employees designated who are responsible
for communicating information, providing direction, and delegating authority and
responsibility.
• Each employee has one boss, thus alleviating the problem of multiple masters and
conflicting direction in the chain of command, such as in a matrix organization,
where employees can report to multiple bosses.
• Responsibility and accountability are clearly assigned and each manager has
oversight responsibility for a group of employees performing a function.
• Employees are not confused about whom to go to for resources, assistance, and
feedback.
• A certain simplicity and security exists when you organize people and relationships
in a structured, unbending, controlled hierarchical cascade.
• Chain of command communicates to customers and vendors which employee who
is responsible for what decisions in their interaction. Job titles that define each level
of the organization further communicate authority and responsibility to
organizational stakeholders and outsiders. For example, external stakeholders
know how much power the title of vice president conveys.

Chain of Command Challenges

• Chain of command thinking originated in an industrial age when work involved more
rote activities, less information, and communication options were limited, Decision
making and authority were clearly placed in the hands of a few individuals at or near
the top of an organization chart.
• Today's organizations experience a plethora of communication options, more
intellectually challenging and information-based jobs, and the need for faster
decision making. The chain of command, in many ways, impedes these new
organizational options and needs.
• When information is available everywhere, a hierarchical order that ensures the
communication of decisions and information needed by various levels of
employees is unnecessary to the dissemination of information.
• The need for flexibility and faster decisions in an agile work environment requires
that employees communicate directly with all levels of the organization. Waiting
several days for the boss to be available is not acceptable if a customer's need goes
unserved or an employee's work is slowed. The employee should be able to talk with
his boss's boss or the president or make the decision on his own.
• If the desire is to develop employees who can immediately respond to a customer
need, because customers require immediacy in this fast-paced world, employees
must be able to get information immediately and make decisions without oversight
to meet customer needs in a timely manner.

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 • Jobs are no longer rigidly defined and the current expectation promotes employee
empowerment, autonomy, and decision-making authority close to where the need
for the decision exists.

The hierarchical order may still exist for ease of organization and reporting relationships,
as laid out in a chain of command on an organizational chart. But, the lines and the former
rigidity are blurred.

In the past, if an employee circumvented his or her boss in favor of talking with the boss's
boss, the employee received clear communication that the chain of command was in place
for a purpose.

While organizations still retain some of its vestiges, the chain of command is much more
difficult to enforce when information is so freely circulating and communication is so easy
with any member of the organization.

The span of control of an individual manager has become broader, with more reporting
employees than in the past.

This change forces the manager to allow more autonomy. Technology has blurred the
hierarchy further since information is available all of the time to any employee. Many
organizations are experiencing the value of decentralized decision making.

Position Power
Within the concept of the chain of command, position power still plays a role in
organizations. It's a by-product of the traditional hierarchical organization. For example, a
quality department supervisor at a small manufacturing company asked to become the
quality director in her company. Her stated reason for the change in title was that, if she
was a director, people would have to listen to her and do what she wants.

This is a young supervisor, who is still learning how to accomplish work through other
people, but her perception that a bigger title would solve her problems was troubling.

In another example, a new employee was asked to send out a note with a question and a
deadline to the director and VP-level managers in her organization. The request sparked an
hour of work over a simple note because it was going to the biggest, most important people
in the company.

What the Future Holds

Modern management science is exploring other options for organization and customer
service delivery in this brave new world. But, in the meantime, even the smallest
organizations fall back on the traditional chain of command, hierarchical models of
organization.

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The future holds out hope for innovative organizational structures that better serve the
needs of employees, organizations, and the marketplace. The rise in popularity
of telework and remote employees, a specific desire for millennial employees, further
escalates the need for better management structures. After all, these employees are doing
work that you cannot see them doing.

But hierarchical thinking, a chain of command, and attributing power to position and titles
all still exist.
https://www.thebalancecareers.com/chain-of-command-1918082

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 LEARNING EXPERIENCES
Learning Outcome No. 3 WORK AS A TEAM MEMBER
LEARNING ACTIVITIES SPECIAL INSTRUCTIONS
1. Read Information Sheet No. 2.3.1
Be an Effective Team Member
2. View Video 2.3.1 https://www.youtube.com/watch?v=GTCb3TGewvo
Effective Teamwork
3. View Video 2.3.2 https://www.youtube.com/watch?v=fUXdrl9ch_Q
Good Teamwork and Bad
Teamwork
4. View Video 2.3.3 https://www.youtube.com/watch?v=MtJyuzH20Js
Good Old Lessons in TEAMWORK
from an age-old fable …..
5. Do Task Sheet 2.3.1
What are your learnings and take Submit your assignment either of the following :
aways on this module in Working • Written (Handwritten or Printed)
• eMail
in a team environment ?
• Assignment Bin (LMS)
(at least 150 words )

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QUALIFICATION TITLE COMPUTER SYSTEMS SERVICING NC II
 Information Sheet No. 2.3.1 Be an Effective Team Member

Be an Effective Team Member

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

Get Involved – Share suggestions, ideas, solutions and proposals with your team
members. Take the time to help your fellow teammates, no matter the request. You can
guarantee there will be a time in the future when you’ll need some help or advice. And if
you’ve helped them in past, they’ll be more than happy to lend a helping hand.

No Bragging
It’s one thing to rejoice in your successes with the group, but don’t act like a superstar.
Doing this will make others regret your personal successes and may create tension within
the group. You don’t have to brag to let people know you’ve done a good job, people will
already know. Have faith that people will recognize when good work is being done and that
they’ll let you know how well you’re doing. Your response? Something like “Thanks, that
means a lot.” is enough.

Group Planning and Decision Making

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

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

One difficult decision in itself for a manager or business owner is determining when to
engage a group, and the extent to engage a group to help make a decision or whether to
go alone and make a decision individually.

Advantages:
• As the leader, do you have enough information of your own to make a good decision?
• Is the problem structured in that it is clearly defined, organised and has recognized
solutions?
• Do the members of the group have to accept this decision for it to work?
• If you make this decision yourself, are you sure the group will accept it?
• Are the group members aligned with the same goals that you are trying to achieve?
• Is disagreement likely among group members in reaching a decision?

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 If it is determined that a group decision is the preferred option, some simple guidelines for
the decision making process can help as follows;

• Develop a clear understanding of the problem and the need for a decision
• Develop a clear understanding of the requirements for an effective choice
• Thoroughly and accurately assess all the positive qualities of alternative solutions
• Thoroughly and accurately assess all the negative qualities of alternative solutions
Although group decision making can be effective, it can also have disadvantages such as;
• Social pressure. The pressure to conform to the group can have adverse effects on the
creativity of the individual group member.
• Domination by a vocal few. Group members may be ignored and outspoken by members
who speak the loudest and longest.
• Goal displacement. The primary objective of making a sound decision may be affected by
a member’s personal considerations such as winning an argument, or getting back at
another group member.
• Groupthink. Groupthink occurs when group members try to minimise conflict and want to
remain within the comfort zone of the group’s consensus thinking. Creativity and
independent thinking are usually the first things to be sacrificed, resulting in poor quality
decisions.

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Video No. 2.3.1 Effective Teamwork

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Video No. 2.3.2 Good Teamwork and Bad Teamwork

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Video No. 2.3.3 Good Old Lessons in TEAMWORK
from an age-old fable …..

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Task Sheet No. 2.3.1 Take Aways

What are your learnings and take away on this module in Working in a team
environment ? (at least 150 words)

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QUALIFICATION TITLE COMPUTER SYSTEMS SERVICING NC II