Monitor Implementation of Work planActivities.pdf

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Monitoring Implementation of Work plan Activities
Gizaw Mekonnen
10/31/2019
Wolaita sodo

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Contents
1 Information sheet 1: Overview of Leadership and management........................................................ 1
1.1 Roles and Responsibilities of a leader.......................................................................................... 1
1.2 Information sheet 2: Supporting operations................................................................................. 4
2 LO2 Plan and organize work flow.................................................................................................... 7
2.1 Assessing current work load ........................................................................................................ 7
2.2 Scheduling work........................................................................................................................... 7
2.3 Delegating work ........................................................................................................................... 8
2.4 Assessing work flow .................................................................................................................... 9
2.5 Assisting colleagues ................................................................................................................... 11
2.6 Providing inputs ......................................................................................................................... 12
2.6.1 Management and staffing needs.......................................................................................... 12
3 LO3 Maintain work place records .................................................................................................... 14
3.1 Completing and submitting workplace records.......................................................................... 14
3.2 Delegating monitoring records................................................................................................... 16
4 LO4 Solve problems and make decisions......................................................................................... 17
4.1 Identify workplace problems...................................................................................................... 17
4.2 Initiating short term actions to resolve problems....................................................................... 19

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Monitor Implementation of Work plan Activities
1 Information sheet 1: Overview of Leadership and management
1.1 Roles and Responsibilities of a leader
One of the main leadership roles and responsibilities is to motivate and support employees in their daily
tasks...
A team will definitely perform the best if it is guided by a good leader. Leadership is considered as one
of the most essential aspects of the corporate process. Here we are talking about leadership in general
terms, such as a team lead, a practice head, or anyone from the top management of the organization.
Every leader, depending on his position in the company hierarchy has a set of business leadership roles
and responsibilities. However, there are some very general responsibilities that a leader has to consider.
Few of such roles and responsibilities are providing motivation to the employee, resolving conflicts and
employment discrimination, and similar others.
Following is a general explanation of leadership roles and management functions practiced in the
corporate environment.
Leadership Development
Leadership development is a crucial function that a top-level executive has to follow. This includes
setting up leadership down in the hierarchy line of the company. The top-level executive has to
strategically plan and set line managers for different processes. And the same responsibility goes for the
line managers as well.
Planning and Implementation
Planning and implementation should also be carried out by leaders of the company or a process. For
example, the company director should plan the standard processes in individual practices of the
company. In addition, he should also meet with other top-level officials and prepare policies for the
smooth running of the firm.
Employee and Process Assessment
Employee management is one of the typical corporate leadership roles and responsibilities of a line
manager. For example, a project manager is responsible for how his members perform. On the other
hand, a director may be responsible for managing the departments, and making sure they are working
fine.
Employee Motivation
It is a fact that a leader without employee motivation skills is not a leader at all. A leader should
obligatory motivate employees to overcome their weak points. He should encourage them by all means
possible such as appreciation mails, financial incentives, employee recognition awards, and similar
other methods.
Decision Making
Be it any leader, he certainly needs to have the decision-making skills. These skills are very important,
as he is the one on whom the final decision rests. However, decision making should be supported by
strategic planning and thinking. A leader can always consult with his peers before taking a suitable
decision.
Conflict Resolution: There may be times when a leader might be required to address to a complaint by
an employee against another employee. In such situations, the leader's conflict resolution skills show
their significance. The leader should consider resolving the conflict with a professional attitude,

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impartial thinking, and total understanding of the situation.
Problem solving
the need for problem solving usually arises in daily work of the managers. A problem can relate to a
hurdle in the project deliverables or any other process matter. Here again the leader has to think
professionally, obtain complete understanding of the problem, sort out and compare probable solutions,
and finally reach one.
These are the most essential leadership roles and responsibilities required for managing a company and
employees. There are even other minor roles that a leader has to play such as being a liaison between
the top management and employees, a good communicator, a good listener, and most importantly a
good guide.
Who decides who does what?
The simple answer is - the team leader decides who decides!
Who should do what in a team is usually fairly obvious. Job descriptions lay down responsibilities for
Most routine work and roles are clear.
But sometimes a piece of work will sit in the overlap between two roles, sometimes something totally
new appears, and occasionally a project will require particular collaboration between two or three people
in the team. How do you set about deciding who is responsible for what?
As team leader you have several choices:
1. It may be best to lead from the front and assign jobs to people.
2. You may want to get the team's views.
3. You may want to delegate completely to the team to decide who does what.
Each of these styles – direction, consultation and delegation – can work well in the right circumstances
and badly in the wrong circumstances. So it's important you get it right. No-one wants a bossy team
leader who thinks they should decide everything, or a leader who abdicates responsibility over the big
decisions because they lack courage.
Clarifying roles and responsibilities
As team leader you will still bear ultimate responsibility for the final decisions and the way they turn
out. So you will want to be sure that everyone is clear about their own role and responsibilities.
For its most critical activities, the team can draw up a responsibility matrix. The matrix helps you to
spell out who’s in charge, who has to provide support in the form of information or people to work on a
project, who needs to be consulted and so on. The sample responsibility matrix shows you how to
complete it.
The simple process of completing the matrix obliges the team to have the sometimes difficult
discussions to clarify who is responsible for what. Because the process is objective it provides a non-
political context for the discussions.
It is also one of the most acceptable ways of getting a message across to some people that they are not
involved in particular decisions or pieces of work. Under normal circumstances it can be difficult to tell
long-standing members of a team that they should let other team members get on without ―help‖ (aka
interference). This process makes it easier. Just check out our top tip clarifying team responsibilities for
a step-by-step guide.
What to delegate, how to delegate (assign)
The objective process will help, but you may still need all your emotional intelligence to make sure egos
aren’t bruised when responsibilities are allocated to team members.
There are two good grounds, and two bad grounds that are common practice for assigning tasks
effectively around the team.

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The good ones are (a) playing to people’s strengths and (b) offering people opportunities to enhance
their skills, or increase their visibility.
The bad ones are dumping tasks you should do, but just don't fancy, and always giving the best jobs to
the same person - just because you rate them highly or their voice is loudest.
Being fair and enhancing every team member's career prospects are sure ways to win commitment and
get great results from the team
A leader’s specific roles are determined through the four basic leadership responsibilities of directing,
coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories.
In leadership practice, one must master skills in all areas in order to effectively lead others under their
direction.
Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas
of responsibility. Leadership skills can be learned and developed, even if an individual does not have a
natural tendency toward leadership. More importantly, once learned and applied, these rules make a
leader more effective and productive as he or she learns to work, direct and guide others toward the
mutual accomplishment of goals and objectives.
Developing strengths in each of the four leadership roles allows a leader to read specific situations
accurately and know what communication style is best applied.
=>Directing
Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what
makes or breaks problem solving as well as determines the effectiveness of an approach to an
assignment or task, the maintaining of momentum until its completion, and whether it is done by
deadline. There are several ways to generate good direction techniques. These include:
Explain things completely and include the ‘why’s’
Leaders learn early on that the best way to gain support and trust from their employees is to explain all
things in their entirety. Once people understand why something is important or necessary, they generally
rally to the call of that which needs to be done or addressed.
Remain visible
Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation
and desire to achieve more than to be left on their own with no visible means of support or direction.
Objectively consider opposing points of view
Leaders consider situations, problems and solutions from various viewpoints, as the input from as many
individuals as possible expands their capabilities to effectively frame their direction.
=>Coaching
Coaching refers to when a leader knows where he or she wants to go and remains in control of the task
but needs to lead others in developing a mutual support network. Coaching instills the desire to achieve
and builds a dialogue bridge between the leader and those under his or her charge. This motivates
employees and positively changes attitudes toward the work assignment. To do this effectively a leader
must make an effort to:
Incorporate the word ‘we’ into all conversations
Effective leaders eliminate the word ―I‖ because it denotes a singular rather than cooperative effort. The
very meaning of the term ―coaching‖ implies a team effort.
Listen for objections and areas of misunderstanding
Effective leaders who coach well develop the skill of eliminating objections by developing an effective
dialogue and creating clear and concise responses.
Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at
hand

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Good coaching depends upon complete understanding. Motivation and confidence comes from
understanding the expectations a leader has of those involved in a given task, assignment or problem
solving situation.
=>Supporting
Managers cannot be effective leaders unless they actively hone their supporting skills. People look
warmly on leaders who actively work to support them emotionally as well as physically. When leaders
actively work to support the people under their charge they:
Acknowledge individual efforts with comments of praise and positive support
Leaders are not afraid to say ―thank you,‖ or ―you’re doing a great job,‖ or whatever it takes to instill
confidence in an individual.
Disclose their own feelings openly and honestly
Leaders are not afraid to reveal their ―inner self.‖ Trust and loyalty are built on disclosing inward
feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance
on both sides.
Never hesitate to ask, ‘What’s wrong?’
Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision
making responsibility, but know when to relinquish control in order to gain extra participation and
involvement.
=>Delegating
Leaders know and understand their people. They know their strengths and weaknesses as well as what
motivates and frustrates them. Effective delegating relies on the ability to select the proper person for
the specific task or role. Leaders develop good delegation skills by:
Briefing the delegate
Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what
expectations the leader has of the delegated individual.
Having confidence in the person they select
Leaders do not select individuals for an assignment according to their job descriptions or the salaries
they command, they look for people with the skills, abilities, perseverance and motivation to get the job
done and done well.
Not abdicating responsibility, but allowing individuals to decide a best course of action for
themselves
Leaders monitor and weigh these individual decisions, but never advance their own leadership position
for a particular course of action unless they assess it to be the best one.
1.2 Information sheet 2: Supporting operations
Quality Assurance
Quality assurance (QA) refers to the engineering activities implemented in a quality system so that
requirements for a product or service will be fulfilled. It is the systematic measurement, comparison
with a standard, monitoring of processes and an associated feedback loop that confers error prevention.
This can be contrasted with quality control, which is focused on process outputs.
Two principles included in QA are: "Fit for purpose", the product should be suitable for the intended
purpose; and "Right first time", mistakes should be eliminated. QA includes management of

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the quality of raw materials, assemblies, products and components, services related to production, and
management, production and inspection processes
Suitable quality is determined by product users, clients or customers, not by society in general. It is not
related to cost and adjectives or descriptors such "high" and "poor" are not applicable. For example, a
low priced product may be viewed as having high quality because it is disposable where another may be
viewed as having poor quality because it is not disposable
Total quality management
The quality of products is dependent upon that of the participating constituents, some of which are
sustainable and effectively controlled while others are not. The process(es) which are managed with QA
pertain to Total Quality Management.
If the specification does not reflect the true quality requirements, the product's quality cannot be
guaranteed. For instance, the parameters for a pressure vessel should cover not only the material
anddimensions but operating, environmental, safety, reliability and maintainability requirements
Company quality
During the 1980s, the concept of "company quality" with the focus on management and people came to
the fore. It was realized that, if all departments approached quality with an open mind, success was
possible if the management led the quality improvement process.
The company-wide quality approach places an emphasis on four aspects:-
1. Elements such as controls, job management, adequate processes, performance and integrity
criteria and identification of records
2. Competence such as knowledge, skills, experience, qualifications
3. Soft elements, such as personnel integrity, confidence, organizational culture, motivation, team
spirit and quality relationships.
4. Infrastructure (as it enhances or limits functionality)
The quality of the outputs is at risk if any of these aspects is deficient.
QA is not limited to the manufacturing, and can be applied to any business or non-business activity:
 Design work
 Administrative services
 Consulting
 Banking
 Insurance
 Computer software development
 Retailing
 Transportation
 Education
 Translation
It comprises a quality improvement process, which is generic in the sense it can be applied to any of
these activities and it establishes a behavior pattern, which supports the achievement of quality.
This in turn is supported by quality management practices which can include a number of business
systems and which are usually specific to the activities of the business unit concerned.
In manufacturing and construction activities, these business practices can be equated to the models for
quality assurance defined by the International Standards contained in the ISO 9000 series and the
specified Specifications for quality systems.
In the system of Company Quality, the work being carried out was shop floor inspection which did not
reveal the major quality problems. This led to quality assurance or total quality control, which has come
into being recently.

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Quality Assurance Principles
SQA is committed to quality assuring all its qualifications to ensure public recognition and credibility
through the maintenance of standards. SQA quality assurance is based up on the following principles:
- The SQA assessment and quality assurance system should be understandable to stakeholders,
effectively administered, publicly accountable and cost effective to operate
- Qualifications should be accessible to all candidates who have the potential to achieve them
- The criteria which define the performance required of candidates for them to achieve
qualifications should be appropriate to purpose, explicit and in the public domain
- Each unit, course and group award should be unique and necessary, and should comply with
the relevant qualification specification
- Assessments should be valid, reliable and practicable, and assessment results should be in line
with qualification criteria
- Qualifications should be offered in centers which have the resources and expertise to assess
candidates against the qualification’s criteria
- Staff in centers should be provided with effective support in assessing candidates for
certification
- Responsibility for quality assurance should be devolved to centers where this is consistent with
the maintenance of national standards

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2 LO2 Plan and organize work flow
2.1 Assessing current work load
The term workload can refer to an amount of labor
While a precise definition of a workload is elusive, a commonly accepted definition is the hypothetical
relationship between a group and individual human operator and task demands.
Workload Workout Process is a quick, effective Workload Solution to:
 Reduce unnecessary low-value work, workload, employee stress and burnout
 Increase time and energy to focus on high priority work and improve work-life integration
 Improve employee engagement and resilience — the ability to function more effectively in a
fast-paced, high stress work environment
Workload Workout Process can be implemented company-wide or in a business or functional unit.
Employees take an on-line Workload Assessment to identify drivers of low value and unnecessary work,
and workgroups participate in a 3-4 hour Workload Workout session to identify key drivers of workload,
develop workload solutions and establish an action plan to drive out unnecessary work and build team
and individual resilience. Senior leadership determines outcome measures based on business priorities
and addresses systemic issues outside the control of work groups. A follow-up process measures results
to drive continuous improvement.
Workload Solutions for the Individual
 The Resilient Worker - A workshop for employees that fosters the characteristics, attitudes, and
behaviors of resilience to better handle stress and the pressures of intense, continuous change.
Workload Solutions for the Team
 Managing for Resilience - An interactive training program that identifies and develops the
critical management practices and skills for creating a work environment in which resilience
flourishes.
 Team Effectiveness Process (TEP) - Often the best starting point for solving workload issues,
this process engages and empowers workgroups to identify the practices and processes that cause
excessive workload for their team and develop solutions and "quick wins" to improve teamwork,
reduce low value work and stress, and enhance work-life effectiveness.
Workload Solutions for the Organization
 Executive Briefing - In a highly interactive format, WFD's briefings present the business case
and human costs of excessive workload and strategies for addressing workload issues without
adding headcount.
 Workload Assessment - Using WFD's validated Resilience Survey and Workload Assessment
tools singly or in combination or by re-analyzing your company's existing human resources data,
we pinpoint the factors in the work environment as well as work practices and processes that
have a negative impact on resilience and contribute to overwork, stress, and burnout. Based on
the results of this assessment, we make recommendations for action and work with management
teams to develop effective solutions.
 Strategic Workload Planning - Starting, when possible, with feedback from the Workload
Assessment, WFD engages senior managers in establishing strategies in six areas: leadership
commitment, measurement, communication, organizational systems alignment, learning and
development, and work-life effectiveness policies and initiatives.
 Resilience Workout - A half-day, hands on, action-oriented session for leaders to identify
resilience "killers" and develop targeted strategies for building a more resilient workplace.
2.2 Scheduling work
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A job scheduler is a program that enables an enterprise to schedule and, in some cases, monitor
computer "batch" jobs (units of work, such as the running of a payroll program). A job scheduler can
initiate and manage jobs automatically by processing prepared job control language statements or
through equivalent interaction with a human operator. Today's job schedulers typically provide a
graphical user interface and a single point of control for all the work in a distributed network of
computers.
Some features that may be found in a job scheduler include:
 Continuously automatic monitoring of jobs and completion notification
 Event-driven job scheduling
 Performance monitoring
 Report scheduling
Customer service quality
Why is CSQ Necessary?
The CSQS sets forth a set of generic guidelines that assists the organization in instituting good practices
in order for the customer service operation to demonstrate its capability to improve the overall quality
and performance levels that customers receive. This can further be summarized as follows:
•To drive Customer Relationship Excellence as core business value throughout the organization from
endorsement from top management to frontline operations
•To help improve organizational performance best practices, capabilities, and results
•To serve as a working tool for understanding and managing performance and for guiding planning and
opportunities for learning
•To enhance a common understanding of the customer service best practices
•To serve as a recognition of a company’s outstanding performance and who excel in customer
relationship excellence through the use of best practices
2.3 Delegating work
The purpose of delegating
Put most simply, delegation involves the assignment of a specific task or project by one person to
another, and the assignee’s commitment to complete it. When you delegate, you not only transfer
responsibility to another person but also transfer accountability for maintaining established standards.
Delegating is one of the most important skills demonstrated by successful managers and one often
neglected or overlooked by overworked managers. You know you’re delegating effectively if you’re
spending less time ―doing‖ and more time planning work assignments, organizing resources, and
coaching people who need help.
The benefits of delegating
Effective delegation can have important benefits for you, your people, and your organization. Let’s start
with you. When you delegate, you can reduce your workload and stress level by removing from your to-
do list tasks that others are qualified to do. This increases the time you have to focus on projects that
require your particular skills and authority. It also enables you to take on higher-level efforts such as
planning, conducting business analyses, controlling operations, obtaining resources, and dealing with
key people problems. Delegating also improves the level of trust between you and your staff. To get
trust, you must first give trust, and delegating is one way to do it. The message in delegation is, ―I trust
you to get the job done.‖ It also helps everyone learn how to achieve goals through cooperative effort.
Delegating also is an effective way of testing a staff member’s capabilities before you offer a promotion.
If you assign a series of tasks to an employee, you’ll soon have a good estimate of that person’s
strengths and weaknesses. Good employees benefit from the delegation of tasks and projects. Every

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assignment is an opportunity to learn how to accept responsibility, to plan work, and to enlist the
cooperation of others. In effect, delegating gives employees experience with managerial work. And
developing people is part of your job. The table ―The benefits of delegating‖ sums up the key
advantages that delegating offers to you, your staff, and your organization
Principles of delegation
When delegation is done properly and for the right reasons, it helps foster a climate of trust and creates
growth opportunities for your employees. Here are five principles that can help you create an effective
delegation process.
1. Determine what you will delegate. Effective delegation begins with defining your
responsibilities. Write down all of your activities and responsibilities. Review your master list
and categorize all of the items into two secondary lists: things you alone must do and things that
others could do or help you complete. Anything that falls into the second list presents an
opportunity for delegation.
2. Choose the right person to delegate the task to. Andrew Carnegie said, "The secret to
success lies not in doing your own work, but in recognizing the right person to do it." The key to
finding the right person to delegate an assignment to is matching skills and attitude to the task at
hand.
3. Clarify the desired results. When the results are clear, it allows the employee to use his or
her own creativity and resources to accomplish the task. An added benefit of effective delegation
is the individual may find a better and more effective way to accomplish the task or achieve the
desired results.
4. Clearly define the employee's responsibility and authority as it relates to the delegated
task. Clearly communicate the expectation, responsibilities, and timeline. Be sure to ask the
employee to share his or her understanding.
5. Establish a follow up meeting or touch points. The follow up meetings should be focused on
two things-monitoring progress and determining the need for assistance. The number of follow
up meetings will vary based on the scope of the task or project and whether the employee is new
or a long term member of the department.
2.4 Assessing work flow
Workflow management systems (WfMSs) (or Business Process Management systems - BPMSs) have
been important information systems to automate and increase the efficiency of business processes for
almost two decades. A WfMS is essentially a set of tools enabling the modeling, enactment, and
monitoring of business processes (Jablonski, 1996). Workflow functionalities have also been integrated
in other contemporary enterprise systems such as ERP, and call-centre applications. It is clear that a
pervasive enterprise system such as a WfMS, often influencing the daily work of numerous employees,
can only be successful if the targeted end-users accept the system and experience a performance growth
in their jobs. If the workflow technology is not designed in a way that meets the needs of both the end-
users and the management, the consequences might be dreadful, leading to the existence of shadow
systems and a loss of productivity. Despite this argument, only a few empirical studies on the usage and
success of operational WfMSs exist. In this paper we present the first results of a quantitative evaluation
of two workflow applications in different organizations. In the next section we give a concise overview
of the extant WFM research and of the literature on the acceptance and success of information systems.
Next we present our workflow system’s evaluation model. The model has been validated and analyzed,
using a sample of 237 end-users. After analyzing the results, we discuss the conclusions and future
research.
 Work flow objectives

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The workflow objectives are to:
1. Observe and record technical services processes, including acquisitions, cataloging, materials
processing, and quality control issues.
2. Identify and recommend proposed modifications for key processes, tools, and resources to
streamline process efficiencies.
3. Generate a workflow document to be used as a training, communications, or benchmark tool in
which future processes can be measured.
4. Provide the workflow and report documents
The workflow analysis will include data collected through observation of staff processes, staff
interviews, and vendor service options. In addition, to a written report will provide a workflow chart
that illustrates current practices and recommended modifications that may improve efficiencies through
the application of consistent and standardized processes. The workflow and report will also attempt to
identify unique processes and the impact that those exceptions have on the speed in which materials
move from the point of order through delivery to users.
 Principles of work planning and time management
Planning Principles
Good planning requires a methodical process that clearly defines the steps that lead to optimal solutions.
This process should reflect the following principles:
Comprehensive – all significant options and impacts are considered.
Efficient – the process should not waste time or money.
Inclusive – people affected by the plan have opportunities to be involved.
Informative – results are understood by stakeholders (people affected by a decision).
Integrated – individual, short-term decisions should support strategic, long-term goals.
Logical – each step leads to the next.
Transparent – everybody involved understands how the process operates.
A principle of good planning is that individual, short-term decisions should support strategic, long-term
goals. This requires comprehensive evaluation and negotiation to help people accept solutions that may
seem difficult and costly in the short-term. Comprehensive transport planning provides a foundation for
more integrated transport services, fares and ticketing, user information, infrastructure provision and
management, institutions (transport and public transit agencies), transport and land use planning, and
other public policies such as road, parking and fuel pricing
Principles of time management
Successful people use time management to achieve excellent results.
 Develop a personal sense of time - Keep a record of how your time is actually spent. There is often
a gap between what you think that you are doing and what you are actually doing. Time is well
managed if things that ought to run smoothly are doing so and desired ends are being achieved by
the economical use of time. It is important to also have an awareness of the importance of other
people's time.
 Organize your office work - Choose a time to get certain tasks through, such as answering emails,
working on a project or completing paper work; and then sticking to it every day.
 Manage your workload - We often make a mistake by saying yes to too many things. This causes
us to live to the priorities of others, rather than according to our own. Every time you agree to do
something else, something else will not get done. Learn how to say NO.

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 Divide large tasks - Large tasks should be broken up into a series of small tasks. By creating small
manageable tasks, the entire task will eventually be accomplished. Also, by using a piecemeal
approach, you will be able to fit it into your hectic schedule.
 Plan your activities - Schedule a regular time to plan your activities. If time management is
important to you, then allow the time to plan it wisely.
 Delegate effectively - Learning to delegate is one of the most difficult tasks. As you move up the
corporate ladder, you will find that time is limited therefore its time to delegate. Start small! Begin
the process by identifying the employees you trust and delegate small tasks to test how they handle
those activities. If they are successful, gradually increase the tasks you assign to them and keep track
of their results.
 Manage meetings - Meetings are a fact of everyday business. To get the most out of a meeting, you
should be to productive and informative in the least amount of time. Poorly managed meetings waste
time. Therefore, being well organized, consistent, and assertive can help you manage productive
meetings. During any meeting, keep the focus as much as you can.
 Plan the day - Always plan time for balance - include family, fitness, recreation, social and spiritual
activities. Write out a ―To Do list‖ and separate the list into A, B and C priorities. "A" items are
important to your long term success, "B" may be urgent but not as important and "C" are those that
would be nice to do if you get the time. Start with the A items. Don't work on a C just because it's
easy to do. Check off items as you complete them to give yourself a sense of accomplishment.
 Make the best use of your best time - Ask yourself: Do I make the best use of my time? Do I know
clearly how much of a morning or night person am I? Do I regularly program my day so that my best
time of the day is given to the high priority tasks?
Most of us seem to reach our peak of alertness 4-5 hours after waking up. Therefore it is best to do the
hardest and most difficult tasks in the morning.
 Organizing the place where most of your work is done - Control interruptions by setting a
time limit and then quickly go back to work.
 Manage your Health - Moderation is key, allow time to relax and for reflection
2.5 Assisting colleagues
Assist and support the work of colleagues
This career unit requires you to establish and maintain positive working relations with others. This may
require you to:
 Developing your team building skills
 Develop your collaborative skills to ensure that you assist colleagues who may benefit from your
skills and knowledge.
Skills needed to support the work of colleagues
This career unit requires you to possess the following skills:
 Communicate with other people clearly and effectively
 Discuss and agree realistic objectives, resources, working methods and schedules in a way that
promotes good working relationships
 Meet commitments to colleagues within agreed timescales
 Offer and give help willingly to team members to achieve the team’s aims within your own work
constraints and other commitments
 Find workable solutions for any conflicts and dissatisfaction which reduce personal and team
effectiveness
 Deal with personal differences, or differences of opinion, in a way that avoids conflict and maintains
mutual respect and achieves aims

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 Treat others courteously and work in a way that shows respect for other people
Knowledge and understanding needed to support the work of colleagues
This career unit requires you to know and understand:
 How you can support your colleagues, and how your colleagues can support you
 The aims of your team and the timescales to which they are working
 The interdependencies between your own and your colleagues’ work
 Your organizational structure and awareness of other departments
 How to deal with conflict in the workplace.
You can use this as a guide to develop or maintain skills for your own career.
 Work load prioritization
If you have a job that involves a lot of multitasking, you can become overwhelmed easily. Sometimes,
you just do not know what to do first. Prioritize your workload by making a list of tasks you must tackle,
and complete them in order of importance. In addition to getting your work done, Help guide notes that
"Your newfound ability to maintain a sense of self-control in stressful situations will often be well-
received by coworkers, managers, and subordinates alike, which can lead to better relationships at work.
How to Prioritize Your Workload
Instructions
o Commit to handling your important work for when you are most alert, if possible. Some people are
morning people, and some come to life in the afternoon. Know yourself and your work patterns to help
you prioritize your workload.
o Go through the mail quickly when it arrives. Put items you need to file or act upon right away in one
tray. Mail that might not be as urgent can go in another tray. Regardless, you should process all mail by
the end of the work day.
o Keep the work space in front of you clear of clutter. Visually, this will help you get to things more
quickly because you will not be distracted by the huge piles at your left and right while you are working
on a file squeezed in the middle. It is amazing how much you can get done when you do not have it all
staring you in the face.
o Break down the work you have to do into smaller tasks, and allot a specific amount of time to complete
them. Use a spreadsheet to help track your priorities.
o Use a calendar to track your deadlines, and complete all of the tasks you planned to do on a given day.
2.6 Providing inputs
2.6.1 Management and staffing needs
Regardless of what you do in an organization, a staff is required in order to execute work tasks and
activities. If you are a project manager, you need to have an adequate staff for executing your project
activities.
Just having the required number of staff members for your project will not help you to successfully
execute the project activities. These staff members selected for your project should have necessary skills
to execute the project responsibilities as well. In addition, they should have the necessary motivation and
availability as well.
Therefore, staffing of your project should be done methodologically with a proper and accurate plan.
Understanding the Purpose:
Before you start staffing your project, you need to understand the purpose of your project. First of all,
you need to understand the business goals for the project and other related objectives. Without you being
clear about the end results, you may no be able to staff the best resources for your project.

13
Spend some time brainstorming about your project purpose and then try to understand the related
staffing requirements. Understand the different skills required for project execution, in order to
understand what kind of staff you want.
Be Precise:
Be precise when you prepare your staffing management plan. Make your staffing plan in black and
white. Do not include things just to make the people happy. Always include the truth in your plan in a
bold way. Whenever required, emphasize the roles and responsibilities of the staff and organizational
policies as well.
The workforce should be disciplined in order to execute a project successfully. Therefore, you need to
include discipline requirements to the staffing plan as well.
Use a Good Template:
When it comes to articulating the plan, you need to use a good template for that. First of all, there are
chances that you can find a suitable one from your organization itself. Talk to your peers and see
whether there are templates that they have used in the past. In case if your organization has a knowledge
management system, search for a template there.
Once you get a good template, articulate everything in simple language. The audience of the plan is the
management and the staff. Therefore, articulation should be clear and simple.
Making the Connection:
Connecting with your staff is the key. By properly connecting, you can measure them for their skills and
attitude.
Interviewing the staff members is the best way to properly engaging with them. By doing this, you can
measure their skills and you can see whether they are suitable for your project requirements. For
interviews you can come up with an interview schedule and a set of critical questions may want to ask.
Training:
Before you start staffing for the project, you need to know what skills required for your project. This
way, you can measure the skills of your potential staff during the interviews. In most instances, you will
not find all the staff members with desired skills.
In such cases, you will have to requests for trainings from the training department. Get applicable staff
members trained on required skills in advance to the project commencement.
Rewards and Consequences:
Staffing management plan should be crystal clear about the staff rewards as well as the consequences.
The plan should illustrate the rewards in detail and how a staff member or the entire staff becomes
eligible for rewards.
As an example, early delivery of projects is rewarded by paying a bonus to the staff members who are
involved in the project. This is one of the best ways to keep the staff motivation and focus on the project
activities.

14
3 LO3 Maintain work place records
3.1 Completing and submitting workplace records
 Staff records
A staff record is information pertaining(related or relevant) to staff (or former staff) in any form that is
created or received and maintained by the Human Resources Unit in regards to the employment
relationship between the University and each individual staff member. Staff records form part of the
University's official record keeping system.
State and federal law requires that accurate records are kept for each employee. These records must be
kept for 7 years (either written or stored on a computer) and must be made accessible to a government
inspector on request. Employees and former employees also have the right to view their records, but not
the records of other people.
Information recorded must include:
 Company name (employer);
 Employee name;
 Date employment started;
 Employment status (e.g. casual / full time);
 Hours worked (including overtime);
 Pay rate (including penalty rates);
 Copy of any agreements made with employee;
 Gross and net amounts paid (with details of deductions made);
 Penalty rates, bonuses or incentive-based payments, loadings and monetary allowances – if any were
made;
 Leave accrued, leave taken, copy of any written decision to forego leave, rate of pay for leave and
dates, balance of leave;
 Superannuation contribution details and name of fund;
 Termination of employment (details of termination including reasons and date).
Employees are also required to issue employees with a pay slip within one day of paying wages.
Information on the pay slip must include:
 Employer name;
 Employee name;
 Date of payment and payment period (usually per week, fortnight or month);
 Gross and net payment;
 Hourly rate if worker is paid on an hourly rate;
 Rate of payment on the last day of pay period for workers who are on salary
 Entitlements paid which might include loadings, bonuses, allowances, penalty rates;
 Amount of superannuation and name of fund (if superannuation is paid) plus any other deductions
including details of amount and purpose (and written authorization from employee if needed).
If electronic pay slips are issued it is recommended that:
 Issue is secure and confidential (and employees should be able to access the pay slip privately);
 Pay slip should be easy to print and contain the same information as hard copy slips;
 Pay slips must be easy to understand;
 Pay slips must always be issued and accessible;
 Pay slip information must be kept for 7 years.
Often companies outsource their payroll and recordkeeping, or use software with specifically designed
templates to process it. Keeping hard copies of pay slips and information is common place and is an
be appropriate,
related, or
applicable

15
insurance against computer failure. However, it must be remembered that all personal information is
strictly protected by Privacy Laws, meaning all records must be stored securely.
 Regular performance reports
What is performance reporting?
Performance reporting refers to an integrated system of planning and reporting that is oriented toward
achieving outcomes. Performance reporting involves planning (including the production of the Priorities
and Strategies Overview (PSO) and the Supplemental Information for Legislative Review (SILR)) and
reporting on the plans, including the annual report.
Performance reporting is designed to help:
 clarify organizational goals and directions;
 communicate the priorities of the organization;
 monitor progress and make continuous improvement;
 support budgeting and resource allocation decisions; and
 Provide information to legislators, the public, media and others about the work of the
organization.
Why is performance reporting important?
Reporting on performance is not an end in itself, but an important part of effective management and
accountability.
Planning and reporting are an integral part of an organization’s ongoing operations and decision-making.
Performance reporting should help promote a ―continuous improvement‖ feedback loop where reports
on activities and performance provide important information to allow for the best possible decision-
making in the next planning cycle.
Regular performance measurements can improve productivity, boost morale and provide the all-
important "face time" with managers that employees want and need for job satisfaction.
 Relevant work place
The labor market is growing every day. A lot of graduates are pushed out every year into the labor
market while little or no effort is made to create more jobs to absorb these job seekers. There is also
intense competition to grab and retain the available offers employers are willing and able to give out.
There is then the need for every employee to work hard in order to be relevant and competitive in the
workplace. Once an employee is seen as relevant in his firm, he has a good chance to grow in the
company and attain the highest possible position that will be open for him. In the global economy today
a lot of downsizing and layoffs are going on in companies. Despite the level of the economic downturn,
employees who are relevant in their firms will not be affected. There is need for every employee to
develop himself to a level that despite what is going on in the economy, it will be almost impossible for
them to be dispensable.
How then can one develop himself in order to be relevant in the workplace?
 Develop your skills: Your skills are those competencies you have that can help you deliver or not
deliver quality services to your organization. Your skills can be seen from your educational
qualifications, competencies, abilities, talents and general experiences. To be relevant and always
remain so in your organization, you need to work hard to improve your skills always.
 Invest in yourself: What is the most profitable investment you can make? Some may tell you
shares, bonds, landed properties, high yielding investment projects etc. Yes they are not wrong, but
the truth is that the greatest investment anybody can make is to invest in oneself. An investment
obtain
quickly or
opportunist
ically.

16
you make on your self is for ever; it continues to appreciate in value and always positions you for
greater heights. It makes you to be more valuable, helps you to actualize your dreams and goals in
life and most especially positions you to become your own boss at the right time.
 Always update yourself: It is good to go to school. It is good to have as many degrees as you can
handle. The world itself is a dynamic place and changes occur every now and then. Trends on how
things are done are always evolving. There is the need for one to always keep abreast with the
changing technologies and lifestyle. The computer today and use of the internet has turned the
entire world into a global village. There is the need for every employee to be computer literate and
grow with the trend.
 Discover who you are: Find out your key skills and areas you are best at and try to specialize in
that area. Find out those things you have flair for as you will easily excel in that area.
 Increase your worth: Training and development is a very important way to improve yourself. Most
employees wait for their firms to send them on trainings and most people wait indefinitely as there
are a lot of people to train. You need not wait for your employer to send you on training. Find out
the area you are deficient and enroll for training.
 Build good relationship with your colleagues: Peaceful and serene working environment is always
as a result of good working relationship among colleagues. Make sure you are in the good books of
your supervisors and subordinates too.
 Make sure you fit into the succession plan of your company: Those who fit into the succession plan
of their firms are seen to be always relevant in the firm. They are such staff that can fit into the long
term goal and objectives of the firm, those who can be trained, those who learn fast, those who are
ready to add value and above all things ready and able to make a difference in their department and
the company at large.
3.2 Delegating monitoring records
As a member of the wider health care team, the health care assistant student takes personal
accountability for good record keeping.
Employing organizations Principles
1. Record keeping can be delegated to students so that they can document the care they provide.
2. Record keeping is an integral part of every intervention and the student should be assessed as
competent in the complete provision of care, which includes record keeping.
Until they are deemed wholly competent in both the activity and its documentation, Countersigning as in
principles four and five should be performed.
3. As with any delegated activity documentation to be delegated to the student.
4. Supervision and a countersignature are required until the student is deemed competent at the activity
and keeping records. The principles of accountability and delegation apply
5. Registered should only countersign if they have witnessed the activity or can validate that it took
place.
6. Organizations should supply clear guidance on record keeping for all staff, in line with the principles
guidance

17
4 LO4 Solve problems and make decisions
4.1 Identify workplace problems
1. Identify the problem.
Be very specific in identifying the core of the problem. Consider these
examples:
 A less qualified person got the promotion you desired.
 You regularly have to work overtime.
 You didn't get the expected pay raise.
 A fellow employee is making harassing comments.
 You didn't get the office you wanted.
 The employer isn't providing an accommodation requested.
 A fellow employee never refills the coffee pot after taking the last cup.
2. Determine the size and scope of the problem.
How serious is the problem? How often does the problem occur?
Is it a big enough (or frequent enough) problem worth tackling?
3. Determine the severity of the problem.
How serious or relevant is the problem to the work environment?
To you, the individual involved? Again, is it important enough and worth tackling?
Less serious work-related problems might include minor inconveniences and annoyances in the
work environment, such as supplies needed are out, the copy machine wasn't refilled with paper, and so
on. Often these types of problems can be easily addressed by communicating concerns with the
individual involved. Sometimes minor inconveniences and annoyances are brushed aside and ignored --
and sometimes should be.
Work-related problems considered to be of a more serious nature would include those that pose a risk to
health and safety, violate federal or state work place laws, violate company policies or employee
contracts, and so on.
4. Identify the easiest way to resolve the problem.
What specifically, and most simply, would resolve the conflict? What’s the easiest solution? A
conversation to share concerns? An apology? A meeting? Mediation? Try to keep it as simple as
possible by choosing the easiest route first.
As workplace conflicts vary in nature, no one approach may necessarily work for every situation
encountered. But, again, whenever possible, start with the easiest approach first. Legal action, if
applicable to the particular situation, should be used only as a last resort after all other attempts to solve
the problem have been tried first.
5. Arrange to meet with your employer.
Schedule an appointment to meet with your supervisor. In most situations, discussing a problem with
your supervisor can usually resolve most conflicts. Perhaps there was a misunderstanding, an oversight,
or a lack of legal knowledge. Often bringing the problem to the employer's attention will help resolve
the problem. Given the opportunity, most companies will work to address a problem, specially a
problem that could involve the company legally.
6. Prepare for the meeting with your employer.
To communicate concerns to an employer effectively, the following tips are suggested:
 Know the workplace laws. When applicable, it's wise to become familiar with
federal and state employment laws andregulations that apply to the problem at hand.
Knowing whatthe laws say, what they do, and who's covered will enable you to know what
your rights are in the workplace.

18
  Research company policies, employee contracts, and
employee handbooks. Review your copy of the company policy manual, employee
contract manual, and employee handbook to become familiar with company policies
and/or negotiated contract agreements that relate to the problem.
 Write a brief summary. Very simply...
1. State the concern or problem.
2. List the facts (only the facts) related to the problem.
3. State your recommendation for resolving the problem.
7. Meet with your employer.
The following tips are suggested:
 Meet with the employer in a private location away from co-workers.
 Take a copy of your written summary to the meeting to share with the employer.
 State the problem, facts, and your recommendation.
 Stick to the facts.
 Don't become overly emotional or lose your temper .A calm presentation of a complaint
is always more effective than an emotional or hostile confrontation .No matter how
emotional or angry you may feel...
 If the supervisor needs more time to address your problem, try to establish a timeline
with the supervisor so you know when to expect a response or remedy to the problem.
At this point, hopefully the problem will be resolved. However, if the problem is not resolved and
further action is needed, go to.
8. Document the problem.
Set up a file and keep records of all relevant documents and correspondence. Records should include
factual written summaries of incidents noting date, time, location, and persons involved; memos and
letters; relevant work documents; meeting notes; performance evaluations; and any other relevant
paperwork to document your workplace problem. Keeping a paper trail is essential for providing
needed evidence should legal action be needed down the road.
 Operational and customer service prospective
Keeping your customers satisfied is essential to building a successful, growing business. Customer
satisfaction keeps your customers coming back and buying from you again and again. When everybody
in your company is capable of providing effective customer service, your customers enjoy positive
experiences whenever they interface with your people.
Many companies work hard to increase sales, but they overlook the importance of doing the little things
that keep customers happy and buying more. Satisfied customers are priceless assets on which to build a
successful business, yet many companies place more emphasis on selling to new customers than
servicing current ones.
While the value of attracting new business cannot be discounted, it is equally important and cost
effective to grow your business by serving your existing customers. It is often easier to accelerate your
business by cultivating the customers you already have rather than having to constantly attract new
customers.
What does exceptional customer service do for you?
 Keeps customers with you longer.
 Gives you an advantage over your competitors.
 Increases customer purchases in size and frequency.
 More customer referrals and recommendations to new customers.
 Builds your business reputation; reduces complaints and problems.

19
 Saves resources - It costs five to ten times as much to get a new customer than it does to keep a
customer.
 Satisfied customers often offer suggestions for making your business better. By reducing
customer defections, you can boost profits by 25% or more.
4.2 Initiating short term actions to resolve problems
 Delegation and problem solving technique
Perhaps it is axiomatic to say that managers who delegate effectively are in the best position to help their
company or business to solve important problems. When planning the steps needed to take appropriate
action to solve a business issue, it is critical to define what the problem is and what actions are needed to
solve or remove the issue.
To become a very good manager, you will only be able to solve business issues by managing others by
crafting the right delegation plan. Managers may believe this to be an obvious process but I can tell you
that most of the time they miss some important aspect of the task. Essentially, the manager must
confront the problem from three fronts:
1. What is the Problem really? Take the time to review every aspect of the problem. Meet with your
manager and your key employees and get their take on exactly what the problem is that needs
addressing. It is not uncommon to see the problem only in terms of the result or effect from the problem.
2. Next is a Clear Outline of the Negative Effects. Let’s say that lack of productivity by the manager’s
business unit executing assignments is the Problem. Okay, so what are the negative effects of this
problem. Could be failure to meet assigned deadlines or ineffective team work. What ever the problem,
what are the undesirable consequences?
3. Determine Exactly what is Causing the Negative Outcomes? This is often referred to as ―root
causes.‖ This is the process of uncovering what it is that is really at the bottom of the issue. For
example, failure to meet assigned deadlines might be cause by poor planning or lack of coordination
among the business unit. Get you best people together and brain-storm the real ―causes‖ at the core of
the problem.
One very effective way to test you conclusions is to ask, ―if we solve the ―root causes‖ that our team has
uncovered, will they in fact eliminate the Problem?
As a manager, your ability to effectively delegate work assignments that will solve the targeted Problem
will rely on how well you cover these three steps. So the next time you have a business unit problem to
solve, ask your-self how can we thoroughly review the tree-step process? You will absolutely find that
these simple steps increase your delegation management.

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