LG THHWPO0223A MONITOR WORK OPERATIONS

LEARNERS GUIDE
MONITOR WORK OPERATIONS

Published by

HEART TRUST/NATIONAL TRAINING AGENCY

Produced by

Learning Management Services Department

Gordon Town Road
Kingston 7
Jamaica W.I.

This material is protected by copyright. Copying this material or any part of it by any means,
including digital or in any form is prohibited unless prior written permission is obtained from
the HEART Trust/NTA

*** 2003***

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TABLE OF CONTENTS

PAGE

Introduction.......................................................................................................................... 1

Welcome ................................................................................................................... 1
This Competency Unit.................................................................................................... 1
Before You Start ............................................................................................................. 2
Planning Your Learning Programme ............................................................................. 2
Self-Assessment Checklist ............................................................................................. 3
How To Use This Learners Guide ................................................................................ 5
Using the Computer and Other Resources..................................................................... 6
Method of Assessment.................................................................................................... 6

Element 1: Monitor and improve workplace operations................................................. 7

Self-Assessment Checklist ........................................................................................... 13

Element 2: Plan and organize workflow ............................................................................ 14

Element 3: Maintain workplace records

Self-Assessment Checklist ........................................................................................... 24

Element 4: Solve problems and make decisions................................................................ 26

Self-Assessment Checklist ........................................................................................... 28

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LG THHWPO0223A
MONITOR WORK OPERATIONS

INTRODUCTION

Welcome

Welcome to the Learners Guide for Unit of Competency Monitor Work Operations.
This is just one of a number of Learners Guides produced for the Commercial Food
Preparation Skills stream of the Tourism and Hospitality Industry, and it is designed to
guide you, the learner, through a series of learning processes and activities that will
enable you to achieve the specified learning outcomes for the competency unit.

The content of this guide was developed from the Competency Standard
THHWPO0223A, which is one of the basic building blocks for the National Vocational
Qualification of Jamaica (NVQ-J) certification within the industry. Please refer to your
Learners Handbook for a thorough explanation of standards and competencies, and how
these relate to the NVQ-J certification.

You are also advised to consult the Competency Standard and Assessment Instrument for
a better understanding of what is required to master the competency.

This Competency Unit

Monitor work operations addresses the knowledge and skills required for effectively
monitoring work operations. The competency unit is comprised of the following
elements:

Element 1: Monitor and improve workplace operations

Element 2: Plan and organize workflow

Element 3: Maintain workplace records

Element 4: Solve problems and make decisions

As you go through each element, you will find critical information relating to each one.
You are advised to study them carefully so that you will be able to develop the necessary
knowledge, skills and attitudes for monitoring work operations.

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Before you start

Before you start this Learners Guide, you need to:

a. Obtain a Learners Logbook that will be used to record evidence of your new
skills/competence. As you demonstrate your new skills, record your activities and
have your learning facilitator sign off on them. This will allow you provide evidence
of your competence when you are being assessed against the competency standard.

b. Ensure that you have access to the facilities and equipment necessary for learning.

c. Ensure that your learning resources are available.

d. Know and observe the occupational health and safety standards/practices for the
industry. For example, ensure that you are wearing suitable clothing, that tools and
equipment are safe, and that the correct safety equipment is used.

e. Plan your learning programme (see below)

f. Understand how to use this Learners Guide (see below)

Planning your learning programme

The following self-assessment checklist will assist you in planning your learning
programme as it will help you to think about the knowledge and skills needed to
demonstrate competency in this unit. As you go through the checklist will be able to find
out what elements you have already mastered which ones you will need to pay more
attention to as you go through the learning process.

To complete the checklists simply read the statements and tick the Yes or No box.

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Self-Assessment Checklist
- Monitoring work operations

Element 1 Monitor and improve workplace operations Yes No

1. I can monitor efficiency and service levels on an ongoing

basis ( ) ( )

2. I can support operations in the workplace with overall

enterprise goals and quality assurance initiatives ( ) ( )

3. I can identify and adjust quality problems and issues

promptly ( ) ( )

4. I can change procedures and systems in consultation with

colleagues to improve efficiency and effectiveness ( ) ( )

5. I can consult colleagues about ways to improve efficiency

and service levels ( ) ( )

Element 2 Plan and organize workflow Yes No

1. I can assess current workload of colleagues accurately ( ) ( )

2. I can I can schedule work in a manner that enhance

efficiency and customer service quality ( ) ( )

3. I can I can delegate work to appropriate people in accordance

with principles of delegation ( ) ( )

4. I can assess workflow against agree objectives and timelines ( ) ( )

5. I can assist colleagues in prioritization of work ( ) ( )

6. I can provide input to appropriate management regarding

staffing needs ( ) ( )

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Element 3 Prepare and serve foods Yes No

1. I can complete and submit workplace records accurately

within require timeframes ( ) ( )

2. I can delegate and monitor where appropriate completion

prior to submission ( ) ( )

3. I can involve customers in the preparation process and invite

them to select ingredients, choose the finishing method and
determine the size of portions ( ) ( )

Element 4 Solve problems and make decisions Yes No

1. I can identify and consider workplace problems promptly

from an operational and customer service perspective ( ) ( )

2. I can initiate short-term action to resolve the immediate

problem where appropriate ( ) ( )

3. I can analyze problems for any long-term impact and potential

solutions assess and action in consultation with relevant ( )
colleagues ( )

4. I can encourage where a team member raises problem, then

team participate in solving the problem ( ) ( )

5. I can take follow up action to monitor the effectiveness of

solutions in the workplace ( ) ( )

If you ticked all or most of the Yes boxes then you might not need to go through the
entire guide. Ask your learning facilitator to assist you in determining the most
appropriate action you should take.

If you ticked a few of the Yes boxes or none at all then you should work through all of
the guide, even though some of the material may be familiar to you.

Plan your learning based on your answers. Be sure to involve your learning facilitator
in the planning process.

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How to use this Learners Guide

This Learners Guide is designed to assist you in working and learning at your own pace.

We suggest that you:

Go through the sections/elements as they are presented (starting at Section 1)

Check your progress at each checkpoint to ensure that you have understood the
material

Observe the icons and special graphics used throughout this guide to remind you of
what you have to do to enhance your learning. The icons and their meanings are as
follows:

Complete Assessment Exercise

This exercise requires you to think about the knowledge
and skills that you have or will develop in this
competency unit.

Definition Box
Words/phrases are defined or explained in this box. The
words/phrases being explained are in bold print.

Checkpoint
This denotes a brain teaser and is used to check your
understanding of the materials presented. No answers are
provided for the questions asked.

Activity
This denotes something for you to do either alone or with
the assistance of your learning facilitator.

Reference
Points you to the reference materials and other support
documents or resources used in compiling the unit content.

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Ask your learning facilitator for help if you have any problems with the interpretation
of the contents, the procedures, or the availability of resources

Stop and complete each activity as you come to it. If the activity requires you to
perform an actual task, be sure to tell your learning facilitator when you get to that
activity so that he/she can make any arrangements

Get your learning facilitator to sign and date the Learner Logbook when you have
completed an activity

Read the summary and complete the self-assessment checklist at the end of each
section or element.

When you have worked through all sections of the guide, complete the assessment
exercise at the end of the document. When you can tick every Yes box, you are ready
for assessment and should ask your learning facilitator to assist you in making the
arrangements to have your performance assessed.

Using the Computer and Other Resources

Where your activities refer you to the library, computer and Internet resources, ask your
learning facilitator to assist you with locating these resources. If you are getting your
training in an institution, there may be a library and computer laboratory. If this is not
the case, visit the local library and find out what resources are available.

If you are new to the computer and the Internet, someone should be able to show you
how to use these resources.

Please note that in many of your activities you have been referred to information on the
Internet. This is because the Internet has a vast amount of information that can help you
in acquiring the particular competencies. We would like to advise you, however, that we
cannot guarantee that all the sites will be available when you need them. If this happens,
ask your learning facilitator to assist you with locating other sites that have the
information you require.

Method of Assessment

Competency will be assessed while you are actually performing the tasks and related to
this competency, this may be in a real work place or a simulated situation that accurately
relates to the work situation. You are advised to consult the associated competency
standard and assessment instrument for further details relating to the assessment
strategies.

You may now start your learning. Have fun while you work!

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ELEMENT 1: MONITOR AND IMPROVE WORKPLACE OPERATIONS

LEARNING OUTCOMES

1. Monitor efficiency and service levels on an ongoing basis

2. Support overall enterprise goals and quality assurance and identify quality
problems and issues and make appropriate adjustments
3. Organize procedures and systems in consultation with colleagues to improve
efficiency and effectiveness
4. Consult colleagues about ways to improve efficiency and service levels

MONITOR EFFICIENCY AND SERVICE LEVELS ON AN ONGOING BASIS

An organizations resources include:

Assets
Management is defined as the
planning, organizing, leading People, their skills and knowledge
and controlling of human and Machinery
other resources to achieve Raw materials
organizational goals effectively Computers and information technology
and efficiently. Financial capital

How you perform your various functions will determine how efficient and effective your
organization is.

CHECKPOINT:

In the service industry, how would you distinguish between planning,

organizing, leading, and controlling?

Organizational performance

Organizational performance is a measure of how efficiently and effectively a manager

uses resources to satisfy customers and achieve organizational goals.

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Efficiency - is a measure of how well resources are used to achieve a goal. It is always a
managers responsibility to ensure that an organization and its members perform as
efficiently as possible all activities that will ensure that goods and services are provided
for customers.

Effectiveness - is a measure of the appropriateness of the goals an organization pursues

and the degree to which these goals are pursued:

As a manager it is critical that you monitor efficiency and service levels on an on

going basis
You should ensure that your team is monitored at all times
Ensure that your products are up to acceptable standards both locally and
internationally
Depending on the industry that you are in you might need to put the proper processes
in train to become ISO compliant
Frequent reports from supervisors are important
Institute quality assurance persons to monitor telephone calls, transactions
You can monitor your operations using the strategy of managing by walking around
(MBWA)

CHECKPOINT:

Do further reading to find out the meaning of ISO

Methods for quality monitoring

Below are some methods of monitoring. Some of these methods can only be used in
certain types of organizations such as the Telemarketing industry and the service
industry:

Walk around observation

Plug-in/double jack monitoring
Silent monitoring
Record and review
Voice and screen/multi-media monitoring
Use suggestion boxes and customer service hotlines for feedback from customers

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CHECKPOINT:

Before implementing monitoring process review legal issues

ACTIVITY:

In groups of four discuss how each of the above methods for quality
monitoring is carried out.

Management levels

Managers can be classified in two ways by their level in the organization and by the
range of organizational activities that they are involved in:

First line managers - operate at the lowest level in an organization at which individuals
are responsible for the work of others
Middle managers - refer to more than one level in an organization and managers in this
category direct the activities of other managers and sometimes also those of operating
employees. A plant manager is an example of a middle manager
Top managers are - responsible for the overall management of the organization

Stoner, J.F (1982). Management (Second Edition), Prentice Hall, New

Jersey

Support overall enterprise goals and quality assurance initiatives through

operations

As a manager you should ensure that the operations support the goals and quality
assurance initiatives. Operations managers typically formulate plans that range from
daily or weekly to yearly in outlook. Operations planning and control usually aim to
maximize customer service, minimize inventory investment and maximize system
investment efficiency.

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PRODUCTION PLAN

A production plan - is based

on forecasts and are usually
made for a six to eighteen
month period.

Detailed scheduling or short term scheduling

Specifies the quantity and type of items to be produced and how, when, and where they
should be produced for the next day or week

Detailed scheduling involves the following process:

Establishing a sequence for the work

Allocating orders, equipment, and labour to work places
Developing a work schedule
Initiating work performance
Updating the status of the work
Revising schedules

As a manager you should ensure that the operations support the goals and quality
assurance initiatives:

Employ qualified and competent workforce

Employ competent staff whose values coincide with the organizations and work
teams
Self managed work teams help to boost efficiency
The team usually has responsibility for completing the entire product
The team is given the responsibility to hire new members, set vacation dates, order
materials

CHECKPOINT:

Identify quality problems and issues and make the necessary

adjustments

CHECKPOINT:

A flat organization is usually cost effective. Do further readings and

define flat organization.

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CHANGE/ORGANIZE PROCEDURES AND SYSTEMS IN CONSULTATION WITH

COLLEAGUES TO IMPROVE EFFICIENCY AND EFFECTIVENESS

The first step in quality improvement is for people to look at their work in terms of being
part of a continuous process.

A process - is a sequence of tasks which together create a product or service. The best
way to understand a process is to draw a flow chart showing all the steps. When you do
this it is possible to visualize ones own work in terms of being a step in a process. Every
workgroup has a supplier and a customer. People take the output from another work that
adds value, and then pass it on to another work group.

Quality - is defined as meeting customer needs. Therefore the way to improve quality is
to figure out who is the customer and what they need, and then improve the process to
fully meet this need. There are various techniques for doing this. They involve setting
up teams to analyze process and implement solutions. Things can always be made
better. Continuous improvement adds value for the customer.

STEPS IN THE CONTINUOUS IMPROVEMENT PROCESS

Select a product to be improved with a specific goal

Assign a team to improve it
Use a flow chart to define the process
Find the problems and the causes
Recommend improvements
Implement the improvements as a pilot project
Measure the results
Proceed to a final implementation
Move on to the next problem

ACTIVITY:

Discuss with your peers or learning facilitator the continuous

improvement process outlined above as they relate to the customer.

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Consult colleagues about ways to improve efficiency and service levels

Always facilitate suggestions from staff at all levels to improve service levels
Train staff so that they can deal with a problem before reporting it to management
Report problem to management after you have addressed it
As a manager you should solicit feedback from your staff to improve service levels
No decision should be made in an autocratic fashion, consult, consult, consult

Techniques to improve quality work

Processes are described using flow charts

Problem solving is done using system
Customer needs may be defined using a Quality Function Deployment Matrix
Processes are monitored using statistical process control techniques
Inventory control and supplier management techniques are used to improve the inputs

Refer to: http: //www.eagle.ca/~mikecheck/quality.htm

CHECKPOINT:

Do further readings and define:

Quality function development matrix

Statistical process control techniques

ACTIVITY:

You have been asked to develop strategies to improve efficiency in

your organization, state some of the things that you would include in
this plan. Discuss with your learning facilitator.

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READY TO PROVE YOUR COMPETENCY?

Now that you have completed this element, see if you have fully grasped all the
components by doing the following Self-Assessment:

Checklist 1 Yes No

1. I understand how to monitor efficiency and service levels on an

ongoing basis ( ) ( )

2. I know how to support operations in the workplace with overall

enterprise goals and quality assurance initiatives ( ) ( )

3. I understand how to identify and adjust quality problems and

issues promptly ( ) ( )

4. I understand how to change procedures and systems in

consultation with colleagues to improve efficiency and
effectiveness ( ) ( )

5. I know how to consult colleagues about ways to improve

efficiency and service levels ( ) ( )

Checklist 2 Yes No

1. Efficiency and service levels are monitored on an ongoing

process ( ) ( )

2. Operations are supported in the workplace with overall

enterprise goals and quality assurance initiatives ( ) ( )

3. Quality problems and issues are promptly identified and

adjusted ( ) ( )

4. Procedures and systems are changed in consultation with

colleagues to improve efficiency and effectiveness ( ) ( )

5. Colleagues are consulted about ways to improve efficiency and

service level ( ) ( )

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ELEMENT 2: PLAN AND ORGANIZE WORKFLOW

ELEMENT 3: MAINTAIN WORKPLACE RECORDS

LEARNING OUTCOMES

As you go through this element you need to ensure that you acquire the knowledge, skills
and attitudes necessary for monitoring work operations. Your learning facilitator will
assist you through the various activities. Upon completion you will be able to:

1. Accurately assess workload of colleagues and

schedule work in a manner that enhances efficiency and customer service quality
2. Delegate work to appropriate people in accordance with principles of delegation
3. Assess workflow against agreed objectives and timelines
4. Provide input to management regarding staffing needs
5. Accurately complete and submit workplace records within required time frames
6. Delegate completion of records and monitor prior to submission

PLANNING

Planning involves identifying and selecting appropriate goals; one of the four principal
functions of management. There are three
Planning - is a process by which main steps that a manager must contemplate
managers set objectives, assess the in the planning stage. These are as follows:
future, and develop courses of action
to accomplish these objectives. Deciding which goals the organization
will pursue
Making the decision about courses of
action to adopt to attain goals
Deciding how to allocate organizational resources and attain these goals
Planning is different from plans. Planning involves the continuous re- evaluation ,
analysis and adjustment of organizational activities towards clearly defined
objectives agreed on.
It has been suggested that successful panning includes looking around, within and
looking ahead. Looking within includes a thorough analysis and review of the
human resources, financial, facilities, equipment , patents and so on.
Looking around includes an analysis of the external environment such as competitors,
relationship with customers, suppliers and the community. Looking ahead combines
these factors relating to the future.

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CHECKPOINT:

Explain the difference between planning and plans/a plan.

Types of Planning

Short range: one year or less

Intermediate range: between one and five years
Long range: five years or more

Short Range Planning

Annual plan
Sales/Revenue
Production
Materials
Requirements
Operating Expenses
Budget

Intermediate Range and Planning

Modernization of facilities
Development of new products

Long Range Planning

Long term leases on facilities or equipment

Strategic plan

After reading explain what is strategic planning?

Refer to: Boone & Kurtz (1987), Management Third edition

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How to structure planning activities

Several factors affect the method used by an organization to structure its planning
activities. These include the organizations size, nature of the product, the personality of
top management and the degree of centralization.

ACCURATELY ASSESS EMPLOYEES WORKLOAD

Below are some important guidelines that you will find helpful in accurately assessing
employees workload.

As a manager it is unrealistic to give an employee a heavy workload that you know

can not be completed in the given time set.
Always ensure that the task given should be given to the employee within a
reasonable time frame for it to be completed.
For efficiency , the tasks of all employees in a give department should be closely
monitored and where necessary a re-deployment of staff should be carried out.
In the service industry, for example, a roster showing who is on duty and at what time
and in which department should be made available not only to supervisors but the
information should be communicated with the colleagues on the shift.
Schedule work in a manner that enhances efficiency and customer service quality
Ensure that workers who have very stressful jobs are not given overtime work as they
might show signs of fatigue and might not be the best persons to be on the front line
to deal with customer complaints.
Job rotation is critical.
Select persons who are highly trained and pleasant to interface with the customers

ACTIVITY:

Prepare a logbook of your activities for the day, then do an analysis

to explain how you could apply time management concepts to your
activities

Refer to: learner guide LG - THHWP00273A Roster Staff for information on

preparing the log book:

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DELEGATE WORK TO APPROPRIATE PEOPLE IN ACCORDANCE WITH

PRINCIPLES OF DELEGATION

You should make persons accountable by having supervisors at different levels

Use the organizational structure to ensure that the proper chain of command is
utilized
Ensure that there is congruence between the persons employed to do the task and the
task to be done
Do a job analysis and job design before hand
Introduce the team concept and have persons working in teams

TIME MANAGEMENT

Time management is critical to the planning process. One of the barriers to effective
planning is finding the time to engage in planning activities. Most managers complain
that they have inadequate time to plan. To ensure the best use of time you should evaluate
your time use, set priorities and manage time effectively.

TIMELINESS

Timeliness - Is of utmost importance when you are dealing with improving efficiency at
the workplace. This is important in the length of time a customer has to wait for service,
the time lapse in dealing with customer queries and complaints among others.
Oftentimes organizations pay scant regard to the length of time it takes to process a
customers needs and greatly inconvenience customers who become disgruntled and seek
the service elsewhere. In todays business world it is important to establish a long term
relationship with your customers by providing quality service which is timely and
efficient.

ACTIVITY:

A guest at your hotel is displeased about the quality of service

received. Prepare an outline of a response in dealing with the
problem in a timely manner.

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IMPROVING THE EFFECTIVENESS OF TIME

You should analyze how employees use their time by using a log book
You may consider the following questions to determine if you are using your time wisely;

Should I perform the task or reassign responsibility?

How can I reduce the amount of time I spend on the telephone?

Establishing Priorities

Analysis of actual time usage should be followed by the establishment of priorities

Establish priorities annually, monthly and daily
Set global objectives-divide them into routine problem solving and personal
objectives
Evaluate progress on global objectives set for the year
Set priorities for tomorrow on a to do list

PROVIDING INPUT TO MANAGEMENT REGARDING STAFF NEEDS

Organizing

Organizing is a process that managers use to establish and structure working relations
The process involves grouping people into departments according to the kinds of job-
specific tasks that they perform that allow organizational members to interact and co-
operate to achieve organizational goals.

The creation of an organizational structure is very important in determining reporting

relationships that help to co-ordinate and motivate workers.

Leaders encourage and motivate employees to perform well and to be as productive as

they can be.

Organizing Internally

Internal organization must include five main elements which are listed and explained
below:

People
Physical space
Equipment and hardware
Workflow relationships
Supervisory relationships

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People

You organize people by identifying the skills or abilities needed

You need to consider economies of scale and efficiency gained by standardization
You must increase communication when organizing people

Physical Space

Organizing also involves arrangement of space whether it is a small rented office

space or a large organization
Physical space depending on how it is organized can convey different meanings
The lay out of an organization can have positive or negative influence on an
organizations work flow
Space can affect productivity. If there is limited space and the organization is
overcrowded this can be a demotivator

Equipment and Hardware

Equipment such as furniture, computers, fax machines, and storage cabinets are critical
tools to ensure that the employee has the right conditions of service and equipment
needed to perform the task.

It is important to monitor equipment such as computers for obsolescence.

Workflow Relationships

As a manager you should ensure that you organize the work flow so that all concerned
can ensure that they fulfill their part of the work to be done.

Supervisory Relationships

As a manager you must determine key relationships:

Who supervises whom

Who can give directions to whom and under what circumstances
Who determines rewards for the performance of others
As the size of the organization increases clarifying responsibilities become even more
significant

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ACTIVITY:

Do further readings on the five main elements of internal

organization and have further discussion with your peers and learning
facilitator.

Directing

Simply put, directing means instructing someone to do something:

Directing looks at day to day operations whereas planning and organizing set the
structure of the organization.
Operating hours, work schedules and output deadlines fall under managerial
directing.

Routine Policy and Procedures

You should ensure that tasks within an organization become standard policies and
procedures.
Policies explain whether or not an action can occur and procedures describe how the
task is to be done.
Your Human Resource Management Department should create a staff manual

ACTIVITY:

After further readings, discuss with your learning facilitator the five
main elements of internal organization

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Leading

Managers articulate the organizations vision in addition to leading by example.

Leadership is also hinged on the use of power, influence, vision, persuasion and
communication skills to assist in co-ordinating the behaviours of both individuals and
employees as a team.

Some of your functions as a leader are:

Defining a mission for the organization

Establishing values, culture and organizational climate
Identifying core competencies
Scanning environments
Sensing a need for change
Creating a vision for the future
Ensure that employees are focused on satisfying various customer needs
Unravel the organizations full potential and seek support from HR as a strategic
partner in the areas of coaching, training, mentoring. It is hoped that a well trained
and motivated staff will impact on the bottom line and give your organization a good
return on investment.

THE YUKI GROUPS NINETEEN CATEGORIES OF LEADERSHIP BEHAVIOUR

Performance emphasis
Consideration
Inspiration
Praise-recognition
Structuring reward contingencies
Decision participation
Autonomy-delegation
Role clarification
Goal setting
Training-coaching
Information dissemination
Problem solving
Planning
Co-ordinating
Work facilitation
Representation
Interaction facilitation
Conflict management
Criticism-discipline

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Refer to: Source, Plunkett & Attner, (1997). Meeting and exceeding customer
expectations pp.430-434 Southwestern College Publishing

CHECKPOINT:

As a manager do you display these traits?

ACTIVITY:

Have a discussion with a Manager of a hotel where you will get

more feedback as to how these behaviour function

CONTROLLING

Evaluating how well an organization is achieving its goals and taking action to maintain
or improve performance; one of the four principal functions of management.

Discuss this statement with a hotel Manager and then have a discussion with your peers
and learning facilitator

You might find that if the results exceed the target this may be due to many underlying
factors such as motivation and the converse is also true. Failure to meet a target may
result from many reasons:

Overstatement of goals
Improper organizational structure
Inadequate training of the workforce
It is also important to note that control occurs at all levels in the organization
Workers exercise controlled by checking their work to ensure that it meets the
required standard.
Supervisors also exercise control as it relates to quality and timeliness of work done.

Refer to: Jones & George (2002). Contemporary Management (Third

Edition) pp6-16. McGraw Hill-Irwin

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ACCURATELY COMPLETE AND SUBMIT WORKPLACE RECORDS WITHIN

REQUIRED TIMEFRAMES

It is important within any organization that you handle and complete records accurately
and within required time frame. Below are some pointers that you will find helpful:

Document and maintain records with the correct dates, times, names and other
relevant data
Develop a filing system to store documents
Ensure that information filed is accurate as this forms a part of the permanent records
of the organization.
Submit requisition forms, order sheets and time sheets in a timely manner.
Ensure that the required approval is sought before submitting documents.
Use standardized forms to store and collect data.
Performance evaluations should be conducted and submitted to the Human Resource
Department on time.
Ensure that staff records are up to date and accurate.

For further readings see Secretarial Skills M2 L2 HEART Trust NTA (1998)

CHECKPOINT:

Name and describe five different record classification /categories

DELEGATE COMPLETION OF RECORDS AND MONITOR PRIOR TO SUBMISSION

As a Supervisor you have the responsibility of handing out and completing documents
and return to the Heads of Departments.
You should thoroughly check information for errors before submitting

ACTIVITY:

Visit a hotel and observe the ways in which they complete, file and
monitor submission of records. On return discuss your findings with
your peers and learning facilitator.

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READY TO PROVE YOUR COMPETENCY?

Now that you have completed this element, see if you have fully grasped all the
components by doing the following Self-Assessment:

Checklist 1 Yes No

1. I understand how to assess current workload of colleagues

accurately ( ) ( )

2. I understand how to schedule work in a manner that enhance

efficiency and customer service quality ( ) ( )

3. I know how to delegate work to appropriate people in

accordance with principles of delegation ( ) ( )

4. I know how to assess workflow against agreed objectives and

timelines ( ) ( )

5. I understand how to assist colleagues in prioritization of work ( ) ( )

6. I understand how to provide input to appropriate management

regarding staffing needs ( ) ( )

7. I understand how to complete and submit workplace records

accurately within require timeframes ( ) ( )

8. I know how to delegate and monitor where appropriate

completion prior to submission ( ) ( )

Checklist 2 Yes No

1. Current workload of colleagues are accurately assessed ( ) ( )

2. Work is scheduled in a manner that enhance efficiency and

customer service quality ( ) ( )

3. Work is delegated to appropriate people in accordance with

principles of delegation ( ) ( )

4. Work is delegated to the appropriate people in accordance with

principles of delegation ( ) ( )

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Checklist 2 Cont Yes No

5. Work is assessed against agreed objectives and timelines ( ) ( )

6. Colleagues are assisted in prioritization of work ( ) ( )

7. Input to appropriate management regarding staffing needs are

provided ( ) ( )

8. I understand how to complete and submit workplace records

accurately within require timeframes ( ) ( )

9. I know how to delegate and monitor where appropriate

completion prior to submission ( ) ( )

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ELEMENT 4: SOLVE PROBLEMS AND MAKE DECISIONS

LEARNING OUTCOMES

As you go through this element you need to ensure that you acquire the knowledge, skills
and attitudes necessary for monitoring work operations. Your learning facilitator is there
to assist you with the various activities. Upon completion you will be able to:

1. Promptly identify and consider workplace problems from an operational

perspective
2. Initiate short term action to resolve the immediate problem where appropriate
3. Analyse problem for any long term impact and assess potential solutions in
consultation with colleagues, then monitor the effectiveness of solutions in the
workplace
4. Encourage team members to participate in solving problems raised

PROMPTLY IDENTIFY AND CONSIDER WORKPLACE PROBLEMS

Quality management depends on people having good problem solving skills. It is

through the continuous process of identifying problems, and solving and implementing
solutions that the business is improved. Problem solving consists of identifying the root
causes of a problem and implementing actions for corrective measures.

Below you will find a four step approach in solving problems:

Define the problem.

Seek the root cause of the problem. A brain storming session would be helpful to
arrive at strategies to deal with the problems. Cause and effect diagrams or systems
failure analysis can be done.
Once the problems have been identified several solutions can be found.
Evaluate the effectiveness of the solution.

ACTIVITY:

Research and find other approaches in solving problems. Discuss

these with your learning facilitator and peers.

Refer to: (2003). Butchery - Module 3 Level 2, HEART Trust/NTA

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INITIATE SHORT TERM ACTION TO RESOLVE THE IMMEDIATE PROBLEM

You should ensure that all problems that arise are categorized into long term and
short term solutions
If there is equipment failure for example you could borrow one from another
department or rent one but the problem has to be addressed

Refer to: Beich, Elaine. (2001). Successful Team-Building Tools, Jossey-

Bass/Pfeiffer
Katzenbauch, Smith(1993). The Wisdom of Teams

ANALYSE PROBLEM FOR ANY LONG TERM IMPACT AND ASSESS POTENTIAL
SOLUTIONS

As a manager when dealing with problems seek solutions through teams. The advantages
are that the entire team can be used as a resource group.

There is also consensus which produces innovative decisions when done well most work
processes cut across functional boundaries, so a co-operative effort is required to solve
problems related to processes.

Management needs to have a structured approach to problem solving. While it is

important to collect information from workers at all levels it is better to use the team
approach. The improvement effort must focus on improving the most critical problems.
Without control and direction it is possible to have dozens of teams, some studying the
same problem and some working on problems that are not important.

High level steering team that approves improvement projects, tracks their progress,
monitors the results and verifies the benefits.

CHECKPOINT:

After reading Successful Team Building Tools (2001) and the

Wisdom of Teams (1993) Define a team and state how it is best
encouraged in solving problems.

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ACTIVITY:

Solutions to problems have been found.

Form a team to examine the effectiveness of these solutions. Report
your findings

READY TO PROVE YOUR COMPETENCY?

Now that you have completed this element, see if you have fully grasped all the
components by doing the following Self-Assessment:

Checklist 1 Yes No

1. I can identify and consider workplace problems promptly from

an operational and customer service perspective ( ) ( )

2. I know how to initiate short-term action to resolve the

immediate problem where appropriate ( ) ( )

3. I know how to analyze problems for any long-term impact and

potential solutions assess and action in consultation with
relevant colleagues ( ) ( )

4. I know how to encourage where a team member raises

problem, then team participate in solving the problem ( ) ( )

5. I know how to take follow up action to monitor the

effectiveness of solutions in the workplace ( ) ( )

Checklist 2 Yes No

1. Customers workplace problems are promptly identified and

considered from an operational and customers service
perspective ( ) ( )

2. Short term action are initiated to resolve the immediate

problem where appropriate ( ) ( )

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Checklist 2 Contd Yes No

3. Long term problems are analyzed and potential solution assess

and action taken in consultation with relevant colleagues ( ) ( )

4. Team members are encouraged to raise problems and then

participate in solving them ( ) ( )

5. Follow up action is taken to monitor the effectiveness of

solutions in the workplace ( ) ( )

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