Arba Minch Polytechnic College

Module Handout
On

Demonstrate Work value

MNF BMW1M140213

Basic Metal Work

(Level I)

Arba Minch

February, 2013

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 TABLE OF CONTENTS PAGE
INTRODUCTION ............................................................................................. 2

LEARNING OUTCOMES (Objectives) ............................................................ 3

1. WORK VALUES/ETHICS ............................................................................ 4

1.1 Work ethics:.............................................................................................. 4

1.2 Work values: ............................................................................................. 4

2. WORK ETHICAL STANDARDS ................................................................. 4

3. PROFESSIONAL CODE OF CONDUCT AND ETHICS ............................. 6

4. REPORTING UNETHICAL CONDUCT ...................................................... 7

5. DEMONSTRATING WORK COMMITTMENT .......................................... 7

5.1 Understanding the Requirements of Your Job ........................................... 8

5.2 Increasing Your Knowledge of Functional Areas ...................................... 9

6. COMMUNICATION AT WORKPLACE ................................................... 10

6.1 Developing Interpersonal Skills .............................................................. 10

6.2 Building Relationships ............................................................................ 11

6.3 Managing Conflict .................................................................................. 11

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Introduction
This module is prepared by for level I TVTE students and introduces the basics of
work values/ethics.

The module provides the generally accepted definition of Ethics as applied in

workplaces. Work ethical standards are enumerated and the importance of
communicating ethical standards to all members of the working force is emphasised.

The module introduces the most common ethical values considered in organizations.
The need to report unethical conduct and its contribution in maintaining ethical
workplaces is discussed.

Work commitment is inseparably linked to one’s attitude towards work and the
understanding of the requirements of work. Increasing one’s knowledge of functional
areas is an element of expression work commitment.

Effective communication as an indispensable component in developing interpersonal

skills, managing conflict and building teams are discussed in the module.

Indeed, the purpose of this module is to serve only as a launching pad for the
discussions of important workplace issues as ethics/values, communication and
development of the work force; and it is incumbent upon the instructor to further
elaborate and add contents of relevance to the material with the general objectives in
mind.

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Learning outcomes (objectives)

At the end of the module the learner will be able to:

 Understand work as a vital component of life and instrument of self development

 Realize the basic ethical issues at the workplace
 Demonstrate commitment to work
 Practice effective communication skills
 Understand the means by which one shall develop one’s productivity

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1. WORK VALUES/ETHICS

1.1 Work ethics:

Sets of formal and informal standards of conduct that people use to guide their
behaviour at work. These standards are partly based on core values such as
honesty, respect, and trust, but they also can be learned directly from the actions of
others. For example, what people see their organizational leaders, managers, and
co-workers do on the job can influence their own views of what is acceptable or
unacceptable behaviour.

Ethics is a branch of philosophy that addresses the questions of morality through a

set of behavioural guidelines. A workplace being the source of bread and butter for
many, also satisfies the self-actualization needs. It provides a reason as a standard
of living. Hence, by that virtue, business ethics, which sustain morality and help
evolution have to be followed at a workplace.

Honesty, loyalty, commitment and rights go in building a conducive work culture

in a workplace. Although personal ethics differ, they matter in making of the
ethical standards of the organization. Because of the difference, every employees
needs to be put on one single ethical platform.
1.2 Work values:
Often include such traditional virtues as trust, loyalty and commitment, honesty
and respect for one another, and avoiding conflicts of interest. Values may also
include newer elements such as innovation, teamwork, customer focus and
continuous improvement.

2. Work ethical standards

Work ethical standards need to be clearly stated and be communicated to all
concerned in a very clear and unambiguous way.

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It is not enough to have ethical standards listed on a well-defined document. How
to effectively implement an ethics program at a place of work needs careful
attention.

Once an organization has written out an ethics policy, it is recommended that it

shall follow the following steps.

 Realize That an Ethical Standard Has Been Violated

The first step in solving an ethical problem at the workplace is to realize

that an ethical standard has been violated. This means that executives and
managers must be constantly aware of what is going on within the
organization and cannot ignore a violation in company policy regardless
of who committed it.

 Identify All the People Affected by the Ethical Violation

The second step is to identify all of those who have been affected by the
ethical violation. It is important to name each one involved in the policy
infringement regardless of their status in the organization. When
everyone has been located, the ethics enforcement team can proceed to
the third step.

 Gather All Pertinent Information Concerning the Ethical Problem

The third step is to interview each participant to gather relevant

information regarding the ethical violation. Obtaining all the related
information is only possible when everyone cooperates. Getting each
member to cooperate with the investigation can be a daunting task
because violators may not want to admit the truth and their friends may
not want to blow the whistle. Still, the incident cannot be resolved
properly without all the pertinent data.

 Analyze All the Information Fairly According to the Company's Ethical

Standards

Once the pertinent information has been listed out, the fourth step is to
analyze the data. This is to be carried out in a manner that is consistent
with the company's ethics program.

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  Make a Decision that is Consistent with the Organization's Ethics Policies

The fifth step is to make a decision that goes along with the preset ethic
standards and policies. Many organizations go through the motions to
write out rules and regulations based on supposed core values, but that
few follow through with them.

 Implement the Decision to Solve the Ethical Problem

Once a decision has been made it must be implemented. This is the sixth
step. Implementation is where the rubber meets the road. Carrying a plan
to solve ethical problems must be done in an ethical way.

 Discuss the Lessons Learned in Order to Improve the Ethics Program

The seventh and final step in solving an ethical problem is to discuss the
lessons learned from the ordeal. The most profitable result of a policy
violation is to use it to improve the ethics program and make the
organization stronger.

3. PROFESSIONAL CODE OF CONDUCT AND ETHICS

The following are the most common of ethical values considered in
organizations.

 Respect of personal rights and interests of Employees, clients' demands

and terms of cooperation, set by our business partners and by the society.
 Impartiality, meaning labour compensation in proportion to the results
achieved and equal rights for professional growth.
 Honesty in relations and in provision of all information required for our
work.
 Efficiency as sustainable achievement of maximum possible results in
everything we do.
 Courage for resisting the unacceptable and taking on responsibility for
the consequences of own decisions.
 Care to protect people from any harm or threat to their lives and health
and to safeguard the environment.
 Trust in employees that allow us to delegate powers and responsibility
for decisions and ways of their implementation.
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  Protect and Preserve the organizations assets, prosperity and utilize
them to the best advantage of the organization.

4. REPORTING UNETHICAL CONDUCT

Employees shall report any suspected illegal or unethical conduct connected
with the business of your organization. The following summarizes a sample’s
Reporting of Illegal or Unethical Conduct Policy:
 Any employee who observes any activity which he or she believes is illegal
or unethical shall advise his or her supervisor and the appropriate controlling
department.

 If a supervisor receives such a report, the supervisor must promptly advise

the Internal Auditing Department, Human Resources Department, the Law
Organization or the Business Integrity Office.

 The Internal Auditing Department, Human Resources Department or the

Law Organization shall investigate the allegations promptly and take
necessary and appropriate action.

 If requested by the employee source, the organization will treat the

employee’s identity and the alleged illegal or unethical conduct as strictly
confidential information.

 No employee shall be discharged, disciplined, or otherwise disadvantaged in

his or her career or suffer any other form of reprisal as a result of having
reported in good faith suspected illegal or unethical conduct by others under
this policy.

5. DEMONSTRATING WORK COMMITTMENT

What do you consider to be your life’s work? Employees can better focus on work
and personal priorities when they have first clarified their own values.

Your values and priorities may change overtime. Periodically use the following
process to help you define your values and align your priorities.

1. Define and write down your life values, goals and priorities.
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  Discuss your values and priorities with family, friends and work
colleagues.
 Compare your values with the ways in which you spend your time,
energy, and money.
 Determine what, if any, changes you would like to make.
 Create an action plan for change.
2. Set high personal standards of performance
3. Make your job more interesting. Instead of looking at your work as an
obligation, redefine your work activities into tasks that engage you and hold
your attention.
4. Seek out new work challenges.
5. Put in extra time and effort.
6. Initiate activities without being told to do so.
7. Commit to your organization.

5.1 Understanding the Requirements of Your Job

Your job has many aspects. To perform at your full potential, you need to clearly
understand the requirements and objectives of your position.

This can be accomplished by using the following procedure:

1. Read through previous job descriptions or objectives for your position to get
a feel for the required responsibilities and how they have changed over the
years.
2. Describe the purpose of your current role in the organization.
 Why does your position exist?
 What would be the effect if it didn't exist?
 How do you see your position's role or mission changing over the
next year?
3. Detail the three to seven key result areas in which effective performance is
critical. Focus on these critical few areas, rather than on the trivial many.
4. Identify indicators for measuring performance in each key result area. For
example, in repair and maintenance it might be the average time required to
overhaul an engine.
5. Set specific objectives for each indicator.
6. Meet with your manager to get his or her input into your objectives. Get your
manager's assurance that your objectives cover the key areas of your job, and
get his or her agreement on the level of performance your objectives

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 represent.
7. Share your objectives with your employees and others in the organization
with whom you work closely.
8. Periodically review your performance against your objectives, and update
your objectives when necessary.

5.2 Increasing Your Knowledge of Functional Areas

Many positions are part of a broad functional area. Operations may include
engineering, design, assembly, material distribution, production planning, and plant
management. Employees advance in their careers as they move from specialized
positions to jobs in broader functional areas.

The following guidelines for professional development within a functional area are
similar to those for increasing one's technical knowledge; they simply take a
broader view. Instead of focusing on your specific position, concentrate on the
functional area.
 Observe the actions and practices of those in positions similar or related to
yours within your functional area. You may want to ask them if you can
work with them on tasks, interview them formally or informally to learn
their secrets for success, or associate with them more often to develop a
relationship.
 Request job assignments that increase your breadth of experience.
 Talk with individuals, both inside and outside your organization, who have
expertise in particular areas. Look upon committees, task forces, and
department meetings as chances to increase your understanding of functional
areas.
 Read reports and documents that describe procedures, practices, and other
information related to your functional area.
 Attend courses and seminars that can give you a broader perspective of how
your position fits into the functional area.
 Join professional organizations.
If you are uncomfortable relying on your expertise at times, you may turn to
others for help in areas where they expect you to be knowledgeable. This
behaviour could indicate a need to further develop your skills in some areas.

The following procedure can help you determine where you may lack the skills
you need to perform more independently:

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 1. For one month, keep a log of problems related to lack of expertise that
you encounter on the job.
2. After one month, study your log, paying attention to:
 The types of problems you most frequently have
 The people to whom you go most often for help or advice
3. Determine what knowledge or skills these people possess that you may
lack.
4. Prepare a development plan to address these weaker areas, particularly
those that cause you to seek help most frequently.

6. COMMUNICATION AT WORKPLACE
Use clear, simple language and explaining any technical terms you have to use.

The following suggestions will help you communicate technical information

clearly.

Identify your audience. If it consists primarily of people with relevant technical

expertise, your use of technical terms and concepts is appropriate, even desirable.
The more diverse the group, however, the fewer such terms you should use.

Consider how much detail you need to communicate. If you can't avoid using
technical terms in a document intended for wide distribution, you may want to:

 Define the terms.

 Provide a context that makes their meanings apparent.
 Have your manager or a trusted colleague read your document and then
reviews it for the clarity of the message.

When talking with people about technical information, give illustrations and
examples to which your audience can relate.

6.1 Developing Interpersonal Skills

You may be accustomed to doing things on your own, but sometimes “two heads
are better than one.” Considering the ideas of co-workers, even if they are different
from yours, leads to creative and effective approaches to solving problems and
getting work done.

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 Employers appreciate employees who get along with people at all levels; therefore,
they seek employees who have good interpersonal skills, such as communication,
problem solving, and teamwork abilities. Interpersonal skills enable you to work
with others harmoniously and efficiently.

Working well with others involves understanding and appreciating individual

differences. It also means using those differences to your best advantage.

6.2 Building Relationships

1. Treating people with respect and fairness
 Accept people as they are
 Be objective and no evaluative in your dealings with people.
 Be open and trustful.
2. Develop effective working relationship with peers
Show sincere interest in colleagues
Respect all including those with whom you may disagree
3. Communicate with colleagues in other departments.
4. Minimize defensiveness in interactions
5. Accept feedback from managers and peers
6. Provide constructive feedback to managers and peers.

6.3 Managing Conflict

Conflict is generally accepted as an inevitable part of organizational life.
Constructive conflict can introduce new solutions to a problem while destructive
conflict can result in a loss of the main objectives.

Conflicts of various types are natural part of the team process. Although we often
view conflict as negative, there are many benefits to conflict if it is managed
appropriately. People handle conflict in their teams in a variety of ways, depending
on the importance their desire to maintain good social relations and develop high-
quality solutions

The benefits of conflicts are that it encourages the team to explore new approaches,
motivates people to understand issues better, and encourage new ideas.

Conflict also can have negative effects on the team by creating strong negative
emotions and stress, interfering with communication and coordination, and
diverting attention away from the task and goals.

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Sources of conflict in organizations:
 Interpersonal differences
 Misunderstandings
 Differences in values and beliefs
 Differences in interest

There are several ways in which people and teams can try to resolve conflicts. The
five different approaches to conflict resolution are enumerated below:

Avoidance: This approach tries to ignore the issues or deny that there is a
problem. By not confronting the conflict, team members hope that it will go
away by itself.
Accommodation: Some team members may decide to give up their position
so as to be agreeable. They are being cooperative, but it costs the team the
value of their opinions and ideas.
Confrontation: Acting aggressively and trying to win is one way in which to
deal with a conflict. However, winning can become important than making a
good decision.
Compromise: One way in which to balance the goals of each participant and
the relations among the teams is for everyone to “give in” a little.

Collaboration: When both sides of a conflict have important concerns, the

team needs to search for solutions that satisfy everyone. This requires both
cooperativeness and respect for each other’s position.

To improve the effectiveness of your conflict management style, take the following
steps:

1. Separate the people from the problem

2. Focus on the shared interest of all the parties.
3. Develop many options that can be used to solve the problem.
4. Evaluate the options using objective criteria.
5. Work towards win/win solutions.

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References:

 Indra Gandhi National Open University, Organization Theory and Behavior,2005

 Daniel Levi ,Group Dynamics For Teams, Sage Publications,2001
 Brian L. Davis ,Successful manager’s Handbook, Personnel Decisions International, 1996
 Terry Gillen, Leadership Skills, CIPD House, 2002
 Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams, The McGraw_Hill
Companies, 1993

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