[ working with others ]

INFONET COLLEGE
DEPARTMENT OF ACCOUNTING
BASIC ACCOUNTING WORK LEVEL-I

Unit of Competence: Work with others

Module Title: Working with others

TTLM Code: EIS BCW1 11 0812 L01

Elements
1. Develop effective workplace relationship

2. Contribute to work group activities

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1. Develop effective workplace relationship

Introduction
An important aspect of the word of work is the ability to work with others. A number of terms are used to
describe the ways in which people from different disciplines and/or professions learn with each other;
these include multi-disciplinary learning, inter-disciplinary learning, shared learning, common learning,
multi-professional education and inter-professional education. For the purposes of this unit it has used the
term working with others in the work place to encompass all of these.

1.1 Duties and responsibilities done in a positive manner to promote

cooperation and good relationship
Duties and responsibilities of individuals and groups include;
 Job description and employment arrangements
 Organization’s policy relevant to work role
 Organizational structures
 Supervision and accountability requirements including OHS
 Code of conduct
Groups come together for many different reasons and in many different ways, but to ensure that individuals
can work effectively in the workplace is important that they recognize and understand the roles and
responsibilities of others and how they contribute to how things can be done efficiently and effectively.
A. Goals and tasks
Defining clear goals are necessary before a task force can accomplish what it sets out to do. Implementing
a specific agenda helps to organize the group’s overall tasks and the tasks of each member participating on
the task force. The participants serving on a task force should possess the knowledge and expertise
necessary to accomplish the group’s goals. Successful task force groups include team members with
varying skills who work in different areas of the organization, thus offering diverse viewpoints.
B. Defined Roles
A successful task force clearly defines the roles and responsibilities of each member. The group can only
achieve its goals if participants are fully aware of the tasks for which they are responsible.
Organization skills are necessary for the group as a whole to achieve high performance. Work groups
are more effective when individual team members feel a sense of ownership and are confident that they
are playing an essential role in the group. Generally, individuals tend to be more motivated and work
harder when they know that what they say and do matter.
C. Job description

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A job description is a list that a person might use for general tasks, or functions, and responsibilities of a
position. It may often include to whom the position reports, specifications such as the qualifications or
skills needed by the person in the job, or a salary range. Job descriptions are usually narrative, but some
may instead comprise a simple list of competencies; for instance, strategic human resource planning
methodologies may be used to develop a competency architecture for an organization from which job
descriptions are built as a shortlist of competencies.
D. Structure
Successful task forces are designed to be large enough to carry out the group’s duties and meet its goals.
A work group should be large enough so that no one individual is responsible for carrying too much of
the burden, yet not so large that it makes it difficult for the task force to remain organized. Well-managed
groups are lead by skilled facilitators who allow all task force members to share in the decision-
making.
E. Cooperation & Relationship
The ideal way of building relationships with team members is to spend time to help others .This allows
workers to be located anywhere and allows companies the given Services Corporation initially coded the
project and transmitted their code extent their views shape the organization’s actions.
F. Code of conduct
A code of conduct is a set of rules outlining responsibilities of proper practices for an individual, party or
organization act or behavior. Related concepts include ethical codes and honor codes.
An ethical code is adopted by an organization in an attempt to assist those in the organization called upon
to make a decision (usually most, if not all) understand the difference between 'right' and 'wrong' and to
apply this understanding to their decision. The ethical code therefore generally implies documents at three
levels: codes of business ethics, codes of conduct for employees and codes of professional practice.
An honor code or honor system is a set of rules or principles governing a community based on a set of
rules or ideals that define what constitutes honorable behavior within that community. The use of an honor
code depends on the idea that people (at least within the community) can be trusted to act honorably. Those
who are in violation of the honor code can be subject to various sanctions, including expulsion from the
institution. Honor codes are most commonly used in the United States to deter academic dishonesty.
1.2 Assistance is sought from workgroup when difficulties arise and addressed through discussions
Working in groups is an important part of work-based learning. It helps to recognize the different groups
functioning in the workplace and their roles and responsibilities. Thus it is necessary to seek assistance
from workgroup when difficulties arise and addressed through discussions. Work group includes
Supervisor or manager, Peers/work colleagues other members of the organization
A. Supervision

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Supervision is the activity carried out by supervisors to oversee the productivity and progress of employees
who report directly to the supervisors.
B. Work colleagues
With more employers taking advantage of remote working solutions, networking computers to work with
colleagues across the country is more important than ever. The Windows XP operating system provides
users with a variety of networking options, including the ability to create or join workgroups. By joining a
workgroup, users can connect their machines to those of colleagues and collaborate on the same files and
projects.
1.3 Feedback provided by others in the team is encouraged, acknowledged and acted upon
I. Feedback on performance
Performance evaluation is a necessary and beneficial process, which provides annual feedback to staff
members about job effectiveness and career guidance. Feedback on performance
 Formal/Informal performance appraisal
 Obtaining feedback from supervisors and colleagues and clients
 Personal, reflective behavior strategies
 Routine organizational methods for monitoring service delivery
The performance review is intended to be a fair and balanced assessment of an employee’s performance to
assist supervisors and department heads in conducting performance reviews through formal and informal
feed back,
II. Obtaining Feedback
By obtaining feedback mean asking questions to determine something you want to know. Most often,
feedback is sought to determine how well people feel your organization is doing, and also how important
they believe the goals of workgroup. Feedback may be obtained in a number of ways, some as simple as
having a casual conversation or reading articles and editorials in the paper.
III. Monitoring routine tasks
This is a balancing act that can be done successfully, to the benefit of both job and employee. Looking at
monitoring routine tasks it may give an insight into the workplace environment. If you can keep in
monitoring routine schedule and mark blocks of time for regular tasks, you may offer lots of advice on
how to identify problems and monitor levels of stress in the workforce.
1.4 Differences in personal values & beliefs are respected & acknowledged in the development of
effective workplace relationship
Personal Values and belief
Values and beliefs are often so tightly interwoven, However in order to define the concept of Personal
Values and belief there are also distinct differences between the two ideas. A value is a belief, a mission,
or a philosophy that is meaningful. Whether we are consciously aware of them or not, every individual has

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a core set of personal values. Values can range from the commonplace, such as the belief in hard work
and punctuality, to the more psychological, such as self-reliance, concern for others, and harmony of
purpose. Personal beliefs are statements, principles or doctrines that individuals choose to accept as true. While
others may argue their credibility, if an individual genuinely believes in a cause or a feeling, it can be credited as a
personal belief. Therefore every worker should respect the individual values and beliefs to develop effective
workplace relationship among one with others.

2. Contribute to work group activities

A team comprises a group of people linked in a common purpose. Teams are especially appropriate for
conducting tasks that are high in complexity and have many interdependent subtasks.
A group in itself does not necessarily constitute a team.
2.1 Provide Support to team members to ensure workgroup goals.
Support to team members may Includes explaining/clarifying, helping colleagues, providing
encouragement, providing feedback to another team member and undertaking extra tasks if necessary.
Thus group work and teams members should have complementary skills that generate synergy through a
coordinated effort which allows each member to maximize their strengths and minimize weaknesses. Team
members need to learn how to help one another, help other team members realize their true potential, and
create an environment that allows everyone to go beyond their limitations.
2.2 Constructive contributions to workgroup goals and tasks are made according to organizational
requirements.
It is very important that understanding and demonstrating the knowledge and skills of different organizational
requirements for constructive contribution to work group activities in effective team work that in May includes
 Goals, objectives, plans, system and processes  Defined resources parameters
 Legal and organization policy/guidelines  Quality and standards
 OHS policies, procedures and programs  Continuous improvement processes
 Ethical standards
 Understanding and demonstrating the knowledge of organizational requirements for constructive
contribution to work group activities in effective team work requires knowing:
The relevant legislation that affects operations, especially with regards to safety
Reasons why cooperation and good relationships are important
Knowledge of the organization’s policies, plans and procedures
Understanding how to elicit and interpret feedback
Knowledge of workgroup member’s responsibilities and duties
The importance of demonstrating respect and empathy in dealings with colleagues
Understanding of how to identify and prioritize personal development opportunities and
options

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 Demonstrating the skills of organizational requirements for constructive contribution to work group
activities in effective team work requires the skills/ Ability to:
 Read and understand the organization’s policies and work procedures
 Write simple instructions for particular routine tasks
 Interpret information gained from correspondence
 Communication skills to request advice, receive feedback and work with a team
 Planning skills to organized work priorities and arrangement
 Technology skills including the ability to select and use technology appropriate to a task
 Ability to relate to people from a range of social, cultural and ethnic backgrounds.
2.2.1 Defining Goals, objectives, vision and mission of your workgroup in organizations
There are three levels of defining you organization's priorities:
 Purpose; A broad general statement that tells why your organizations exist. The purpose usually
doesn't change from year to tear, and is often the first statement in your constitution.
 Goals; Statements describing what your organization wishes to accomplish, stemming from your
purpose. Goals are the ends toward which your efforts will be directed, and often change from term to
term or year to year, depending on the nature of the group.
 Objectives; Descriptions of exactly what is to be done derived from the goals. Objectives are clear,
specific statements of measurable tasks that need to be accomplished to reach your goals. They are
usually short term with deadlines or specific timelines.
A. Goal setting
Goals are a basis of recognizing and measuring your accomplishments and successes. Thus goals help
to define your organization’s mission, avoid chaos, to give direction, to motivate members by
clarifying and communicating what the organization is striving to achieve, and it also help members
leaders become aware of problems in a timely fashion, which in turn leads to healthy solutions, that
help the organization plan ahead and be prepared.
B. Set goals in team together
Setting goals as a group will support Group members and be held accountable for what they create. If
you set your goals as a group you can expect the following results:
Greater commitment and motivation among officers and members.
Clearer understanding of the goals and the rationale for selecting them.
Better collaborative goals that represent a group consensus rather than one person's opinion.
2.2.2 Developing a Mission and Vision Statement
a. Developing a Mission Statement
Basically, the mission statement describes the overall purpose of the organization. Developing a
mission statement can be quick culture, specific, i.e., participants may use methods ranging from

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highly analytical and rational to highly creative and divergent, focused discussions, divergent
experiences around daydreams, sharing stories, etc. Therefore, the following points might be
considered by work group when they arrive at description of their organizational mission.
When wording the mission statement, consider the organization's products, services, markets,
values, and concern for public image, and maybe priorities of activities for survival.
Consider any changes that may be needed in wording of the mission statement because of any new
suggested strategies during a recent strategic planning process.
Ensure that wording of the mission is to the extent that management and employees can infer some
order of priorities in how products and services are delivered.
When refining the mission, a useful exercise is to add or delete a word from the mission to realize
the change in scope of the mission statement and assess how concise is its wording.
The mission statements should include sufficient description that the statement clearly separates the
mission of the organization from other organizations.
b. Developing a Vision Statement
The vision was a compelling description of the state and function of the organization once it had
implemented the strategic plan in a very attractive image towards the organization in attracted and
guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often
including highly idealistic phrasing and activities which the organization cannot realistically aspire.
The vision statement includes vivid (deep) description of the organization as it effectively carries
out its operations.
It can also be quick culture-specific that participants may use methods ranging from highly
analytical and rational to highly creative and divergent, focused discussions, divergent experiences
around daydreams, sharing stories, etc.. .
Developing the vision can be the most enjoyable part of planning, but the part where time easily
gets away from you.
c. Organizational structures
An organizational structure consists of activities such as task allocation, coordination and
supervision, which are directed towards the achievement of organizational aims. It can also be
considered as the viewing glass or perspective through which individuals see their organization and
its environment.
An organization can be structured in many different ways, depending on their objectives. The
structure of an organization will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for different functions
and processes to different entities such as the branch, department, workgroup and individual.

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Organizational structure affects organizational action in two big ways. First, it provides the
foundation on which standard operating procedures and routines rest. Second, it determines which
individuals get to participate in which decision-making processes, and thus to what extent their
views shape the organization’s actions.
2.2.3 Legal and Organization policy/procedure
Policy is a mandate and directive from the top of the organization. Its purpose is to influence
behavior. From it, management provides the overarching principles under which the business
operates. It should not vary in its message or enforcement model.
Procedures are process specific and detail the steps taken to achieve an objective. Procedures
include operations manual, user manual, and all manner of process documentation.
Legal/Compliance is almost always handed policies and procedures. Those organizations
documenting their policies in a word processor are likely also documenting their procedures in the
same way in fact, possibly in the same document using descriptive text and a few diagrams. In the
recent technology policies are about rules, and procedures are about processes. It is important to
know about how you need to document and implement policies and procedures. Policy and
procedure documentation is just one place where business rules and business processes intersect
(they touch again at the point of process execution).
2.2.4 OHS policies, procedures and programs
An occupational health and safety system in the workplace is the foundation for any illness and
injury prevention initiative within an organization. The system is comprised of policies, procedures,
written responsibilities and a specific accountability system. Services have a responsibility to
protect the health and safety of each individual at all times. A service’s health and safety policies
and practices affect an individual’s physical and psychological health and safety. Policy Statements
 Service name has a duty to care to provide all persons with a safe and healthy environment.
 The service’s occupational health and safety (OHS) policy adheres to the title of federal/state/ territory
legislation and regulations.
 The service also complies with the title of state/territory children’s services licensing regulations and
national standards which reflect additional health and safety requirements.
2.2.5 Ethical standards
Ethical standards guide individuals and the company to act in an honest and trustworthy manner in all
interactions. These standards should encourage employees to make the right decisions for the
company, not the individual, and give them the courage to come forward should they notice dishonest
and unethical behavior.
Company programs focused on ethics help lay out company standards and expected practices as they
relate to ethical behavior and decisions. This can include providing clear guidance on common ethical

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dilemmas, such as using the phone at work for personal long-distance calls or using company
software programs for personal projects. Ethical behavior on the part of the company and the
employees of a small business can translate into honest and valued relationships with both customers
and business partners.

2.2.6 Quality, continual improvement processes and standards

Quality relates to all fields of metrology, standardization and testing, of quality management and
conformity assessment, including certification and accreditation. Quality must ensure:
 Elaboration and implementation of technical regulations for products and passage from compulsory
standards to voluntary ones;
 Application of good practice code regarding standardization;
 Elimination of all measures that pose trade barriers - not only customs taxes and quantitative
restrictions, but all the measures with equivalent (protectionist) effects.
A continuous improvement process (CIP or CI) is an ongoing effort to improve products,
services, or processes. These efforts can seek "incremental" improvement over time or
"breakthrough" improvement all at once. Delivery (customer valued) processes are constantly
evaluated and improved in the light of their efficiency, effectiveness and flexibility.
Standardization is the process of establishing a technical standard, which could be a standard
specification, standard test method, standard definition, standard procedure (or practice), etc. The
existence of a published standard does not necessarily imply that it is useful or correct. Just because
an item is stamped with a standard number does not, by itself, indicate that the item is fit for any
particular use
2.3 Information relevant to work should be shared with team members to ensure designated goals
are met.
Communication is another essential component of a successful task force. Showing respect for each
other, fostering a sense of trust, listening to the opinions of group members and keeping an open line
of communication are all crucial aspects to share information relevant to work group/ with team
members to ensure designated goals are met.
All members of the task force should be encouraged and willing to participate. In cases where just a
few people dominate a meeting, the facilitator should encourage wide participation giving others the
opportunity to contribute their ideas. Therefore in the workgroup activity all the members of the
group share new ideas, knowledge to success their target. Information sharing has a great value
within the members to get knowledge skill and attitude. Other benefit of information sharing within
the team is to create and increase cooperative work habit.

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