TRAINING TEACHING AND LEARNING MATERIAL

SECTOR : TOURISEM AND SPORT

Sub-Sector: TOUR OPERATION SUPERVISION

OCCUPATION : TUORISIM SERVICE LEVEL -I

Unit of Competence: Work with Others

Module Title: Working with Others

Module Code: AUM EEE1 12 0817

Nominal Time : 16

Learning Guide # 12
Revised TTLM 2017

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Introduction
Welcome to the module “Work with Others”. This learner’s guide was prepared to
help you achieve the required competence in “TOURISIM SERVICE L-I ”. This will be the
source of information for you to acquire knowledge and skills in this particular occupation
with minimum supervision or help from your trainer

Summary of Learning Outcomes

After completing this learning guide, you should be able to:

 plan and prepare tasks and work station

 prepare hand tools
 Use hand tools and equipment’s
 maintain hand tools’
How to Use this TTLM

o Read through the Learning Guide carefully. It is divided into sections that
cover all the skills and knowledge that you need.
o Read Information Sheets and complete the Self-Check at the end of each
section to check your progress
o Read and make sure to Practice the activities in the Operation Sheets. Ask
your trainer to show you the correct way to do things or talk to more
experienced person for guidance.
o When you are ready, ask your trainer for institutional assessment and
provide you with feedback from your performance.

Training Package elements

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This guide covers the unit elements and performance criteria listed below. This list is only a
summary of the full competency standard against which you will be assessed, and your teacher
should provide more information as necessary. Use this checklist to:
Element Performance Criteria

1. Develop effective 1.1 Duties and responsibilities are done in a positive manner to promote
workplace cooperation and good relationship
relationship
1.2 Assistance is sought from workgroup when difficulties arise and
addressed through discussions
1.3 Feedback provided by others in the team is encouraged, acknowledged
and acted upon
1.4 Differences in personal values and beliefs are respected and
acknowledged in the development
2. Contribute to 2.1 Support is provided to team members to ensure workgroup goals are
work group met
activities
2.2 Constructive contributions to workgroup goals and tasks are made
according to organizational requirements
2.3 Information relevant to work is shared with team members to ensure
designated goals are met

Assessment requirements
Once you have completed your training and practiced your skills, you will be ready to have your
skills and knowledge assessed. The purpose of this is not to see if you can pass a test, but to
determine if you can perform work tasks competently.
Assessment usually involves a number of assessment activities over a period of time. In addition,
your skills and knowledge might be assessed during a final practical demonstration. Sometimes
assessment in this unit might be combined with assessment in a related unit.
When you feel ready to show you are competent in the unit, ask you trainer or assessor to
organise for your skills to be formally assessed. When you have successfully completed your
assessment, you will receive a Statement of Attainment to show you have achieved competence
in the unit.
During the assessment, you may be assessed by a range of methods, depending on the nature of
the skill.
This range could include:
• observation of you carrying out work tasks

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• role plays of real work scenarios
• projects
• completing case studies and problem-solving exercises to assess the application of your
knowledge and skills to different work situations and contexts

• questions to assess your knowledge

• combination of these methods.

Our recommendation is that you complete all assessable activities in your workbook, including
the unit questionnaire, as well as the two role plays and the report.

Assessing employability skills

Employability skills are integral to effective performance in the workplace and are broadly
consistent across industry sectors. How these skills are applied varies between occupations and
qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically with other relevant
units that make up the skill set or qualification and in the context of the job role.

Instruction Sheet Learning Guide

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This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics –
 Develop effective workplace relationship
 Contribute to work group activities

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

 Develop effective workplace relationship

 Contribute to work group activities

Learning Activities
1. Read the specific objectives of this Learning Guide.
2. Read the information written in the “Information Sheet”
3. Accomplish the “Self-check”.
4. If you earned a satisfactory evaluation proceed to the next “Information Sheet ”.
However, if your rating is unsatisfactory, see your teacher for further
instructions or go back to Learning Activity.
5. Submit your accomplished Self-check . This will form part of your training
portfolio.
6. Read and Practice “Operation Sheets”.
7. If you think you are ready proceed to “Job Sheet”.
8. Request you teacher to observe your demonstration of the exercises and give you
feedback.

Information sheet-1 Develop effective workplace relationship

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 LO 1 Develop effective workplace relationship
A job description defines a person's role and accountability. Without a job description, it is
not possible for a person to properly commit to, or be holding accountable for a role.

As an employee you may have or be given the opportunity to take responsibility for
your job description. This is good. It allows you to clarify expectations with your
employer and your boss.

The process of writing job descriptions is actually quite easy and straightforward.
Many people tend to start off with a list of 20-30 tasks, which is okay as a start, but
this needs refining to far fewer points, around 8-12 is the ideal.

Any job description containing 20-30 tasks is actually more like a part of an
operational manual, which serves a different purpose. Job descriptions should refer
to the operational manual, or to 'agreed procedures', rather than include the detail of
the tasks in the job description. If you include task detail in a job description, you will
need to change it when the task detail changes, as it will often do.

1.1 job descriptions are important

Job descriptions improve an organization’s ability to manage people and roles in the
following ways:

 clarifies employer expectations for employee

 provides basis of measuring job performance
 provides clear description of role for job candidates
 provides a structure and discipline for company to understand and structure all jobs
and ensure necessary activities, duties and responsibilities are covered by one job or
another
 provides continuity of role parameters irrespective of manager interpretation
 enables pay and grading systems to be structured fairly and logically
 prevents arbitrary interpretation of role content and limit by employee and employer
and manager
 serves as an essential reference tool in issues of employee/employer dispute

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  provides important reference points for training and development areas
 provides neutral and objective (as opposed to subjective or arbitrary) reference
points for appraisals, performance reviews and counseling
 enables organization to structure and manage roles in a uniform way, thus increasing
efficiency and effectiveness of recruitment, training and development, organizational
structure, work flow and activities, customer service, etc
 enables factual view (as opposed to instinctual) to be taken by employees and
managers in career progression and succession planning

1.2 Writing job descriptions - summary guidelines

 A good job description must be a brief concise document - not lots of detail of
how each individual task is done, which should be in an operational manual,
which can of course then be referenced by very

 many different job descriptions, saving lots of time, especially when

operational details change, as they inevitably do.

 A job description is in essence a list of 8-15 short sentences or points, which

cover the main responsibilities of the role, not the detailed processes.

2. LEGAL AND ORGANIZATIONAL POLICY/GUIDELINES AND REQUIREMENT

Definitions:
Policy: A general frame work to attain the organizational objectives.
Policies focus on how organizational objectives will be achieved. Policies provide a general
guideline to action. It is a framework for administrators to follow in making decisions and
handling problem situations. Policy statements should be clear and understandable, stable
over time and communicated to everyone involved.

Objective: It is a goal end toward the attainment of which plans and policies directed.
Objectives are statements of organization targets or the results that administrators seek to
achieve. It is the general statement of the mission of the organization and of what intends to
do.
Goal: It is a desired state of affairs to which planned effort is directed.
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 Program: A group of related projects and activities with a specified set of resources (human,
capital, and financial) directed to the achievement of a set of common goals within a specified
period.

Planning; is the process of defining organizational objectives and then articulating

strategies, tactics, and operations necessary to achieve those objectives.

In planning process, it is necessary:

 To establish goals,

 To anticipate future developments,

 To identify course of actions required to attain the goals and

 To determine the time frame.

Self-Check-1 Written Test

Test I: Short Answer Questions

Directions: Answer all the questions listed below. Examples may be necessary to aid some
explanations/answers.

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Multiple choice
Answer the following questions

1, ________ From the following one is not an element of job description.

A. Provides basis for measuring job description.

B. Clarifies employers expectation
C. Provides clear description of role of job candidate
D. Increase value of result
E. None
2. In planning process it necessary to establish

A. Goal
B. Future development
C. Course of action
D. All
3, which one is not included under the company policy and guide lines
A. Objective
B. Goal
C. Recognition
D. Planning
4. Objective is a goal and towards the attainment of which plans and policies are
directed________
5. Office conduct is developed not only to the employees but also to the organization_______

Information sheet- 2 Contribute to work group activities

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 TEAM STRUCTURE

What is team?
Team is a group of people who work together a shared and meaningful outcome in
ways that combine their individual skills and abilities and for which they are all
responsible.

How does the team happen?

The first thing to recognize is that a real team does not just happen –you have to work
at it, create it, maintain and sustain it. If you do all of these then you stand a good
chance of having an effective team –one that really works. This team can move
mountains, create miracles and solve big problems. It acts as a lens. It brings together
and focuses all of the skill and abilities of the people who are a part of that team.
When this happens, you will say that there is a high level of teamwork or a good team
spirit in that team. Teams like this are powerful teams for all organizations and quite
a lot of time spent trying to find out how such teams develop and keep their cutting
edge.

3.2 Features of Teams

 Teams are composed of highly communicative groups of People
 Team members must have diversity in their skills, abilities, background and
perspective
 Teams have a shared sense of mission
 Teams have clearly identified goals
 Teams share the credit for victories and the blame for the losses.
 Teams can simply do more than an individual can. “One is too small a number
to achieve greatness”
 Make better decisions when issues are difficult
 Good when knowledge talent, skills, abilities are dispersed across
organizational members
 Share responsibility
 Increased brainpower and group process
 Increases value of results

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  Create synergy

3.3Team Building
When we build, let us think that we build forever..

John Ruskin

When you build something - like a sun deck or a fence - what you do is to erect or
construct it. This takes time, effort and planning; it is not usually an overnight process.
But, if your building efforts are going to be successful, then they also have to be
preceded by a number of other events:

 First, you decide where you are going to put that sun deck or fence and
roughly, what size it will be.
 Second, you create or obtain a detailed design for your sun deck or fence.
 Third, you buy and bring together the material and parts that will make up
your sun deck or fence.
 Fourth, you fit together or assemble those separate parts.

If you think about this, you will soon see that only one of these stages - the last one -
represents what is usually thought of as what you do when you build something. But
that last stage - the actual construction - can't take place unless the preceding three
stages - choice, design and procurement - have been completed.

The process of building a team has much in common with all of this. For when you
build your team, you construct, frame, rise up and assemble that team.

 First, you identify or are told about what the team task is.

 Second, you decide how big your team needs to be and what sort of functional
skills it needs to handle this task.

 Third, you recruit people with those and other skills.

 Fourth, you enable these people to gel or meld together so that they can work as
a real team rather than a fragmented group.

Again, it is the last stage that represents what is usually thought of as the team-
building stage. But, as before, that stage can't take place unless the preceding three
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 stages have taken place. But what takes place in these three stages is different from
what happened for your sun deck. For team building they are, respectively, about:

 team task identification

 choice of team size and skills range

 Team recruitment.
Effective teams need:

 Autonomy

 support and understanding

 time to develop and grow and

 Recognition.
Teams need from five to seven people who:

 have the right mix of functional skills

 have good interpersonal skills, and

 are able to adjust their team roles to complement those of others.

All of the above are important. They will give you a solid, firm, basis for team efforts, a
launch platform for team success. But, important as they are, they are not all that you
will need. If you are going to be successful in building your team, you will need a
special something else.

Team building functions

TASK FUNCTIONS

 Initiating,
 Information giving and seeking,
 Opinion seeking and giving,
 Goal setting,
 Clarifying and elaborating,
 Summarizing
 Consensus testing,

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  Problem solving and decision making

3.4 Characteristics of Effective Teams

 High level of interdependence among team members
 Team leaders have good people’s skills and is committed to team approach
 Each team member is willing to contribute
 Team develops a relaxed climate for communication
 Team members develop a mutual trust
 Team and individuals are prepared to take risks
 Team is clear about goals and established targets
 Team members roles are defined
 Team members know how to examine team and individual errors with out
personal attacks
 Team has capacity to create new ideas.
 Each team member knows he can influence the team agenda
 Leadership role is shared and rotates among team members depending on the
situation at hand
 A working atmosphere that tends to be informal, comfortable, and relaxed.
 There is discussion in which virtually everyone participates, but it remains
pertinent to tasks
 The task or objective of the group is well understood and accepted by the
members
 The members listen to each other
 There is disagreement. Disagreements are not suppressed or overridden by
premature group action
 When an action is taken ,clear assignments are made and accepted
 People are free to express their feeling as well as their ideas both on the
problem and on the group's operation
The difference between Teams and Groups

Groups Teams

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 Task and individual oriented Oriented towards team goals and agendas

Tend to be autocratic and Participatory and self steering

hierarchical in nature

Low level of interdependence High level of interdependence and synergy

Difference is suppressed Difference is welcomed

Avoid risks Risk is accepted

Leadership is solo Leadership is shared

Membership selection is not that Membership selection is important

much important

Competition is inward Competition is with the outsiders

3.5 Eight key skills for team coaches

 understanding where the team is coming from
 observing and recording group process
 reviewing team process
 coaching the team
 helping individuals develop
 supporting a team that’s failed
 picking up information at odd times
 helping team members give each other feedback

4. THE REFINEMENT OF EMOTIONS THROUGH OFFICE CONDUCT

Office conduct developed to help organizations as well as the employees facing the
problems within the work environment. It deals with conflicts between employees
and their employer. The main goal of the office conduct is to minimize the emotive
element and to substitute it with a rational pragmatism. This goes to show that
through the guidance of an office conduct, the manager of a company can simply hear

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 out or consider the point of view of the other employee even if he believes that the
other one is correct. Through the office conduct, individuals can establish a
compromise, in which, the common good greatly adhered to and observed.
Ethics deals with emotions as factors affecting human motivation and behavior.
Instead of representing them, it calls for their refinement. This means that man is
expected to act not only with his mind and body, but also precisely with his heart and
soul. Man does not act a way a robot does - without feeling or emotions. Man does
evoke certain sentiments, and his decision or intention to perform swayed by his
emotions.
From this context, every company seeks to hire people who are able to express their

4.1 Defusing Negative Emotions

Guilt, anxiety, and anger are common negative emotions, which needs careful
management. The employer should show his employees that guilt feelings would not
repair whatever untoward action he has done. Anxiety will not prevent a future event
that causes fear. Anger is not an appropriate or helpful response to any situation. A
company must represent a more reasonable point of view to suppress negative
emotions through the implementation of office conduct.

4.2 Facing Problems

Given all that, office conduct clearly defines what kind of behavior is acceptable in the
office set-up. For instance, the kind of respect that you give to your employer and to
your office mates should not be neglected when corporate affairs or events take place.

Corporate evening social functions may have a social context but bear in mind that
these are still business events. Hence, you should always behave properly according
to those things stipulated in the office conduct. If not, simply going a little overboard
in occasions like these could actually ruin your career.

All of these things boiled down to the fact that conflicts, problems, and dilemmas are
unavoidable when people interact at work. If faced with these kinds of things,
adopting a positive and rational approach is the only best way to avoid or at least
lessen any heightened emotions. Guidelines should be clearly stated and defined on an
office conduct.
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 Keep in mind that the aim of creating an office conduct is not to turn the employees
into an efficient machine to do things. Rather, it hopes to transform an employee by
encouraging him to have a stable emotional disposition. This would not only help him
to be efficient in handling office matters but would be beneficial in his emotional
being as a whole.

5. OPEN COMMUNICATION CHANNELS

Direct and open communication with others trust, enhances information flow, and
builds stronger relationships.

Use the following guidelines to increase such communication:

 Let people know in a timely way about information that affects them. Respond as
quickly as possible to any questions they may have.

 Be aware of the messages you send nonverbally. Communicate a positive, open

message to people by facing them and making eye contact (or using other
culturally appropriate gestures when in other countries or cultures).
 To help your employees and others develop their skills, convey positive and
constructive feedback. Positive feedback lets people know what they are doing
correctly and the behavior you appreciate. Constructive feedback informs people
of their ineffective behavior and gives them an opportunity to compensate for or
improve the behavior.

 If conflicting or mixed messages come up in conversation, confront the

discrepancy and work with the other person to clarify the misunderstanding.
 When you receive vague messages, define the issues in concrete terms so that all
parties are clear about what is being said.

 When you need to get a point across in a direct, yet none aggressive, fashion,
simply say what you think and feel without putting the other person down.

How do you react when someone disagrees with your point of view?

The next time someone disagrees with you:

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 1. Wait until the person has finished speaking, even if you are sure you
understand the argument.
2. Restate the main points of the person's point of view and then really try to
understand this perspective.
3. Ask the person to verify the accuracy of your restatement and to clarify it if
necessary.
4. Identify the points or goals with which you sincerely agree.
5. Then - and only then - state specifically which points you disagree with, and
why.

Employees will feel more comfortable and are more likely to share information with
you if you are approachable.

5.1 Good communication channels, builds dedicated employees

The critical success factor for organizations is not the ability to deliver cost effective
Products or Solutions; it is also the ability to make people participative.

Company performance depends on open and free communication between all levels
of organizations. It is not advisable to create an information vacuum by withholding
vital information, because this in turn will trigger the information grapevine
spreading distorted information to the entire organization. Employee communication
should not be seen as impersonal and perfunctory dissemination of information. It
must be empathetic transfer of understanding and deeper feelings clearly the role of
effectively communicating to internal customers overlaps with HR’S role.

5.2 Vehicles of communication

With the improvement in technology, companies can now avail the benefits of various modes
of communication like email, Internet and specially designed software packages. It is
important to realize that the secret of effective communication lies in the use of many
different vehicles in a consistent and integrated manner.

5.3Communications and Profits

Research show that employees are most highly motivated and make their greatest
contribution to the business when there is full and open communication at work. The
evidence also shows that where there is an adequate flow of information and ideas

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 among employees, productivity is enhanced and confusion, duplication, and
unproductive conflict are minimized. Further, because improving communication
requires no capital, the productivity gains that result become

6. DEVELOPING A BUSINESS CODE OF ETHICS

Business code of ethics covers both the organization & the employees on all faces of
ethical ground. A broad outline would be the value statement, compliance to
employee benefit, labor employment and trade union and all other sorts of law
groups. A traditional code of business ethic would cover corporate issues, industry
standards.
Every company must develop a code of ethics pertaining to each player and industry,
trading its tailored needs and requirements'. The business code of ethics would
largely depict the company's core values. The business code of ethics must contain the
following issues:

 Responsibilities to the environment.

 Righteous employment practices.

 Measure to safety for employees.

 Gratuity with bonus.

 Accurate payroll

 Record maintenance

It is the business code of ethics that would provide directions to the employees' behavior
and correct decision making. A business code of ethics has many benefits to a company:

 It enhances the ethical judgment of the organization and all those who work
for it.

 Supports corrective decision making

 Keep the company away from legal suits

 Creates a brand image of the company in the market

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 The next most important step to develop a business code of ethics is to only include
ethics that can be practically enforced.
If a business code of ethics is well understood by all levels of a company, it can create
a synergy effect or unity within the company and all its branches across the globe. A
good code of ethics will further communicate the right message to all parties involved
with company to do business, as it will purely talk about the company's core value.

This way it will be easy for the company to create an image that they wish to in front
of their employees, partners, stakeholder, share holders, society and the countries
law.

THE UNDERLYING PRINCIPLES OF CODE OF CONDUCT & ETHICS

Man is not a cog in the economic machine or a mere product of animal biology. Man is
a living, thinking, ethical, and moral being. Hence, the character of a man depends
upon the moral principles, which were already instilled in him, for character is life
dominated by principles. As a man is, so he will act.
The company does not necessarily explain all of these things into details, for which an
individual will intend to work. This is because the corporate world understands that
the ethical attributes of a person are already embedded within his or her character
and personality. It is already expected of him or her that he or she should know the
standards on how to be morally upright.

However, with the desire of the company to put everything in order, they tried to
constitute certain code of conduct patterned to the ethical standards of the
community. It is intended to be the primary manual and indication for employees and
employers that hold up to the rendering of daily judgments.

Moreover, it has been once noted that the strength of any institution can only be built
on character. It is the members, such as the employees in the corporate world, that
make up a company and, therefore, it cannot be stronger than its component parts.
The employees' weaknesses are the company's failings. Their strength, its power.
Without code of conduct & ethics, employees will continue to grope, with no
ultimate purpose, just drifting, with no fixed sight or dependable compass to guide

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 and direct the members amidst the dim twilight.
Without code of conduct & ethics, employees will sink into the morass of self-
indulgence and materialism.

Therefore, there can be no social justice, no love, no charity, no union, no blessings of

autonomy and fairness within the corporate world without renewed acceptance and
practice of the code of conduct & ethics by employees and employers.

Indeed, code of conduct & ethics dictates the responsibility of every member of the
labor force to courageously and skillfully to the challenge of the industry to provide
the people with the right dispositions in life. These are all

nourished in the light of the undying principles of the code of conduct & ethics.

8. WORKPLACE, HAZARDS, RISKS AND CONTROL

Hazard is the potential to cause harm to a person or to the natural environment.

Risk means a combination of the severity and likelihood of harm arising from a
hazard.

Risk assessment is the process of evaluating the severity and likelihood of harm
arising from a hazard.

Risk control is the process of implementing measures to reduce the risk associated
with a hazard. The control process must follow the control hierarchy, in order, as
prescribed in some health and safety legislation. It is important that control
measures do not introduce new hazards, and that the ongoing effectiveness of the
controls is monitored.

Risk control hierarchy ranks risk control measures in decreasing order of

effectiveness:

 elimination of hazard;
 substitution of hazardous processes or materials with safer ones;

 engineering controls;

 administrative controls; and

 Personal protective equipment.

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 Self-Check-2 Written Test

Test 2; Short Answer Questions

Directions: Answer all the questions listed below. Examples may be necessary to aid some
explanations/answers.

Mach Column A with Column B

Column A Column B

1. Effective team A. Team

2. Risk B. a combination of the likelihood of harmonizing from hazard
3. Hazard C. Task function
4. Responsibility To the environment D. The potential to cause harm to a person or to the
environment
5. High level of Interdependence E. Recognition

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