Ethiopian TVET System

Training, Teaching and Learning Materials –Learning Guide

Addis Ababa Tegbare-id Poly-Technique

College

On- Site Building Construction

Level IV
Learning Guide
#44
Unit of Competence: Manage Subordinates and Equipment

Module Title: Managing Subordinates and Equipment

Module Code: CON BCM4 M10 0718 Lo1 - 44

TTLM Code:CON BCM4 TTLM 0718 v1

LO1 Manage subordinates effectively

Learning Guide Date: January, 2019G.C Page 1 of 37
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Instruction Sheet Learning Guide #44

This learning guide is developed to provide you the necessary information regarding the following content
coverage and topics;

• Conduct pre-job meeting.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced 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 –

• Conduct pre-job meeting and briefings.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced.

Learning Activities

1. Read the specific objectives of this Learning Guide”1”

2. Read the information written in the “Information Sheet 1”.

4. Read the “Operation Sheet”, try to understand the description or procedures

discussed and practice the exercises illustrated. Go to your teacher if you need clarification or you want
answers to your questions or you need assistance in understanding a particular step or procedure.

5. self check in page 17-18

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

Unsatisfactory, your teacher shall advice you on additional work. But if satisfactory you can proceed to
the next topic. Learning Guide #2

Learning Guide Date: January, 2019G.C Page 2 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Information Sheet 1 Manage subordinates effectively

Developing subordinates
Step 1 - Observe and record leadership actions
➢ All acts (verbal and nonverbal), appearances, and actions are valid opportunities for assessment
➢ Ensure observations are complete
➢ Observations must be objective
➢ Note and record elapsed time
➢ Use direct quotes when possible
➢ Use bullet comments rather than complete sentences
➢ Record behaviors in chronological sequence
➢ Do not allow winning, losing, or mission accomplishment to influence recorded behaviors
➢ Use “START” format
START” acronym
S - SITUATION: Record the situation in which the leader is involved
T - TASK: Describe the task assigned to the leader
A - ACTION: As accurately as possible, record all actions taken by the leader during the accomplishment
of the task
R - RESULT: What resulted from the leader’s actions?
T - TIME: Include the date, time and duration of the event
Step 2 - Compare what you see to performance indicators; classify the observations to determine if the behavior
exceeds, meets, or fails to meet the standard
CLASSIFY BEHAVIORS

 Use all written, verbal, and nonverbal information

 Use leadership dimension definitions and associated behaviors
 Though a behavior may fit more than one dimension, list it under the most appropriate one (“best fit”)
RATING BEHAVIORS

 E EXCELLENT: EXCEEDS REQUIREMENTS FOR SUCCESSFUL TASK ACCOMPLISHMENT.

 S SATISFACTORY: MEETS REQUIREMENTS FOR SUCCESSFUL TASK ACCOMPLISHMENT.
 NINEEDSIMPROVEMENT: DOES NOT MEET REQUIREMENTS FOR SUCCESSFUL TASK
ACCOMPLISHMENT.
Step 3 - Coach the subordinates - tell the subordinates what you saw and give them a chance to assess themselves.

COACHING AND PROVIDING FEEDBACK

Learning Guide Date: January, 2019G.C Page 3 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

 Be knowledgeable of the leadership dimensions

 Be able to communicate your thoughts
 Be trustworthy
 Be positive
 You are a facilitator; you may not have all the right answers
Step 4 - Conduct developmental counseling

COUNSELING

Subordinate-centered communication that outlines actions necessary for subordinates to achieve individual and
organizational goals.

 Subordinates assume an active role in the counseling session and maintain responsibility for their
actions. The following skills assist leaders in subordinate-centered counseling:
- Active Listening

- Responding

- Questioning

How to Lead, Manage, Motivate & Supervise Employees Effective

As a manager, leader or supervisor, a great importance is your ability to lead, manage, supervise and motivate your
subordinates / staff - the people under your purview effectively.

The following tips will help you improve your leadership skills and relationships with your subordinates
and get stronger supports from them.
1. Be fair to everyone
Treat each of your subordinates / staff fairly and respectfully. Some people are by nature more likeable than
others, but as a supervisor, you have to avoid even the slightest hint of favoritism; be fair to everyone. You may
have to be flexible in your leadership style for each of your subordinates.
2. Develop everyone

Everyone is unique. Each subordinate has his / her own strengths and weaknesses. So, work on developing the
abilities or the potentials of every employee. Don't overlook the need to provide any necessary resources and
training needed by the employees to do the job. By doing so, they will perceive that you care for their well-beings.
In return, they will be more respectful to you and hence, work better.

3. Know and like your subordinates

Learn the individual strengths and weaknesses of the people you supervise. This will aid you in assigning tasks on
the basis of skills rather than at random. It will make them feel good working with you.

4. Show continuing interest in your subordinates

Learning Guide Date: January, 2019G.C Page 4 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Show continuing concern in your subordinates by providing feedback on their performance regularly - not just at
performance evaluation time. Be honest whether they are doing well or bad. This means, giving praise when it
deserved - not when it isn't.

5. Criticize with care

Be diplomatic whenever you criticize any aspects of an employee's performance. Never jump to any judgement or
conclusion without thinking first the consequences of your critics. So, be tactful to your subordinates at all the time.
They will surely appreciate you for being a considerate leader / manager.

6. Be flexible

Be flexible in dealing with employee's concerns. Going strictly by set procedures won't always give you the
flexibility you need to resolve individual performance. So, always use your good common sense.

7. Give simple directions

Give simple, but specific job directions at any time you assign a new task to a worker. Make things not so difficult
in the eyes of your subordinates even if it is in actuality a challenging task. This will make them feel good and
confident doing the jobs assigned to them.

8. Defend your subordinates

Defend your subordinates against unfair criticisms; be with them. Make them think and feel that you are a reasonable
or supportive leader / manager / supervisor.

9. Be a coach not a general

Remember! You are at work, not at war. So, be loyal to your subordinates as well as to the company /
organization / employer. Include subordinates in the decision-making process whenever feasible. You can also
show your leadership qualities by working to obtain promotions, pay raises, and awards for deserving employees.

How to manage your subordinates successfully?

When delegating tasks, the manner in which you give an order will often affect how that order is carried
out. The wrong approach on your part can result in procrastination, sloppy execution, or downright
noncompliance on the part of the subordinate. Here are some tips for effectively giving orders to
subordinates:

Learning Guide Date: January, 2019G.C Page 5 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

1. Choose the right subordinate.

Make sure that the task is being delegated to the right individual. If necessary, re-familiarize yourself with employee
job descriptions. If the task you have is an unusual one, you may want to ask around and find out who is likely to
be good at it. You may also want to check with other supervisors and find out which employees currently have a
sufficient amount of free time.

2. Pay attention to timing.

If giving orders in person, make sure to schedule a meeting for a time when you and your subordinate can have a
thorough discussion about the task. You want to make sure that your orders are clearly understood, and that is
difficult to do if either person is feeling rushed.

3. Put it in writing.

Even if you do convey your orders verbally, provide a written summary either on paper or via e-mail. Written
instructions will help prevent the subordinate from forgetting any aspect of the task and will provide documentation
of exactly what it was you wanted done. This can circumvent any misunderstandings.

4. Suggest resources

Be sure that your subordinate is aware of the resources at his or her disposal. Think about what will be needed to
get the task done, and give your subordinate an idea of where he or she can obtain the materials and/or personnel
necessary. For example, if the project might call for ordering supplies, make sure your subordinate knows how to
fill out a purchase order. If the project will need more than one person, than suggest a list of people who may be
able to help. The more detailed you can be with these types of instructions; the more likely your subordinate is, to,
succeed.

5. Give clear deadlines.

If the project is a small one, you can just say, "Please have this done by-" and give a date and time. On the other
hand, for lengthy or complex projects, you may want to set several mini-deadlines and ask for progress reports at
specific intervals.

6. Break large tasks into smaller subtasks.

Learning Guide Date: January, 2019G.C Page 6 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

A complex project can be broken down into a list of small steps. An employee who has a clear checklist to work
from will be better organized than one with only an end goal. Some employees are organized enou.gh to break up
tasks on their own, but unless you trust your subordinate implicitly, it is better for you to be the one who spells
things out. The more detailed you are in your orders, the more likely they'll be carried out the way you hope they
will be.

7. Express confidence in your subordinate.

Employees who feel valued are more likely to put in their best effort. When giving a task, be sure to explain why
you chose this subordinate for this task. For example, "Bob, I heard you wrote an excellent budget report, so I
want you to gather some data for me," or "Sally, everyone liked your talk last week, so I thought you should give
the presentation to the clients this time." When an employee feels that he was specially chosen for a project, he is
more likely to take ownership over that project and go the extra mile.

Learning Guide Date: January, 2019G.C Page 7 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Construction Industry
 All civil works such as buildings, roads, water works, hydro- power works, etc., can be grouped under the
industry termed as Construction Industry.
 The construction industry as an industry encompasses many firms under it. These firms include;
✓ Designers,
✓ Contract Administrators, often collectively called Consultants,

Learning Guide Date: January, 2019G.C Page 8 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

✓ Contractors,
✓ Construction materials producing factories, etc

 For a construction firm to operate in the industry, it has to present the legal business ownership possessory
rights;
 These different forms of business ownerships are:
1. Individual proprietorship
2. Partnership
3. Limited partnership, and
4. Corporation
1. The Individual Proprietorship: This form of business ownership is the most widely used type in the
construction industry in the third world generally and in Ethiopia Particularly.
• Most contractors and consultants share this form of business ownership's.
 Here the Owner and his business are very much attached to each other in such away that the owner
is directly responsible for all business debts and also all the income is personal

Learning Guide Date: January, 2019G.C Page 9 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

2. Partnership: When two or more individual proprietors combine their resources, capital and talents to form
a business ownership it is called partnership. It becomes a joint venture company
• Partnerships are most successful when the partners are closely related and have believe and good
understanding to each other.
• This type of ownership is to be promoted and supported to develop the advancement of the
construction industry in Ethiopia.

Advantage and Disadvantage of partnership.

 Partnerships: Advantages
• Greater access to capital
• Shared responsibility
• Greater opportunity for specialisation
 Easy to set up
Disadvantages
• Unlimited Liability
• All partners liable for the debts of the others
• Partnership dissolved on death of one partner
• Potential for conflict
• Decisions of one partner binding on the rest

• Limited access to capital

3. Limited Partnership: The limited partnership is a business ownership in which either one of the

partners avoid liability for business depts to some extent while maintaining the partnership or both limited their
liability to a limited capacity

• Limited Companies:
• Private Limited Company
• Public Limited Company
• Has a separate legal identity – the company can sue and be sued
• More complex to set up
• Limited Companies:
• Must Register with Registrar of Companies at Companies House
• Memorandum of Association

Learning Guide Date: January, 2019G.C Page 10 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

-Details of the nature, purpose and structure of the company

• Articles of Association
-Details of the internal rules of the company
• Certificate of Incorporation – allows the company to trade
• Shareholders have limited liability – can only lose what they agreed to put into the company – no personal
liability
• PLCs – shares traded on Stock Exchange
• LTDs – shares only bought and sold with agreement of existing shareholders
3. Corporation: Corporations may be owned by an individual or state laws may require initial incorporation
by a minimum of three persons
 This kind of business ownership has the following advantages:
 Income tax releases partially or avoidance using with the provision of health, life, etc.
insurance to employees.
 Owners of a corporation are responsible for depts within their investment, and.
 The death of the owner need not terminate the operation of the firm.
 Ownership, finance and control in hands of ‘members’
• Exists for the benefit of ‘members’
• Consumer co-ops – members buy goods in bulk, sell to members, divide profits between members
• Worker co-operatives – workers buy the business and run it – decisions and profits shared by
members
Producer co-operatives – producers organise distribution and sale of products themselves

Construction Project Management

 The management towards;

1. Coordinating different workmen,
2. Availing the required machinery and material at the right time,
3. Executing the project economically and successfully,
4. Controlling over the quality, time and sequence of flow of construction in a well-planned and
organized manner
 Construction management is different from a steady state Organization management
 that it has a distinct beginning and a distinct end while a steady state Organization runs
continuously
 In our world construction resources are;

Learning Guide Date: January, 2019G.C Page 11 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

❖ scarce,
❖ hard to obtain easily and
❖ Becoming expensive every day in spite of the fact that their demand is high.
 It is this reality which obliged us to utilize them efficiently and effectively.
 In other words, that is the basic reason why construction industry need to be managed and
professionalism in construction management assumes special significance

Construction Management is necessary to insure:

✓ proper planning and organization of the works,

✓ the effective use of resources,
✓ the completion of works within estimated budget and specified time,
✓ in time delivery and utilization of materials,
✓ proper usage of equipment and latest methods of construction and technology,
✓ evolving a reputation for high quality of workmanship,
✓ controlling over the contract agreed upon and specification,
✓ motivating people to work to their best and creating an organization that works as a team,
✓ proper communication and reporting of the works executed,
✓ the provisions of safe and satisfactory working conditions for all workers,

Why Construction Management?

Construction Technology and Management Professionals are responsible for;

✓ Technology refers to the methods or procedures of techniques used to make the best result
✓ Management is the coordination and administration of many components such as Stakeholders and
their relationships; Resources; Processes and their combined performances for getting things done
successfully
✓ Construction Project Management is therefore to coordinate and administer all components including the
technology and safety and health requirements in order to successfully accomplish based on the five criteria
of performance: Relevance, Efficiency, Effectiveness, Utility and Sustainability and Impact
 These performance criteria can briefly be described as:
✓ Relevance: Response to needs and priorities
✓ Efficiency: Delivery in terms of cost, time and quality as per specification
✓ Effectiveness: Achievement of the common goal
✓ Sustainability: Continuation of its relevance

Learning Guide Date: January, 2019G.C Page 12 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

✓ Impact: Various effects of the project

Construction Technology and Management Professionals are those who could oversee the overall processes
of construction projects from their inception to their use and disposal stages

Self-Check-1 Written Test

Name: _________________________________ Date: _______________

Directions: Answer all the questions listed below. Write only the letter. (3 points each)

1. members buy goods in bulk, sell to members, a. Worker co-operatives

divide profits between members

2, workers buy the business and run indecisions b. Partnership

and profits shared by members

3, When two or more individual proprietors c. Consumer co-ops

combine their resources, capital and talents to
form a business ownership

4. Describe the task assigned to the leader. d. task assigned

e. Corporation

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Test l. Matching
1._____

2._____

3._____

4._____

Learning Guide Date: January, 2019G.C Page 13 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Addis Ababa Tegbare-id Poly-Technique

College

On- Site Building Construction

Level IV
Learning Guide
#45
Unit of Competence: Manage Subordinates and Equipment

Module Title: Managing Subordinates and Equipment

Module Code: CON BCM4 M10 0718 Lo1 - 45

TTLM Code:CON BCM4 TTLM 0718 v1

LO2 Train Subordinates

Learning Guide Date: January, 2019G.C Page 14 of 37
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Instruction Sheet Learning Guide 1

This learning guide is developed to provide you the necessary information regarding the following
content coverage and topics;

• Conduct pre-job meeting.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced 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 –

• Conduct pre-job meeting and briefings.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced.

Learning Activities

1. Read the specific objectives of this Learning Guide”1”

2. Read the information written in the “Information Sheet 1”.

4. Read the “Operation Sheet”, try to understand the description or procedures

discussed and practice the exercises illustrated. Go to your teacher if you need clarification or you want
answers to your questions or you need assistance in understanding a particular step or procedure.

5. self-check in page 25

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If Unsatisfactory, your
teacher shall advice you on additional work. But if satisfactory you can proceed to the next topic.
Learning Guide #2

Learning Guide Date: January, 2019G.C Page 15 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Information Sheet 1 Train Subordinates

Building Loyalty Among Your Subordinates
Loyal employees are assets to the department and to the company. Being able to inspire loyalty among
subordinates is one of the marks of a leader. Loyal employees tend to work hard, work better in teams, have lower
absenteeism rates, and change employers less frequently. Low turnover and low absenteeism results in a more
effective and efficient department. The key question is this: How does a manager go about building loyalty among
subordinates? Here are a few ideas:

• Criticize in private, and praise subordinates in public.

• Keep your word... whether you have made a promise or a threat - it is important to your credibility to follow
through.
Give subordinates the benefit of the doubt. Often mistakes occur because employees have not been fully trained. If
this is part of the cause of a problem, accept the blame yourself.
• Tell the truth, even when you know what you need to say is something your subordinate does not want to
hear, such as:
1. Their performance is below expectations
2. They made errors that should not have been made
3. They are being demoted or assigned new duties because they have not demonstrated the
competence and/or commitment to the position they have been assigned to.
• Treat customer, co-workers, and subordinates with respect. Good manners and civility cost nothing.
• Show appreciation when tasks are performed in an exemplary manner.
• Avoid favoritism among your subordinates. Nothing sows the seeds of discontent faster than supervisors
who play favorites among employees of substantially similar skills and abilities.
• Formally review the performance of every worker at least once a year.and ideally twice a year with informal
discussions no less frequently than quarterly.
• Provide specific and measurable goals for every person in the department, and make sure that they are
stretch goals [meaning that the goals that are not easy to achieve]
• Support and defend your subordinates when it comes to judgment calls. If your employee has violated a
departmental or company policy, it would be inappropriate to support them
• Notwithstanding the fact that the credit department is not a democracy, do what you can to treat subordinates
as your equals. Implicit in doing so is to solicit their opinions; listen without unnecessary interruptions to
their comments; giving credit to them for recommendations or ideas that you choose to accept.

Learning Guide Date: January, 2019G.C Page 16 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Don't disparage other departments, department heads, or the employees of other departments to your subordinates.
It is unwise to create an "us against them" mentality - especially as it relates to the sales/credit interaction. Loyalty
should not simply be limited to the department and the department manager, department wide. Truly loyal
employees feel loyalty to:
1. Their co-workers
2. Their manager
3. Their employer, and
4. To the goods and services their company sells

Subordinate-Supervisor Training Strategies

Subordinate-supervisor relationships are an integral part of business or organizational management. You don't
always get to choose your supervisor or a subordinate, so some significant effort is required on both ends to find a
balance in the reporting relationship. You don't have to be friends, but you have to learn to relate and at least tolerate
each other for the success of the organization. If you're having difficulty initiating or implementing relational
strategies, ask a Human Resources representative to help facilitate this.
1. Get to Know Each Other
Learn one another's work styles. Although you may be a born leader, you may not necessarily be an effective
colleague. There are limited opportunities in the natural work flow for a colleague to spend time with you where
some action isn't required. Therefore, it can be difficult for your colleague to learn about your work style through
experience. Spend some time thinking about your work styles for communication, organization, relationship
management and reporting tactics. Ask your supervisor or subordinate to do the same and schedule some time to
compare notes. Understanding how the other person works can better inform collaboration methods and
communication. If you choose, you can discuss your professional or academic background; the other person may
find it helpful. Discussing your personal life is completely optional but is a nice way to relate socially when
appropriate.
2. Leadership vs. Tyranny

o Be open to open dialogue. With increased responsibility as a supervisor, it's sometimes

easy to take the term "supervisor" too literally. A supervisor is a colleague who works in a
leadership capacity with her subordinates to accomplish the goals of the organization. This
may mean working alongside subordinates on a project or delegating specific tasks for
implementation. A supervisor who is a leader is open to constructive criticism and will do
what's necessary to accomplish the goal and ensure that team members are invested and
supported in their work. A tyrant listens to no one and is very self-focused. Have a
discussion with your team about what it means to be a leader and what it means to be a
tyrant. Chances are that the team members have experienced effective and ineffective

Learning Guide Date: January, 2019G.C Page 17 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

supervisors and colleagues. A dialogue about which characteristics or qualities are helpful
and which ones are not provide paramount insight on how to better manage a working
relationship.

3. Don't Guess About Expectations

Let people know what's expected of them. One of the causes of ineffective colleague relationships is communication
about expectations. It's common for employees to want to impress their supervisor, so some will refrain from asking
questions or clarifying things at the expense of appearing ignorant. High-level expectations are set by the
organization. Operational expectations should be set by the supervisor and communicated to the employee. Failure
to communicate expectations to an employee can result in an employee's failure at a task or obligation.

Learning Guide Date: January, 2019G.C Page 18 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Self-Check 1 Written Test

Instructions: Write all your answers on the provided answer sheet.

Test I. Short answer questions.

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

1. what is Get to Know Each Other? (2 pts)

2. Why Subordinate-supervisor relationships? (2 pts)
3. Why their manager? (2 pts)
4. Subordinate-supervisor relationships are an integral part of business or organizational management? (2 pts)
5.A dialogue about which characteristics or qualities are helpful? (4 pts)
Note: Satisfactory rating =12 points and above Unsatisfactory rating = below 12 points

Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________

Test I. Short Answer Questions

1.__________________________________________________________________

________________________________________________________________

2.__________________________________________________________________

___________________________________________________________________

3.__________________________________________________________________

__________________________________________________________________

4__________________________________________________________________

_________________________________________________________
5___________________________________________________________
______________________________________________________________

Learning Guide Date: January, 2019G.C Page 19 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Addis Ababa Tegbare-id Poly-Technique

College

On- Site Building Construction

Level IV
Learning Guide #46
Unit of Competence: Manage Subordinates and Equipment

Module Title: Managing Subordinates and Equipment

Module Code: CON BCM4 M10 0718 Lo1 - 46

TTLM Code:CON BCM4 TTLM 0718 v1

LO3 Manage Subordinate Performance

Learning Guide Date: January, 2019G.C Page 20 of 37
Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Instruction Sheet Learning Guide #46

This learning guide is developed to provide you the necessary information regarding the following content
coverage and topics;

• Conduct pre-job meeting.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced 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 –

• Conduct pre-job meeting and briefings.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced.

Learning Activities

1. Read the specific objectives of this Learning Guide”1”

2. Read the information written in the “Information Sheet 1”.

4. Read the “Operation Sheet”, try to understand the description or procedures discussed and practice
the exercises illustrated. Go to your teacher if you need clarification or you want answers to your
questions or you need assistance in understanding a particular step or procedure.

5. self check in page 25

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

Unsatisfactory, your teacher shall advice you on additional work. But if satisfactory you can proceed to
the next topic. Learning Guide #2

Learning Guide Date: January, 2019G.C Page 21 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Information Sheet 3 Manage Subordinate Performance

The Performance Improvement Plan (PIP) is designed to facilitate constructive discussion between a staff member
and his or her manager or supervisor to clarify the work performance to be improved.

This is applicable irrespective of whether the discussion is part of an annual review or takes place in the form of
performance counseling associated with disciplinary action.

It is implemented, at the discretion of the supervisor or manager, when it becomes necessary to help a staff member
improve performance.

The supervisor or manager develops with the subordinate an improvement plan that is acceptable to both. The
overall purpose and outcome is to assist the employee to achieve the desired level of performance.

A Performance Improvement Plan will differ from the annual performance development planning process in the
amount and quantity of the detail. Employees who are performing their jobs effectively, and meeting the
expectations of the performance development process, will not need to participate in performance improvement
sessions

Following a performance improvement session the manager or supervisor should monitor and provide feedback to
the employee regarding his or her performance and may take additional disciplinary action, if necessary, through
the company’s disciplinary process.

Performance Management vs. Coaching

 Prior to doing any coaching, be careful to distinguish between performance management and developmental
coaching.
 Performance management is an effort to maximize the employee’s contributions to organizational goals by
measuring their performance as objectively as possible, providing feedback, and developing strategies
together to improve this performance.
 Developmental coaching is an effort to develop the employee’s capacity to meet his/her own goals, where
the coach operates in service to the employee’s interests.
 When the employee is highly motivated to succeed within the organization, performance management and
developmental coaching will often look similar.

Coaching must meet four conditions:

 The goals of the boss must not be in conflict with the personal and professional goals of the subordinate, or
the boss must be able to place other considerations temporarily in the background in order support the
dedication of the coaching, in good faith, to the best interests of the subordinate.
 The subordinate must be motivated to make a commitment to learning and development for reasons of his
or her own.
 Both parties must be able and willing to draw distinctions between the coaching aspect of their relationship
and other aspects, separating the development process from power issues and supervisory consequences.
 The boss and subordinate must trust each other that the first three conditions are present

Learning Guide Date: January, 2019G.C Page 22 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Self-Check 1 Written Test

Instructions: Write all your answers on the provided answer sheet.

Test I. Short answer questions.

Directions: Answer all the questions listed below. Examples may be necessary to aid some explanations/answers.
1. what is Get to Know Each Other? (2 pts)
2. Why Subordinate-supervisor relationships? (2 pts)
3. Subordinate-supervisor relationships are an integral part of business or organizational management? (2 pts)

Note: Satisfactory rating =12 points and above Unsatisfactory rating = below 12 points

Answer Sheet Score = ___________

Rating: ____________
Name: _________________________ Date: _______________

Test I. Short Answer Questions

1.__________________________________________________________________

________________________________________________________________

2.__________________________________________________________________

___________________________________________________________________

3.__________________________________________________________________

__________________________________________________________________

4__________________________________________________________________

_________________________________________________________
5___________________________________________________________

______________________________________________________________

Learning Guide Date: January, 2019G.C Page 23 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Addis Ababa Tegbare-id Poly-Technique

College

On- Site Building Construction

Level IV
Learning Guide
#47
Unit of Competence: Manage Subordinates and Equipment

Module Title: Managing Subordinates and Equipment

Module Code: CON BCM4 M10 0718 Lo1 - 47

TTLM Code:CON BCM4 TTLM 0718 v1

LO4 Maintain all equipment in circulation

system

Learning Guide Date: January, 2019G.C Page 24 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Instruction Sheet Learning Guide #47

This learning guide is developed to provide you the necessary information regarding the following content
coverage and topics;

• Conduct pre-job meeting.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced 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 –

• Conduct pre-job meeting and briefings.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced.

Learning Activities

1. Read the specific objectives of this Learning Guide”1”

2. Read the information written in the “Information Sheet 1”.

4. Read the “Operation Sheet”, try to understand the description or procedures

discussed and practice the exercises illustrated. Go to your teacher if you need clarification or you want
answers to your questions or you need assistance in understanding a particular step or procedure.

5. self-check in page 25

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

Unsatisfactory, your teacher shall advice you on additional work. But if satisfactory you can proceed to
the next topic. Learning Guide #47

Learning Guide Date: January, 2019G.C Page 25 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Information Sheet 4 Maintain All Equipment in circulation system

Equipment maintenance

❖ Unscheduled maintenance: - is done any time when there is a need to maintain the machine. This
maintenance is not usually carried out at the job site.
❖ Scheduled maintenance: - It is preplanned maintenance program. This means it might be daily, weekly
or monthly maintenance.
Basically, there are four types of maintenances

➢ Preventive
➢ Corrective
➢ Predictive
➢ Proactive maintenances
What is Heavy Equipment?

Used either for lifting, excavating, leveling, drilling, compacting, transporting & breaking works in construction
site; Such as but not limited to crane, bulldozer, backhoe, grader, road compactor etc.

1. BULLDOZER

Machinery for leveling, Earth moving & clearing.

2. MOTOR GRADER

Leveling aggregates, grading wide expanses, roads, preparing roadbeds for the laying of pavement

Learning Guide Date: January, 2019G.C Page 26 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

3. EXCAVATOR

Used for excavation & loading work by an extendible working device & rotating function, while the main
body of the machine itself generally remains stationary.

4. WHEEL LOADER

Used for scooping & loading excavated dirt & rocks, & can also be used for carrying loads for short
distances.

Learning Guide Date: January, 2019G.C Page 27 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

5. COMPACTOR W/ SHEEP FOOT ATTACHMENT

Used for compacting work such as roads, road fills, river dikes, dams, & foundations.

6. DUMPTRUCKS

Used for hauling excavated dirt & rocks.

Learning Guide Date: January, 2019G.C Page 28 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Accidents by Causes

• Poor techniques (insufficient training) - 35%

• Insufficient guiding & signaling - 14.1%
• Insufficient measures to keep out the hazardous area - 7.6%
• Improper use (not for the designated purpose) - 6.6%
• Management faults - 5.8%
• Insufficient inspection & maintenance - 4.7%
• Improper use - 4.7%
• Others - 21.5%

Why is SAFETY important to YOU?

3 BIG REASONS:

➢ Accidents disable/stop and kill

➢ Accidents cost
➢ Accidents can be avoide

Learning Guide Date: January, 2019G.C Page 29 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Measures to Secure SAFETY in Using Construction Machinery

A) Full Understanding of Machine Conditions and Maintenance

B) Safe Operations

C) Safety Management at Work Sites

A) Full Understanding of Machine Conditions and Maintenance

A.1) General Procedures

• Do not perform any work on a machine unless you are authorized and qualified to do so.
• Read the manufacturer’s service and operator’s manuals.
• Attach a DO NOT OPERATE tag or similar warning tag before performing maintenance.
A.2) Prepare the Work Area
• Choose a clean level work area.
• Make certain there is adequate light and ventilation.
• Clean the walking and working surfaces.

A.3) Prepare Yourself

• Wear all the protective clothing the job

Requires.
• Safety glasses, goggles or a face shield are
always needed for eye protection
• Wear gloves and safety shoes when handling
• Wooden blocks, wire rope or sharp-edged
metal.

Learning Guide Date: January, 2019G.C Page 30 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

A.4) Daily Checks Before the Start of Operations

• Brakes and clutches

• Safety devices
• Fuel and engine oil
• Water
• Air tanks
• Operator’s cab
• Gauges and other control

*Daily inspections are conducted mainly by operators

B) Safe Operations

B.1) Conforming Safety BEFORE Work

Operations by qualified personnel

B.2) Wearing safe clothing and protective equipment

• Hard hat
• Safety shoes
• Safety glasses, goggles or face shield
• Gloves
• Hearing protection
• Reflective clothing
• Respirator or filter mask

Learning Guide Date: January, 2019G.C Page 31 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

B.3) Knowing the working area

• Location of slopes
• Drop-offs or overhangs
• Open trenches
• Soil conditions
• Rocks and stumps
• Exact location of any buried and/or overhead electrical, gas, telephone, water, sewer, or other utilities

B.4) Meeting with others involved

B.5) Precautions in getting in and out of machines

• Maintain a 3-point contact

• Face the machine when either mounting or
dismounting.
• Never jump on or off the machine

Learning Guide Date: January, 2019G.C Page 32 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

B.6) Conforming Safety AFTER Work

*Filling fuel tank

• Stop the engine

• Do not refuel near open fires
• No smoking
• Conduct tank-filling operations outdoors

B.7) Parking places

• Park on flat surfaces that offer a solid foundation.
• Do not park at a site where mudslides may occur.
• Lower the bucket to the ground

Learning Guide Date: January, 2019G.C Page 33 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

B.8) Precautions in leaving the operator’s cab

• Stop the machine.
• Lower the working device to the ground.
• Discharge any remaining pressure.
• Move operating levers to neutral.
• Stop the engine and remove the ignition key.
• Lock the door.

C.2) Work qualifications and education

• Skills training courses
• Safety and health education

“THE SAFE WAY IS THE BEST WAY”

Learning Guide Date: January, 2019G.C Page 34 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Addis Ababa Tegbare-id Poly-Technique

College

On- Site Building Construction

Level IV
Learning Guide
#48
Unit of Competence: Manage Subordinates and Equipment

Module Title: Managing Subordinates and Equipment

Module Code: CON BCM4 M10 0718 Lo5 - 48

TTLM Code: CON BCM4 TTLM 0718 v1

LO5 Maintain proper communication

Learning Guide Date: January, 2019G.C Page 35 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Instruction Sheet Learning Guide #48

This learning guide is developed to provide you the necessary information regarding the following content
coverage and topics;

• Conduct pre-job meeting.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced 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 –

• Conduct pre-job meeting and briefings.

• Make all members of the team aware of their roles and responsibilities.
• Supervise team as directed by the project manager
• Assist team members with training.
Ensure proper safety procedures and policies are followed and practiced.

Learning Activities

1. Read the specific objectives of this Learning Guide”1”

2. Read the information written in the “Information Sheet 1”.

4. Read the “Operation Sheet”, try to understand the description or procedures

discussed and practice the exercises illustrated. Go to your teacher if you need clarification or you want
answers to your questions or you need assistance in understanding a particular step or procedure.

5. self-check in page 17-18

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

Unsatisfactory, your teacher shall advice you on additional work. But if satisfactory you can proceed to
the next topic. Learning Guide #48

Learning Guide Date: January, 2019G.C Page 36 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu
 Ethiopian TVET System
Training, Teaching and Learning Materials –Learning Guide

Information Sheet 5 Maintain Proper Communication

Improving communication can be achieved in many ways.

Develop Respect

Communication is more likely to be open, honest and direct when supervisors and subordinates have mutual
respect. Supervisors can increase respect by giving praise when workers perform work above expectations and
never lecturing the employee in front of peers. Subordinates show respect by implementing the advice and
suggestions of the management while maintaining a positive attitude. Showing recognition by issuing tokens of
thanks is another way to develop respect necessary for strong communication. Such thanks may come in the form
of hosting luncheons and giving small gifts.

Outline Expectations

Communication falls apart when expectations are vague or contradictory. Supervisors should take initiative to work
with the subordinate in explaining job functions. They should provide tangible examples for vague parameters. For
instance, if the job outline reads, "issue great customer service," the supervisor can give specific examples, such as
addressing the customer by her last name several times throughout the call and issuing followup calls for customer
complaints. Subordinates improve communication by asking for clarification on uncertain tasks and going directly
to the supervisor when a problem arises.

Open-Door Policy

A supervisor implements an open-door policy by announcing to staff members that she is willing to listen to any
suggestion, problem or issue raised by her workers. This policy fosters the attitude that a subordinate's viewpoint
is valued and understood.

Conflict Resolution

The underlying cause of poor communication is often conflict. The conflict may be subtle, such as lacking respect
on account of the supervisor's young age, or something more serious, such as questioning the ethical integrity of
the staff member. Smith suggests working toward a solution, assuming the best about the other party and going to
the source of the issue.

Learning Guide Date: January, 2019G.C Page 37 of 37

Author: AATPTC Department of Construction
Prepared By: - Ayele Mandefro, Biruk Tibebu and Mikias Alemu