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1.2 Basic Competencies

BASIC COMPETENCIES EPAS NC-II

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27 views

1.2 Basic Competencies

BASIC COMPETENCIES EPAS NC-II

Uploaded by

edryan
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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BASIC

COMPETENCY
by: ARYAN N. NAVALES
Participate in workplace
communication
This unit covers the process of effectively participating in
workplace communications. It requires the ability to:
 follow simple spoken messages
 perform routine workplace duties
 follow simple written notices
 obtain and provide information in response to workplace
requirements
 complete relevant work related documents
 participate in workplace meetings and discussions.
Participating in workplace communications
also requires an understanding of:
odifferent modes of communication
obasic mathematical processes
ocommunication processes, systems and
technologies.
Elements of competency
Follow routine spoken messages.
Perform workplace duties following routine
written notices.
Obtain and provide information in response
to workplace requirements.
Complete relevant work-related documents.
Participate in workplace meetings and
discussions.
Work in team environment

Ever watched a good basketball team in


action? It seems like a well-oiled machine,
with team members making complex
moves in perfect synchronicity without
even looking at each other. How do they
accomplish that?
Definition of a Team
A team is a small number of people
with complementary skills who are
committed to a common purpose,
performance goals, and approach for
which they are mutually accountable.
Conditions for Effective Teams
 Clear definition and purpose: The team
has a clear definition of who is a member of
the team, the team has a common goal for
which its interdependent members are
mutually accountable, and membership is
relatively stable.
 Compelling goal: The team's goal is clear,
compelling, and impactful.
Conditions for Effective Teams
 Complete skill set: The team has the knowledge
and skills needed to complete the task, and each
member of the team has the authority to decide
how he or she will accomplish the task.
 Relevant resources: The organization in which
the team operates provides the team with the
resources it needs and a reward for successfully
completing the task.
Project Team Member’s Responsibilities
The responsibilities assigned to individual team
members may vary but typically will include:
 understanding the purpose and objectives of the project
 ensuring a correct balance between project and non-
project work
 working to timescales and within cost constraints
 reporting progress against plan
 producing the deliverables/products to agreed
specifications
Project Team Member’s Responsibilities
The responsibilities assigned to individual team
members may vary but typically will include:
reviewing key project deliverables/products
identifying issues
identifying risks associated with the project
working together as a team
contributing towards successful communication
contributing towards positive motivation
Team Parameters
No team can work ethically or efficiently without
defined and consistent parameters. Parameters keep the
team focused and provide a policy block that help difficult
decisions be made most efficiently. Parameters keep a
team identity strong and keep rogue team players in the
game when they are having a bad day. Parameters protect
the team. Of the parameters Ethics is the overarching
theme followed by Policy followed by Expectations of
representative behavior.
Team Structure
In industry and elsewhere there is an
increasing trend towards the use of teams
to perform tasks. As a result, a common
complaint coming from industry is that the
current college graduates are
inexperienced with working in a team
environment.
Some things to learn are:

how to quickly establish a working relationship


with strangers
how to work with people even when there are
some incompatibilities in personality
how to assign responsibilities within the group
how to be a contributing member of the group
Essential Team Protocols

Over the years, we have learned the


importance of having teams create their
protocols -- or norms of behavior -- early in
the process. Here are examples of the four
protocols that are vital to teaming.
Meeting Protocol
This protocol defines when the team's meeting
will be held, how meeting roles will be rotated,
when the agenda must come out, and how scribe
notes and action items are maintained. The team
makes a commitment to confidentiality and how
many members must be present for decision
making. The meeting protocol is the first
document created by the team after the
Help/Hinder list and the Charter.
Conflict Resolution Protocol
This protocol outlines the behavior limits in a
conflict situation and then defines the step-by-
step process team members must use when
surfacing a conflict. This process suggests that
the team handles all of its conflicts early in the
process and it's only after considerable effort that
the conflict ends up with the Coach.
Decision Making Protocol
This protocol details how the team will
make its decisions: which decisions will be
made by consensus and which ones will be
made differently. It outlines the rules of
consensus, how to encourage stand-asides
and how to block consensus correctly.
Membership Rotation
For cross-functional teams, rotation is a
critical issue because teams need "new
blood" after the first year of working
together. This protocol identifies how the
team will select new members and how
members will be brought onto the team
satisfactorily.
Membership Rotation
For cross-functional teams, rotation is a
critical issue because teams need "new
blood" after the first year of working
together. This protocol identifies how the
team will select new members and how
members will be brought onto the team
satisfactorily.
LET’S HAVE A TEAM BUILDING ACTIVITY!!!

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