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3 Solve Address General Workplace Problems

Hotel and Restaurant Management (Technological University of the Philippines)

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COMPETENCY BASED LEARNING MATERIAL

SECTOR:
TOURISM SECTOR (HOTEL AND RESTAURANT)
QUALIFICATION TITLE:
HOUSEKEEPING NCII
COMPETENCY:
BASIC COMPETENCY

Unit of Competency:
SOLVE/ADDRESS GENERAL WORKPLACE PROBLEMS

Module Title:
SOLVING/ADDRESSING GENERAL WORKPLACE PROBLEMS

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MODULE CONTENT

MODULES OF INSTRUCTIONS

UNIT OF COMPETENCY : SOLVE/ADDRESS GENERAL WORKPLACE PROBLEMS

MODULE TITLE : SOLVING/ADDRESSING GENERAL WORKPLACE PROBLEMS

INTRODUCTION : This unit covers the knowledge, skills and attitudes required to apply
problem-solving techniques to determine the origin of problems and
plan for their resolution. It also includes addressing procedural
problems through documentation, and referral.

NOMINAL DURATION: 3 hours

SUMMARY OF LEARNING OUTCOMES:

At the end of the module, you must be able to:

LO1. Identify routine problems
LO2. Look for solutions to routine problems
LO3. Recommend solutions to problems

METHODOLOGIES:
Group discussion
Interaction
Lecture
Report

ASSESSMENT METHODS
Written Test
Practical/Performance Test
Interview

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COMPETENCY SUMMARY

QUALIFICATION FISH CAPTURE NC II

SOLVE/ADDRESS GENERAL WORKPLACE
UNIT OF COMPETENCY
PROBLEMS
SOLVING/ADDRESSING GENERAL
MODULE TITLE
WORKPLACE PROBLEMS
Introduction:
This unit covers the knowledge, skills and attitudes required to apply problem-solving
techniques to determine the origin of problems and plan for their resolution. It also
includes addressing procedural problems through documentation, and referral.

Learning outcome:

1. Identify routine problems

2. Look for solutions to routine problems
3. Recommend solutions to problems
ASSESSMENT CRITERIA
1. Routine problems or procedural problem areas are identified
2. Problems to be investigated are defined and determined
3. Current conditions of the problem are identified and documented
4. Potential solutions to problem are identified
5. Recommendations about possible solutions are developed, documented, ranked
and presented to appropriate person for decision
6. Implementation of solutions are planned
7. Evaluation of implemented solutions are planned
8. Recommended solutions are documented and submit to appropriate person for
confirmation

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LEARNING OUTCOME 1
IDENTIFY ROUTINE PROBLEMS

INFORMATION SHEET 3.1-1

What is a Problem?

A problem is a condition of discontentment resented by someone. But when it is resented by many

people, it becomes a social problem. For a problem to be social, it must involve a large number of
people, sometimes groups and institutions, who consider a particular condition as undesirable and
intolerable and want to correct through collective action.

Thus, not all problems are social, unless the discontented persons come in contact, and vocalize
their discontentment and associate to do something for its solution. A problem becomes social when
it is communi-cated to others and the activity of one person leads to similar activity of other
persons.

Individual problem is one which is felt by only one person or a small group of people. It does not
affect the public at large. Its resolutions lie within the power and immediate milieu of the individual
or group. A public issue however requires a collective approach for its solutions. No one individual or
a few individuals are responsible for the appearance of a socially problematic situation and the
control of this situation is also beyond the ability of one person or a few persons.

“Social problem is a generic term applied to a range of conditions and aberrant behaviors which are
manifestations of social disorganization. It is a condition which most people in a society consider
undesirable and want to correct by changing through some means of social engineering or social
planning” (Oxford Dictionary of Sociology, 1994).

Elements of a Social Problem:

- A condition or situation resented as objectionable by a significant number of people.

- It is considered as undesirable because of its injurious consequences.
- All social problems want correction through collective action. They warrant change in conditions via
some means of social engineering.
- All aberrant behaviors or deviations from accepted norms are termed as social problems such as
crime, juvenile delinquency, prostitution, rape, drug addiction, and domestic violence, ethnic or
communal tension.
- Social problems are not static but change with the change in time and space. Changes in law and
mores change the concept of social problem.

Sources of Social Problems:

A perfectly integrated society has no social problem. But no society is perfect, and cannot be
perfect, so Utopian expectations are unwarranted. The existence of social problems indicates some
unsatisfactory and value-threatening aspects of an otherwise satisfactory society.

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Routine Problem

It involves using at least one of the four arithmetic operations and/or ratio to solve problems that
are practical in nature. Routine problem uses sets of prescribed or known procedures to solve
problems. A routine problem, the problem solver knows a solution method and only needs to carry it
out.

Non-routine Problem

Is any complex problem that requires some degree of creativity or originality to solve. Non-routine
problems typically do not have an immediately apparent strategy for solving them. Often times,
these problems can be solved in multiple ways.

Routine vs. Non-Routine Problem

What are the procedural problems?

1. Excluded Parties. Trust in the fairness of a dispute-resolution or decision-making process can quickly
be lost if interested parties believe that their concerns are being ignored, or they are being excluded
from the process.

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2. Strategic Delays. Often democratic decision making processes designed to resolve short-term
disputes can be deliberately delayed by parties wishing to avoid a potentially unfavorable decision.
The resulting delays can allow people who oppose change to win without ever having to demonstrate
the superiority of their position.

3. Rushed Decisions. Democratic decision making processes can be rushed by parties wishing to avoid
addressing the hard issues. When the process is rushed, decisions are often made before facts are
adequately considered or before all the parties have had an opportunity to present their case.

4. Lack of Clear Goals. Problems often develop when parties (either disputants or intermediaries) do
not have clear goals. This tends to make their actions less effective than they might otherwise be and
can lead to misunderstandings on the part of their opponents as well.

5. Meaningless Public Involvement. If the parties conclude that available opportunities for
participation in dispute resolution processes are meaningless, then they are likely to withdraw their
support for the overall process and pursue more confrontational strategies.

6. Complexity Muddle. Many conflicts involve so many overlapping issues that it is difficult to develop
a process which addresses all of the important issues and allows the parties to participate effectively.
The result is often a process which is so confused that it cannot make sensible decisions. This confusion
can also result in seemingly endless delays in the dispute resolution process.

7. Vested Interests. Decision-making and dispute-resolution processes often favor small groups of
individuals with an intense interest in the conflict over the much larger population of people with a
more limited interest. They can result in decisions which favor individual and small group interests
over the collective interests of the larger society.

8. Dictatorial Process. Especially troublesome are dictatorial processes in which an individual or small
group is able to routinely make decisions which favor their interests over the larger interests of society.
Often, this situation is perpetuated by the dictator’s willingness to use violent force against
opponents.

9. Timing Problems. If timed poorly, good processes will not work. This is especially true for
negotiation, mediation, and other consensus based processes which must be undertaken when the
parties are all ready to participate.

SELF CHECK 1.

1. What is a problem?
2. Differentiate routine and non-routine problems.
3. Give at least five procedural problems.

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LEARNING OUTCOME 1
IDENTIFY ROUTINE PROBLEMS

INFORMATION SHEET 3.1-2

10 MOST COMMON PROBLEMS IN THE WORKPLACE

1. INADEQUATE JOB DESCRIPTIONS

A well-written job description eliminates misunderstandings between management and employees

and becomes the very foundation of performance reviews, creating a baseline of measurement. Job
descriptions serve as a documented record of what an employee should accomplish in their position
and what activities they must perform well to meet those objectives. This should be treated as an
employment contract, creating the tool to measure job performance. Make sure that job description
documents are provided to all employees and that they are utilized regularly.

2. LACK OF TRAINING

Nothing has become more apparent in today’s workplace than the lack of employee training. Some
companies merely throw new employees onto the front line, forcing them to learn on their own
through trial and error. Others provide formal training, but in the wrong manner. Both are equally
detrimental to corporate performance.

Formal training is a must. Effective training must directly pertain to the employee’s job description.
It should address how an employee can best accomplish position objectives and complete
supporting activities. Additionally, training must include accountability. Every skill taught must be
paired with performance accountability, which requires management to measure each employee’s
progress. In many cases, training classes never receive another mention from management after
they’re completed, and, as a result, nothing ever changes. The final aspect of effective training is
using the right trainer. All too often, human resource people teach classes. These are individuals
who have read the books but don’t have practical experience on the subject they are to te ach. Great
teachers have walked their talk.

3. INEFFECTIVE JOB PERFORMANCE REVIEWS

In an ineffective performance review, the boss often does all the talking, doesn’t know what they’re
talking about, or doesn’t have all the information. They are often only completing the review
because they have to.

To put performance reviews back on track, management must first recognize the stakes. The few
hours spent discussing an employee’s performance will affect what the employee thinks and does
for the next full six months to a year. A lot of homework and heart needs to be put into reviews.
Managers should make sure to use the employee’s job description and review their performance in
the context of a discussion. The manager should ask the employee to share their perspectives on
each subject first. And, the manager should first focus on performance strengths before addressing
areas that need improvement.

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A successful performance review ends with agreement between the employee and manager, and
with a jointly designed set of performance objectives going forward. This leaves the employee with a
sincere vote of confidence.

4. LACK OF TWO-WAY COMMUNICATION

Great managers know how to do a great job and great leaders know how to get employees to do a
great job. Regular two-way communication lies at the very foundation of what great leaders deliver.
When employees know what a manager knows, it creates an attitude and behavior of company
ownership that leads to excellent performance. Management should make a regular concerted
effort in communicating with all employees through as many mediums as possible.

5. INEFFECTIVE EMPLOYEE RECOGNITION

It’s nice to have awards and contests at work, but what counts most is the daily thank you. This turns
employee recognition from a project into a culture. This takes a concerted effort by management
and an understanding that there is always something positive that can be said to each employee
each day.

6. LACK OF JOB-RELATED ACCOUNTABILITY

What irks great employees more than anything is witnessing poor performing employees being
allowed to continue on being poor performing employees. This can lead to corporate financial
failure, as good employees either leave or shrink down to being equally as poor as the rest. As
important as it is to recognize great employee performances, the job performance review process
provides the means to enforce accountabilities. Follow proper training and corrective action, and if
employees fail to measure up, terminate employment. Too many employers are being held hostage
by poor performing employees, when in fact they would be miles ahead if they were rid of them.

7. IMPROPER OR EXCESSIVE COMPANY POLICIES

All companies must have policies that all employees follow. However, a company should strive to
have as few policies as possible. One of the most recent discoveries is that a business environment
that provides freedom and the invitation to be creative always leads to the highest performing
employees. Too many policies stifle employee performance.

8. LACK OF EQUIPMENT AND FACILITIES

Management must make sure to pay attention to the type and condition of equipment that is being
utilized by the employees. Capital expenditures on equipment and facilities are a very high
percentage of operation expenses. Know what is needed, furnish it and then maintain it. And, make
sure employees participate all the way. Safety goes up, right along with morale.

9. LACK OF CHARITABLE COMMUNITY INVOLVEMENT

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Charitable community involvement has proven to be a powerful element of employee development.

Employers should support employees’ opportunity to spend, for example, one day per quarter
serving a charitable organization within the community and paying them for doing so. Businesses
that commit to this culture earn employees who have a much higher appreciation for their jobs and
company.

10. A LOUSY MANAGER

A positive business environment includes the presence of managers who are good role models for
employees. It measure success in this area by seeking evaluations from employees. It is a key for
management to ask how they’re doing.

SELF CHECK 2.

1. Enumerate and describe at least five common workplace problems.

LEARNING OUTCOME 2
LOOK SOLUTIONS TO ROUTINE PROBLEMS
INFORMATION SHEET 3.2-1

What are problem-solving strategies?

A problem-solving strategy is a plan used to find a solution or overcome a challenge. Each problem-
solving strategy includes multiple steps to provide you with helpful guidelines on how to resolve a
business problem or industry challenge. Effective problem-solving requires you to identify the
problem, select the right process to approach it and follow a plan tailored to the specific issue you
are trying to solve.

Why is it important to understand multiple problem-solving strategies?

Understanding how a variety of problem-solving strategies work is important because different

problems typically require you to approach them in different ways to find the best solution. By
mastering several problem-solving strategies, you can more effectively select the right plan of action
when faced with challenges in the future. This can help you solve problems faster and develop
stronger critical thinking skills.

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14 types of problem-solving strategies

1. Define the problem

Taking the time to define a potential challenge can help you identify certain elements to create a
plan to resolve them. Breaking down different areas and potential solutions to a problem can help
you recognize how extensive the challenge could be and what strategies to put in place for a
resolution.

For example, a company with a high employee turnover rate may focus on quickly hiring new
employees to solve the immediate problem of being understaffed. If the hiring manager took the
time to define the problem, they may realize that the ultimate reason they are understaffed is
because their onboarding system makes it challenging for new hires to acclimate to the company
culture. With this knowledge, the hiring manager may allocate additional resources to develop a
more effective and welcoming onboarding process to increase employee retention.

2. Visualize the problem

You might feel challenged when assessing the full scope of a problem or situation if you're closely
involved with it. In these cases, try to visualize the problem by taking the time to focus on each
individual element. For example, if you're fixing a printer in your office that isn't working properly,
you can visualize the different components of the printer, such as the paper tray or the ink
cartridges, to determine the key issue. Once you identify this, your problem may be much easier to
solve.

3. Draw a diagram of the problem

While visualizing the problem can be helpful, it may be easier to understand a more complex
problem if you can see it. Try drawing a picture or a diagram to help you illustrate the situation. For
example, if you want to improve how quickly your team can develop and sell a product, you may
illustrate several steps of this process to help you identify potential areas of improvement.

Related: 10 Essential Critical Thinking Skills (and How To Improve Them)

4. Break the problem into smaller pieces

It may be helpful to break larger problems down into smaller pieces or steps. This allows you to
focus on resolving each smaller piece of the problem individually, which may be more manageable.
Start by identifying what the requirements to solve this problem are. You can ask yourself what you
are trying to accomplish and what obstacles you need to overcome. Make a list of each relevant task
you think of. Then organize each step by listing them in order of when they need to be
accomplished. Finally, divide the list by assigning different tasks to individual members of your team.

5. Redefine the problem

If the problem seems like it might really be unsolvable, consider redefining the problem. For
example, if a business you work for wants to develop a certain product, and needs additional
resources to accomplish this, you might redefine the problem by asking why the business wants to
develop this product in the first place.

You might discover that your business wants to develop this product because there is high consumer
demand for it. Instead of focusing on how the business can create that specific product, you may

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determine that it is more viable to identify another product with high consumer demand that your
business has the resources to produce.

6. Collect and organize information about the problem

A specific action may cause a problem that is reinforced over time. Collecting information about the
problem and organizing it into a chart, table or list can help you identify if there is an underlying
pattern.

For example, if you want to predict the lifespan of a laptop that a company produces, you may
collect data from customers who have reported issues with their laptop over the past year. Then you
might use a chart to categorize the age of the laptops and how severe the issues the customers
reported were to help you pinpoint the average lifespan of a laptop.

7. Work backwards
Sometimes the best way to solve a problem is to work backwards to solve it. This can be helpful if
you need to recreate specific events to locate the root cause of a problem. For example, a car
manufacturer may want to produce a vehicle that is better than their competitor's newest model. To
do this, they might reverse engineer their competitor's vehicle to determine how they developed it.
Then they can replicate the steps their competitor took to create a new vehicle that is even better.

8. Use the Kipling Method

The Kipling Method, named after Rudyard Kipling's poem "I Keep Six Honest Serving Men," is a
popular system used to define problems. It highlights six important questions you can ask the next
time need to overcome a challenge. These six questions are:

What is the problem?

Why is the problem important?
When did the problem arise and when does it need to be solved?
How did the problem happen?
Where is the problem occurring?
Who does the problem affect?
Answering each of these questions can help you identify what steps you need to take next to solve
it.

9. Use your past experience

Take the time to consider if you have encountered a similar situation to your current problem in the
past. This can help you draw connections between different events. Ask yourself how you
approached the previous situation and adapt those solutions to the problem you are currently trying
to solve. For example, a company trying to market a new clothing line may consider marketing
tactics they have previously used, such as magazine advertisements, influencer campaigns or social
media ads. By analyzing what tactics have worked in the past, they can create a successful marketing
campaign again.

10. Bring in a facilitator

If you are trying to solve a complex problem with a group of other people, bringing in a facilitator
can help increase your efficiency and mediate your collaboration. Having an impartial third party can

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help your group stay on task, document the process and have a more meaningful conversation.
Consider inviting a facilitator to your next group meeting to help you generate better solutions.

Related: 3 Problem-Solving Activities for Team Building

11. Consider the trial-and-error approach

If your problem has multiple solutions and you are trying to find the best one, using the trial-and-
error approach may be useful. Make a list of several potential solutions and then try them one by
one. Take notes as you go so you have something to reference once you have completed your trials.
Then use this information to determine the most effective solution.

Related: 10 Ideation Techniques for Problem-Solving

12. Develop a decision matrix for evaluation

If you develop multiple solutions for a problem, you may need to determine which one is the best. A
decision matrix can be an excellent tool to help you approach this task because it allows you to rank
potential solutions. Some factors you can analyze when ranking each potential solution are:

Timeliness
Risk
Manageability
Expense
Practicality
Effectiveness
After you have decided which factors to include, use them to rank each potential solution by
assigning a weighted value of 0 to 10 in each of these areas. For example, one solution may receive a
score of 10 in the timeliness factor because it meets all the requirements, while another solution
may only receive a seven. Once you have ranked each of your potential solutions based on these
factors, add up the total number of points each solution received. The solution with the highest
number of points should meet the most important criteria.

Read more: How To Use a Decision Matrix

13. Ask your peers for help

Getting opinions from your peers can expose you to new perspectives and unique solutions. Friends,
families or colleagues may have different experiences, ideas and skills that they can contribute to
help you find the best solution to your problem. Consider asking a diverse range of colleagues or
peers to share what they would do if they were in your situation. Even if you don't end up taking one
of their suggestions, the conversation may help you process your ideas and arrive at a new solution.

Related: 25 Brainstorming Techniques for Problem-Solving and Planning

14. Step away from the problem

If the problem you are working on does not need an immediate solution, consider stepping away
from it for a short period of time. You can do this literally by taking a walk to help clear your mind or
figuratively by setting the problem aside for a few days until you are ready to approach it again.

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Allowing yourself time to rest, exercise and take care of your own well-being can make solving the
problem easier when you come back to it because you may feel energized and focused.

SELF CHECK 3.
1. Give at least five problem-solving strategies.
2. What is Kipling Method?
3. Give some factors you can analyze when ranking each potential solution.

LEARNING OUTCOME 3
RECOMMEND SOLUTIONS TO PROBLEMS

INFORMATION SHEET 3.3-1

THE PROVEN 7-STEP PROBLEM-SOLVING PROCESS

Of course, simple questions like picking coffee or tea in the morning don’t require expert-level
problem-solving skills. But, there will be moments in life and in business when you’ll need to have a
solid process for working through the obstacles standing in your way—even if you’re just having fun
with friends.

STEP 1: ESTABLISH THE NEED FOR THE SOLUTION

Problem-solving can be frustrating—especially if you’ve spent days on end brainstorming possible
solutions. But before brainstorming solutions, you need to zoom all the way out and uncover the
real problem. Problem identification requires that you look at the big picture first.

Here are some possible big-picture needs:

- Finances or monetary gain for supporting your family

- Logistics to keep your business or career moving
- Peace of mind to ease troubled nerves or pent-up anger
- Professional kudos for introducing new solutions to your industry
- Individual growth to boost your skills or professional development

STEP 2: CONFIRM THE NEED ALIGNS WITH YOUR CORE VALUES

Once you’ve established the need for a solution, ask yourself if the need falls in line with your core
values. Your core values are your main principles in life. They’re the beliefs and qualities you use to
navigate your personal and professional worlds.

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Some common core values include:

- Authenticity
- Balance
- Compassion
- Creativity
- Growth
- Honesty
- Justice
- Loyalty
- Responsibility

Before moving forward with the problem-identification process, make sure that your reasoning for
solving the problem matches your core values. The purpose of this step is to justify that the problem
is worth your energy and attention, and that solving it would fit your character.

STEP 3: ADD CONTEXT TO THE PROBLEM ANALYSIS

At Step 1, we started with the big picture. Now, it’s time to dive into the problem’s details. Think of
this step as setting the stage for the potential solution. The problem’s details can lend a hand in
creating the criteria your solution must meet.

Whether it’s your 1st, 4th or 400th time returning to the problem, ask yourself:

- What possible solutions have you tried?

- What solutions have others tried?

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- Are there any limitations to implementing a potential solution?

This is a great time to loop family, friends or colleagues into your problem analysis. You can combine
your different thinking styles to create a list of details that could help shape a possible solution.

Remember: You don’t have to have an answer to your problem just yet! The goal with Step 3 is to
add context to the issue so you can construct a specific problem statement.

STEP 4: BRAINSTORM A PROBLEM STATEMENT

A problem statement is a short and sweet description of the issue that needs solving. Your
statement should clearly outline the gap between the current state of the problem and how you’d
ideally like the problem to be solved.

A problem statement uses the famous 5 W’s:

- Who
- What
- When
- Where
- Why
Ideally, your problem statement should tell you what the issue is, why it’s an issue and why it’s
necessary to solve it.

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Use all of the previous steps to construct your problem statement. For instance, the “who” in your
statement can be the person who will benefit from the solution. The “why” can be the basic need or
your core values that support the need.

STEP 5: BRAINSTORM THE BEST SOLUTION FOR THE SPECIFIC PROBLEM

In Step 5 of the problem identification process, you finally brainstorm the best solution for your
specific problem.

There is only one rule in brainstorming: Don’t dismiss any ideas! With your detailed problem
statement in mind, ask yourself what potential solutions would solve the issue. Then, write down
every possible solution that comes to mind, without judgment.

Next, clearly outline the requirements that your solution must meet. Think about all the details it
must solve for, and consider if there are any constraints on resources (time, money, people, etc.).
Once you have your criteria, identify any fellow problem-solvers or stakeholders you should involve
in the decision-making process.

Do they have any additional requirements the solution must meet? Can they think of any possible
solutions? Bring them in to get their point of view, and record all the potential solutions they
provide.

Now that you have a master list of possible solutions, it’s time to find the best one. Run each
possibility through your criteria. Then, run it through the previous steps: Does the solution match
the need? Does it align with your core values and what you stand for? Has anyone tried to
implement this solution and failed?

STEP 6: IMPLEMENT THE RIGHT SOLUTION TO THE RIGHT PROBLEM

Once you have identified the most suitable solution, identify the necessary steps to implement it.
Keep in mind that you don’t need to take this step alone. Tap in any fellow problem-solvers or
stakeholders who can help put the plan in motion.

Roll out the solution after you've created an implementation strategy. Be sure to consider how you
will evaluate your solution. How will you measure success? If you’re unsure, go back through the
steps in the problem-identification process to remind yourself of what you’re trying to achieve.

STEP 7: CREATE A PROBLEM-SOLVING CASE STUDY OR FEEDBACK LOOP

Once you implement your solution, create a way to evaluate the impacts of your decision-making.
Design your own case study or feedback loop, weighing what you thought the results would be vs.
what really happened.

Ask yourself questions like “What did I do that worked?” Whatever worked, do more of it. Then ask
yourself, “What did I do that didn’t work?” Change those things or throw them out entirely.

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Next, create a flowchart of your methodology for future reference. Start documenting what is
working and magnifies it. Realize what moves the needle and what makes an impact, and do more of
that.

SELF CHECK 3.
1. Give five examples of core values?
2. Identify and explain the 7-step problem solving process.

INSTRUMENT FOR INSTITUTIONAL ASSESSMENT

EVIDENCE PLAN

Qualification Title SOLVING/ADDRESSING GENERAL ROUTINE PROBLEMS

Unit of Competency SOLVE/ADDRESS GENERAL ROUTINE PROBLEMS

The evidence must show that the candidate…✓ Ways in which evidence will be
collected

Ques Wri De Thir

tion/i tten mo d
nterv nst part
iew rat y
ion rep
ort

● Specific relevant information was accessed from

appropriate sources.

● Effective questioning, active listening and speaking

skills were used to gather and convey information

● Appropriate medium was used to transfer

information and ideas.

● Appropriate non-verbal communication was used.

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● Appropriate lines of communication with superiors

and colleagues were identified.

● Defined workplace procedures for the location and

storage of information.

● Personal interaction was carried out clearly and

concisely.

● Own opinions were clearly expressed and those of

others were listened to without interruption.

● Workplace interactions were conducted in a

courteous manner appropriate to cultural background and
authority in the enterprise procedures

● Questions about simple routine workplace

procedures and matters concerning conditions of
employment were asked and responded.

Candidate’s Name:

Assessor’s Name:

Qualification:

Date of Assessment:

Assessment Center:

The performance of the candidate in the following assessment

methods – Solve/address general routine problems Not
Satisfactory
Satisfactory
[Pls. check ( ✔) appropriate box]

A. Demonstration with Oral Questioning

B. Written Exam

Did the candidate's overall performance meet the required

evidences/ standards?

OVERALL EVALUATION COMPETENT NOT YET COMPETENT

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Recommendation
For re-assessment. _______________________________________________________
For submission of document. Pls. specify (Portfolio Document)
For issuance of NC _________________________________

General Comments [Strengths / Improvements needed]

Candidate’s signature:

Assessor’s signature:

● Meeting outcomes were interpreted and

implemented.

● Ranges of forms relating to conditions of

employment were completed accurately and legibly.

● Workplace data was recorded on standard workplace

forms and documents.

● Basic mathematical processes were used routine

calculations.

● Errors in recording information on forms/documents

were identified and rectified.

● Reporting requirements to superior were completed

according to enterprise guidelines.

Prepared by: Date:

Checked by: Date:

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INSTITUTIONAL ASSESSMENT

Identification.

_________________1. Often democratic decision making processes designed to resolve short-term

disputes can be deliberately delayed by parties wishing to avoid a potentially unfavorable decision.
_________________2. Problems often develop when parties (either disputants or intermediaries) do
not have clear goals.
_________________3. It is a condition of discontentment resented by someone.
_________________4. Democratic decision making processes can be rushed by parties wishing to
avoid addressing the hard issues.
_________________5. It is type of problem which is felt by only one person or a small group of
people.
_________________6. It is any complex problem that requires some degree of creativity or
originality to solve.
_________________7. It is a generic term applied to a range of conditions and aberrant behaviors
which are manifestations of social disorganization.
_________________8. It involves using at least one of the four arithmetic operations and/or ratio to
solve problems that are practical in nature.
_________________9. Many conflicts involve so many overlapping issues that it is difficult to
develop a process which addresses all of the important issues and allows the parties to participate
effectively.
________________10. If timed poorly, good processes will not work.

Enumeration:
1. Differentiate routine and non-routine problem. Give at least two differences.
2. Give five most common problems in the workplace.
3. Enumerate five problem solving strategies.

Essay.
1. Identify and explain the 7-step problem solving process.

Answer Key:
1. Strategic Delays
2. Lack of Clear Goals
3. Problem
4. Rushed Decisions
5. Individual problem
6. Non-routine problem
7. Social problem
8. Routine problem
9. Complexity Muddle
10. Timing Problems

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REFERENCES:
https://www.yourarticlelibrary.com/essay/social-problems-elements-sources-and-types-of-social-
problems/31413
https://www.glassmagazine.com/article/10-most-common-problems-workplace
https://www.deangraziosi.com/identify-problems/
https://www.indeed.com/career-advice/career-development/problem-solving-strategies

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