Effective Planning

• Identify job role
  
• Planning and managing one's workload
  
• Effects of one's efficiency on team performance
  
• Effective team working
  
• Conflict resolution

Job descriptions

Job descriptions list the tasks and responsibilities which are attached to a particular position.

• The post, location and reporting structure
  
• The main job description giving an overview of the post
  
• A break down into key tasks and other duties
  
• Author & Date

Routine and non-routine tasks

• Routine tasks: tasks that are undertaken regularly and are necessary for the smooth running of the department and the organisation.
  
• Non-Routine tasks: one-off or unexpected tasks.

You can plan your work by classifying tasks according to timescale:

• Daily tasks e.g. posting invoices into the computer.
  
• Weekly tasks e.g. preparing payment schedules.
  
• Monthly tasks e.g. reconciling supplier statements.
  
• Annual tasks e.g. preparing reports for the auditors.

Prioritising tasks

• Urgent tasks are those with an imminent deadline.
  
• Important tasks are those that you are responsible for and often involve information required by others.

Task planning

Action plans: these break down projects into tasks and detail start and finish dates, responsibility and cost

Monitoring

Monitoring - measures the effectiveness of planning skills and the progress of work - so as to revise plans if necessary

Planning

• Prioritise and plan work duties to achieve maximum effectiveness and efficiency.
  
• Identify and prioritise work tasks, taking account of organisational procedures, and prepare a work plan.
  
• Understand that work tasks can be routine and non-routine.
  
• Understand that work plans include diaries, schedules and action plans.
  
• Monitor and report progress against work plans and deadlines, adapting as necessary

What is a team?

• In the workplace a team is a group of people working together to achieve defined objectives
  
• There may be one person in charge of the team but every member has some input in the way it operates

Benefits

• Pooling of skills and abilities
  
• Creative thinking – stimulated to create and share ideas
  
• Motivation
  
• Help and Support

Stages in Group Development

Forming
Members join and begin the process of defining the group’s purpose, structure, and leadership.

Storming
Intragroup conflict occurs as individuals resist control by the group and disagree over leadership.

Norming
Close relationships develop as the group becomes cohesive and establishes its norms for acceptable behavior.

Performing
A fully functional group structure allows the group to focus on performing the task at hand.

Adjourning
The group prepares to disband and is no longer concerned with high levels of performance.

Problems

• Team members can be unco-operative and disruptive
  
• When this happens, other members and the teamleader will have to sort out the situation or refer to higher authority

A successful team

• Members committed to the work of the team
  
• Understand their role in the team and the tasks allotted
  
• Take full responsibility for their actions
  
• Assume joint responsibility for the work of the whole team
  
• Work to the schedules imposed on the team
  
• Communication is the vital link between team members

An effective team

A team needs

• Objective
  
• Level of resources
  
• Definition of work allocation – who is to do what
  
• Schedules – time targets

Types of team members

• The leader – natural or appointed by the group, or a manager
  
• Ideas Person – provides inspiration
  
• Steady worker – gets things done
  
• The slacker and complainer
  
• The person who provides moral and practical support to others when problems arise

Qualities of a team member

What do you think are the qualities of a good team member?

• Pleasant and polite
  
• Prepared to co-operate
  
• Respect opinions of others
  
• Ask for help and offer help
  
• Avoid criticising others behind their backs
  
• Keep confidences

What can go wrong?

• Disagreements either with the nature of the work or personal conflicts between team members
  
• It is important for team members to try and resolve the problems in teams themselves

Resolving Conflicts

• Work problems can be sorted out through informal discussions between team members and if necessary referred to higher authority
  
• Personal conflicts with others can be resolved by:
  -Observing other people dealing with that person do they have the same problem?
  -Talking it over with other members of the team, do they have the same problem
  -Talking to the person involved – do they realise the effect of their behaviour
  -If there is a problem and not just an individual being over sensitive then refer to higher authority

Grievance Procedures

• For serious matters, a grievance procedure can be adopted. A grievance is a complaint against an employer e.g. Unfair treatment by managers, unfair pay
  
• All employers must have a written grievance procedure which states to whom and how the employee must make their complaint

Effective Communication @ Work

• To communicate courteously with, and support, colleagues in work tasks to build effective working relationships
  
• To follow organisational procedures to find workable solutions to conflicts or difficulties in working relationships.
  
• To understand and use the various forms of communication channels – face-to-face, phone, fax, email, memo, letters etc
  
• To understand team working and procedures to deal with conflicts that arise because of differences in personality, working style, status and work demands