CBLM Basic Work in A Team Environment

SECTOR
HEALTH, SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

SERVICES
QUALIFICATION
HILOT (WELLNESS MASSAGE) NC II
UNIT OF COMPETENCY
WORK IN A TEAM ENVIRONMENT
MODULE TITLE
WORKIING IN A TEAM ENVIRONMENT
E-JUVENEX ACADEMY INC.

DOING BUSINESS UNDER JUVENEX’S TRAINING CENTER;
JUVENEX’S MASSAGE SPA
Document No.: jav110818

Date Developed:
HILOT
E-JUVENEX’S (WELLNESS
NOVEMBER 8, 2018 Checked by:
ACADEMY, E-JUVENEX’S ACADEMY, INC.
MASSAGE) Developed by:
INC. NC II JOENATHAN A. VILLAVELEZ Revision #00
HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL
Welcome to the module in Work in a team environment. This module contains training
materials and activities for you to complete.
You are required to go through a series of learning activities in order to complete each learning
outcome of the module. In each learning outcome there are Information Sheets, Resource Sheets and
Reference Materials for further reading to help you better understand the required activities. Follow
these activities on your own and answer the self-check at the end of each learning outcome. Get the
answer key from your instructor and check your work honestly.
If you have questions, please don’t hesitate to ask your facilitator for assistance. Your
facilitator will always be a available to assist you during the training.
The goal of this course is the development of practice skills. To gain these skills, you must
learn basic concepts and terminology. For the most part, you’ll get this information from the
Information Sheets and TESDA Website, www.tesda.gov.ph.
This will be the source of information for you to acquire knowledge and skills in this
particular competency independently and at your own pace, with minimum supervision or help from
your instructor.
Remember to:
Work through all the information and complete the activities in each section.
Read information sheets and complete the self-check. Suggested references are included to
supplement the materials provided in this module.
Most probably your trainer will also be your supervisor or manager. He / she is there to
support you and show you the correct way to do things.
You will be given plenty of opportunity to ask questions and practice on the job. Make sure
you practice your new skills during regular work shifts. This way you will improve both your speed
and memory and also your confidence.

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Use the Self-checks, Operation Sheets or Job Sheets at the end of each section to test your own
progress.
SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS
List of Basic Competencies
No. Unit of Competency Module Title Code

Participate in workplace Participating in workplace 500311105
1.
communication communication
Work in a team Working in a team 500311106
2.
environment environment
Practice career Practicing career 500311107
3.
professionalism professionalism
Practice occupational health Practicing occupational health 500311108
4.
and safety procedures and safety procedures

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Learning Experiences
Learning Activities Special Instructions
1. Read information sheet 1 If you have some problem on the content of the
information sheet don’t hesitate to approach your
facilitator.
If you feel that you are knowledgeable on the content of

the information sheet, you can now answer self check
provided in the module.
2. Answer self-check 1.1 Refer your answer to answer key 1-1
3. Read information sheet 2 If you have some problem on the content of the
facilitator.
If you feel that you are now knowledgeable on the

content of the information sheet, you can now answer
self-check provided in the module.
4. Answer self-check 2.1 Refer your answer to answer key 2.1
5. Read Information sheet 3 If you have some problem on the content of the
facilitator.
If you feel that you are now knowledgeable on the

content of the information sheet, you can now answer
self-check provided in the module.
6. Answer self-check 3.1 Refer your answer to answer key 4.1
Information Sheet 1: Team role and Scope
Action-oriented Role: Shaper

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In a team, the shaper role is performed by people who are dynamic and relish challenges. Rather than
quit when faced with challenges, shapers maintain a positive mental attitude and strive to find the best
ways to overcome challenges facing the team. Shapers are extroverts and possess great interpersonal
communication skills and work toward motivating other team members.
Action-oriented Role: Implementer
People who play the implementer role in a team are those who actually get things done in the team.
They are practical, efficient and well-organized. Implementers turn the team’s ideas and thoughts into
actual plans. Because of their conservative nature, implementers are rather rigid and slow to accept
change in a team.
Action-oriented Role: Completer/ Finisher
Finishers have an eye for detail. In a team, they're regarded as perfectionists because they're the ones
who detect errors or omissions and strive to ensure that the team adheres to deadlines. They're neat
and self-conscious and worry at the slightest sign of a problem. Finishers also have a problem with
delegation; they would rather be overwhelmed than share their work with others.
People-oriented Role: Coordinator
Coordinators are seen as possessing the traditional team role. They're mature and confident in nature
and possess great listening skill. They guide the activities of the team to what they identify to be the
team's obligations. Coordinators are good at delegating duties, but they may be manipulative when it
comes to directing the team toward what they perceive to be its goals.
People-oriented Role: Team Worker
Team workers are the people who ensure the team remains united. They work toward resolving
conflict or issues affecting the team’s dynamics. Team workers are very supportive of other team
members and are thus popular within the team. Team workers are known to be non-committal during
decision making because they don’t want to be seen as taking sides: they put team cohesion ahead of
their decision-making abilities.
People-oriented Role: Resource Investigator
Resource investigators are inquisitive and enthusiastic in nature and possess great negotiating and
networking skills. They are extroverts, which makes it easy for others to relate to them. Through their
networking skills, resource investigators develop external contacts and negotiate for the team's
resources. They are quick thinkers and good at getting information from other people.

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Thought-oriented Role: Monitor-Evaluator
These are the critical thinkers in a team. They're serious minded and cautious in nature. Rather than
rush into decision making, they prefer to critically analyze information before making any
conclusions. Monitor-evaluators lack the energy to motivate other team members and are deemed to
be slow in decision making.
Thought-oriented Role: Specialist
Workers with expert knowledge in a particular area comprise the specialist role. Their contribution to
the team is limited only to their area of expertise. Their priority is in maintaining their professional
standards. Though they show great pride in their area of expertise, they show little or no interest in the
expertise of others. Because of their expert knowledge, they're indispensable members of a team.
Thought-oriented Role: Plants
Plants are innovative members of the team. They come up with original approaches and ideas that help
the team in solving problems or overcoming challenges. Plants are introverts in nature and possess
poor communication skills. Plants prefer to work alone. They react well to praise but are greatly
affected by negative criticism.
SELF CHECK 1.1
Enumerate the types of team roles

1.
2.
3.
4.
5.
6.
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7.
8.
9.
ANSWER KEY 1.1
1. Shaper
2. Implementer
3. Completer/ Finisher
4. Coordinator
5. Team Worker
6. Resource Investigator
7. Monitor-Evaluator
8. Specialist
9. Plants
5 CHARACTERISTICS OF WORK ENVIRONMENT
1. Transparent and Open Communication
In essence, a transparent and open form of communication addresses the employee’s need to feel that
what they have to say has value. It is what makes employees feel that they belong in the organization.
Work then becomes meaningful because the employees know that what they contribute affects the
organization that they are affiliated with.

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It is thus essential for staff to discuss the organization’s philosophy, mission and values, from time to
time during retreats, meetings, etc to ensure that everyone knows what they’re working for other than
their paychecks. Having open discussions get people involved and allow them to share their views and
perspectives on how to achieve company goals. After which, the management side will give their own
perspectives on how to fulfill the organization’s mission
Give and Take
Such two-way open communication will eventually break down the hurdles present in hierarchical or
bureaucratic organizations. At the end of it all, it promotes trust in day-to-day interactions between co-
workers, as well as between subordinates and supervisors.
Everyone becomes more united with the organization’s mission in their mind. There is mutual respect
among all employees, regardless of their official statuses.
This is when employees will not be afraid to suggest ideas to improve the work processes, thus
benefiting everyone in the organization in return.
2. Work-Life Balance
There has to be some sort of balance between work and personal life. In general, having that sense of
balance will improve job satisfaction among employees because they will feel that they’re not
overlooking the other areas of their lives that are, if not more, important to them than work.

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The Constant Juggle
When employees fulfill their various needs and goals in life, such as those of family, friends, spiritual
pursuits, self-growth, etc, they can then feel more confident about themselves and perform their best at
work. Apart from that, employees that are exposed to more experiences in life outside of work can use
what they’ve gained and apply that to their work.
In other words, work-life balance can promote creativity and out-of-the-box thinking.
A Nod from the Top
‘Good’ employees or workers are often defined as those who put in loads of effort and sacrificed their
personal time in order to perform well in their work. Some employees are simply workaholics who
would rather neglect other aspects of their life for work.
Managers have a responsibility to show that this is not right, by rewarding employees who maintain
good work-life balance habits (e.g. leave work on time) and can still perform well.
In this case, the organization may adopt a firm stance on work-life balance by educating employees on
the benefits of having such balance in their lives or even include it under their mission statement.
3. Training & Development-Focused

In a time when change is more rampant than ever before, it is necessary for organizations to be keep
abreast with the changes and train their employees accordingly. For instance, technology is evolving
so rapidly that what organizations commonly used ten years ago could be made obsolete today (e.g.
Zip drives, dial-up modems, etc).
Adapting to change is never more crucial in this era because those who don’t, get replaced. This
applies to both the individual and the organization itself.
A training and development-focused organization has a clear roadmap for training their employees to
sustain and enhance the productivity of the organization as a whole. Essentially speaking, there are
two kinds of skills that can be developed: hard skills and soft skills.
 Hard skills: impact work productivity directly e.g. knowledge of a new database management
system
 Soft skills: interpersonal skills which could affect the morale of the organization.
A positive work environment would have routine trainings to improve efficiency and instill positive
attitudes among employees.

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4. Recognition for Hard Work
Rewards are necessary to encourage certain behaviors in persons. This is known as positive
reinforcement under operant conditioning in the field of psychology. It is used in organizational
behavior management as well: by rewarding employees who put in effort for their work, this will
promote similar behaviors in the future.
Shower Praises
A reward here doesn’t have to be monetary in nature; sometimes even a simple verbal recognition by
the supervisor is all that is necessary to spur the employees’ motivation
When hard work is appropriately rewarded and duly recognized by the management, employees will
naturally feel valued by the organization for what they put in. Such mentality is healthy for the
organization because employees will be willing to go the extra mile without worrying about not
getting anything in return.
Acknowledging their Presence
Apart from having a system of monetary rewards in place to award those who perform at work, daily
interactions can also be a good means of recognizing efforts. It’s free too! Managers ought to
verbalize their appreciations for simple little things when employees go the extra mile. However, these
should be made specific and personal for the employee to feel that what they do are being taken
seriously and appreciated.
5. Strong Team Spirit
As social beings, we naturally seek support from our peers and seek to belong to a group. Come tough
times, the team should come together to deal with whatever problems are out there. This is where a
sense of unity is evoked in the team and employees will no longer just feel that they’re working for
themselves. They are now working towards something bigger than themselves, and as a team.
Instilling a strong team spirit is not easy because it involves the acceptance and tolerance of
differences in perspectives and working styles between teammates. There is a need for them to see that
they’re working towards a common goal before they can look beyond the differences.
Band of Bros
Have team-bonding activities that let the team focus on the positive sides of each member and negate
the negative ones. Celebrate events like birthdays for each member of your team to show the
exclusivity. Deal with issues together. Basically, whatever it is that you do, do it as a team.
One pitfall to look out for when team spirit is high is the groupthink phenomenon. This psychological
phenomenon occurs when the group cohesiveness gets so strong that judgments or decision-making
get clouded.
Think about it, when team spirit is strong, members will be inclined to support whatever decision
made as a team without raising any valid objections. The solution is to have a member playing the role
of the Devil’s Advocate during discussions.
SELF CHECK 2.1

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Activity
Group yourselves by three, write down the advantage and disadvantage of the characteristic of work
environment.
Advantages Disadvantages
1. 1.
2. 2.
3. 3.
OBJECTIVES OF TEAMWORK
Objectives are planned and structured goals. These goals are used on career resumes, in the workplace
to improve environment and collaborations and in the classroom to improve the learning process for
students. Professional objectives can be created for teamwork situations to set a guideline and goals,
whether in the workplace, classroom or other situations where teamwork is important.
Increasing Views and Opinions

One objective for a teamwork setting is to increase the presence of views and opinions for all
members involved in the work. Some people are more dominating than others and it is often their
views that become the primary views of the group. This particular objective lets other speak out and
share their perspective, so everyone has the opportunity to contribute. It is useful in both school
settings and in the company environment.
Commitment
Another common teamwork objective is to stay committed to the task or project, even if not all
contributors agree to the final decisions. For example, many individuals may contribute ideas during
the brainstorming session, but the project manager will chose only one idea and proceed with the
project. This objective ensures that no one will take the decision personally and work hard to complete
the manager’s vision.
Budget and Timeframe
An objective that many employers often desire on any given project or task is that both the budget and
the given deadline are respected and kept. The budget is often provided by managers or executives, so
it is the project manager’s responsibility to maintain the budget and ensure it is respected.
Improving Individual Workers

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A team consists of individual workers, some of which could be seeking more responsibility and
learning opportunities. An objective could be to provide learning opportunities in the given task and
provide more responsibility, so the workers get practical training and work experience. This type of
objective can improve the skills and abilities of individual workers.
Performance and Final Product
Another teamwork objective includes working hard to produce a functional and well-performing final
product. This means performing tests, gathering research and doing everything possible to
continuously improving the product. The objective is important as some people will let the product be
if it proves to be functional. However, the objective pushes workers to continuously work on it to
make it the best available product on the market.
SELF CHECK 3.1
Identification
_____________1. This particular objective lets other speak out and share their perspective, so
everyone has the opportunity to contribute.
___________2. An objective that many employers often desire on any given project or task is that
both the budget and the given deadline are respected and kept.
_____________3. This means performing tests, gathering research and doing everything possible to
continuously improving the product.
_______________4. This objective ensures that no one will take the decision personally and work
hard to complete the manager’s vision.
_____________5. A team consists of individual workers, some of which could be seeking more
responsibility and learning opportunities
ANSWER KEY 3.1
1. Increasing Views and Opinions

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2. Budget and Timeframe
3. Performance and Final Product
4. Commitment
5. Improving Individual Workers
Information Sheet 2: Own role and responsibility within team
A critical issue that can impede the success of teams is a lack of clarity regarding the roles, responsibilities, and
expectations of the various agencies and/or individuals who compose its membership. This exercise is designed
to assist team members to understand more fully their own roles and responsibilities in relationship to the work
of the team, and to provide them with an opportunity to share their expectations about the roles and
responsibilities of others.
Because it can be difficult to understand fully the distinction between a role and a responsibility, please keep
the following definitions in mind as you move through this exercise.
Roles — Generally, roles are the positions team members assume or the parts that they play in a particular
operation or process. (For example, a role an individual might assume is that of facilitator, or communications
liaison).
Responsibilities — On the other hand, responsibilities are the specific tasks or duties that members are
expected to complete as a function of their roles. They are the specific activities or obligations for which they
are held accountable when they assume—or are assigned to—a role on a project or team. (For example, some
of the responsibilities of a person in the role of team facilitator might include making sure that meeting agendas
reflect feedback and input from all members, that the meetings start on time and end on time, and that all
members have opportunities to contribute to discussions.)
Team members are selected because they have particular skills that are required to complete project
tasks. Examples include specialists in business or technical disciplines, or an outside supplier.
The Team Member’s role is to successfully perform the tasks that have been allocated, keeping the
project manager informed of progress as well as any issues that may arise.
The role often requires team members to work on their own initiative in areas where they are the
‘experts’. This places the responsibility on them to manage their own day to day work, recognize the
authority of the Project Manager and report to the Project Manager as appropriate.
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Team membership often changes as a project moves through its development. This means there are
frequently two types of team member:
1. Core Team Member - a full time role on the project but not necessarily for the duration of the
project.
2. Extended Team Member - a part time role on the project . These team members will usually
have their regular job to do, or they may be from an outside company.
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
 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
Role and Responsibilities of Team leader
A team leader is selected by the quality council, sponsor or the team itself.
1. Team leader ensures smooth and effective operations of the team.
2. He ensures that all members participate during the meetings and he prevents members from
dominating the proceedings unnecessarily.
3. He serves as a mediator between the team and the Quality Council.
4. He implements the changes recommended by the team.
5. He prepares the agenda of all meetings and ensure necessary resources are available for the
meeting.
6. Team leader ensures that team decisions are taken by consensus rather than unilaterally.

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Role and Responsibilities of Facilitator
Facilitator is not a member of the team. Yet his role in the team is indispensable.
1. Facilitator supports the leader for facilitating the team during initial stages of the team.
2. He focuses on team process.
3. He acts as resource to the team
4. He provides feed back to the team concerning the effectiveness of the team process.
Role and Responsibilities of Team Recorder
1. Team recorder is selected by the team leader or by the team and may be rotated on a periodic basis.
2. He documents the main ideas of the team’s discussion.
3. He presents the documents for the team to review during the meeting and distribute them as
‘minutes of the meeting‘ afterwards.
4. He participates as a team member.
Role and Responsibilities of Time keeper
1. Time keeper is selected by the leader or by the team and may be rotated on a periodic basis.
2. He monitors the time to maintain the schedule as per agenda.
3. He participates as a team member.
Role and Responsibilities of Individual Member
1. Team member is selected by the leader, sponsor, or quality council (or) is a member of a natural
work team.
2. He should actively, participate in meetings and shares knowledge, expertise, ideas and information.
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3. He should respect others’ contribution.
4. He should listen carefully and ask questions.
5. He should be enthusiastic.
6. He should work for consensus on decisions.
7. He should be committed to team objectives.
8. He should carry out assignments between meetings such as collecting data, observing processes,
charting data and writing reports.
SELF CHECK 2.1
Problem Solving
Summary: The group figures out how to juggle as many balls as possible.
Time: 10 minutes total

Brief the group: 2 minutes
Exercise: 5 minutes
Reflection: 3 minutes
Balls Represents: Classes, Relationships, Job, Family, Friends, Coach, Role on the Team, etc…
Everything that can feel like
one big juggling act.
Directions:
• Have your group form a circle.
• Introduce one ball to the group.
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• Instruct the group to throw the ball to anyone in the group except for the person next to them.
• Once they complete the exercise have them do it again but this time keep introducing ball after ball
until the group
begins dropping them.
• They must throw to the same person each time.
• Stop the group and have them brain storm how they can handle the added balls.
Facilitator Notes:
• The goal is for the group to create a process for handling the additional balls.
• Time it to see if they can find a process to do it faster.
Information Sheet 3: Effective Teamwork
Effective teamwork is an important aspect of any organization’s success. There are many benefits of
teamwork, most notably, an increase in motivation from your employees. A recent study by Stanford
University showed that when people are treated as partners or team members – even when physically
apart – their motivation increases. Motivation from your employees means more success for your
company.
Developing an effective team in your organisation can seem like a simple and straightforward task,
however it can be difficult to execute and put into practice. Members of your organization want to be
able to believe in the process and realize the wonderful outcomes that come from working together as
opposed to individually; so it is up to the manager to ensure that enthusiasm is garnered and
nourished.
The most important building block to develop and effective team is communication, so it is imperative
to develop the necessary skills to communicate effectively with each other.
You want your employees to feel like they can put forth their ideas and express their feelings in an
open environment, but you also need them to be keen listeners who are prepared to listen to the views
of others. It can be easy for a team to fall apart quickly if its members favor their own personal goals
over that of the team.
To keep the teamwork fire going, you need to establish regular and open lines of communication and
monitor how the group interacts. Learning to communicate effectively is not a simple one step process
and requires work from all sides. It is a great idea to have weekly meetings in which the manager is
present in order to see how the team interacts with each and offer feedback on their achievements, as
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well as how the team meetings are running.
An effective team is one that has cohesion, to do this your team members need to exhibit the following
skills:
Openness – Team members need to be willing to get to know each other and open up about
themselves, so they realized that they all have diverse backgrounds and interests. This helps them to
be more open to new ideas and differing viewpoints.
Trust – Team members need to trust each other enough to be comfortable with sharing ideas and
feelings. As this trust builds, team members learn to be honest and respectful in their approach to each
other.
Respect – It is important for the team not to focus on who to blame when something goes wrong,
instead they need to work out how to fix it and how to learn from the mistake. Constructive feedback
and mutual respect rather than blame will help a team achieve results much faster.
Roles and responsibilities are clearly defined for each team member.
 Each member has clearly defined expectations of other members.

 The team fully utilizes its resources—both internal and external.
 Members value each other's differences in healthy and productive ways.
 Each member is able to give, receive, and elicit necessary feedback.
 The team members manage their meetings in a productive way.
 The team is able to reach goals by achieving the necessary results.
To build an effective team, a leader needs to establish an organizational environment in which

individual team members can reflect upon and analyze relationships with other team members. A
leader should encourage the resolution of any conflicts through healthy, professional confrontation,
and willingly and openly negotiate necessary changes. In short, effective leaders are cheerleaders for
the team; they encourage and support members who are committed and actively involved with their
teams and engage those members who aren't participating.
Several factors within an organization itself influence team effectiveness, including its organizational
culture, level of autonomy, and types of feedback mechanisms. But the factors that influence the
effectiveness of a team most directly stem from its internal structure and processes.
 Structural factors include team or group type, size, and composition of skills and abilities.
 Team processes include stages of team development, cultural norms, roles cohesiveness, and
interpersonal processes such as trust development, facilitation, influence, leadership
communication, and conflict resolution.
To judge the effectiveness of their teams, leaders need to examine their teams' performances and

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personal outcomes. Performance outcomes may be measured by products made, ideas generated,
customers served, numbers of defects per thousand items produced, overtime hours, items sold, and
customer satisfaction levels. Personal outcomes may be measured by employee satisfaction,
commitment, and willingness of members to stay on the team. Both outcomes are important for the
long‐term viability as well as the short‐term success of the team.
Benefits of Teamwork in the Workplace
1. Fosters Creativity and Learning

Creativity thrives when people work together on a team. Brainstorming ideas as a group prevents stale
viewpoints that often come out of working solo. Combining unique perspectives from each team
member creates more effective selling solutions.
What you have learned from your individual experiences is entirely different from your coworkers.
Thus, teamwork also maximizes shared knowledge in the workplace and helps you learn new skills
you can use for the rest of your career.
Collaborating on a project creates an enthusiasm for learning that solitary work usually lacks. Being
able to share discoveries with the rest of your team excites employees and fosters both individual and
team knowledge.
2. Blends Complementary Strengths
Working together lets employees build on the talents of their teammates. While your strength may be
creative thinking, a coworker might shine in organization and planning. Do not hesitate to share your
abilities with the team.
Often, a team works well together because team members rely on each other to bring individual talents
to the table. By observing the process behind these skills, you can learn how to combine your gifts and
become a stronger team.
Every time you see your coworkers utilize a different approach in sales, you have a chance to adjust or
improve your methods.
3. Builds Trust
Relying on other people builds trust, and teamwork establishes strong relationships with coworkers.
Despite occasional disagreements, an effective team enjoys working together and shares a strong
bond. When you put your trust in a coworker, you are establishing the foundation of a relationship that
can endure minor conflicts.
Trusting your teammates also provides a feeling of safety that allows ideas to emerge. It helps
employees open up and encourage each other. Open communication is key when working on a team
and produces effective solutions in difficult group projects.
Without trust, a team crumbles and cannot succeed on assigned projects. Great teams build each other
up and strengthen individual members to create a cohesive group. By working together, employees
learn that wins and losses affect everyone on the team. Teamwork necessitates confidence in each
other’s distinct abilities.

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4. Teaches Conflict Resolution Skills
Conflicts inevitably happen when you put together a group of unique people. Employees come from
varied backgrounds and have different work styles and habits. While these unique viewpoints create
the most successful work, they can also generate resentment that quickly turns into conflict.
When conflict arises in teamwork situations, employees are forced to resolve the conflicts themselves
instead of turning to management. Learning conflict resolution firsthand is a skill that employees can
use to become efficient managers down the road.
5. Promotes a Wider Sense of Ownership
Team projects encourage employees to feel proud of their contributions. Tackling obstacles and
creating notable work together makes team members feel fulfilled. Working toward achieving
company goals allows employees to feel connected to the company. This builds loyalty, leading to a
higher level of job satisfaction among employees.
Teamwork is not just helpful for employees. It benefits the employer in the long run as well.
Employees that connect directly with their workplace are more likely to stay with the company. While
employees leaving their jobs often cite a lacking salary, another common complaint is that their
contributions do not seem to matter. Teamwork allows people to engage with the company and add to
the bigger picture.
6. Encourages Healthy Risk-Taking
Unity is strength - teamwork concept an employee working on a project alone will probably not want
to stick their neck out for an off-the-wall idea. If the project fails when working solo, that employee
takes the full brunt of the blame. While you may not get full credit for a successful team project,
working with other people spreads out the responsibility for a failed assignment.
Working as a team allows team members to take more risks, as they have the support of the entire
group to fall back on in case of failure. Conversely, sharing success as a team is a bonding experience.
Once a team succeeds together, their brainstorming sessions will produce revolutionary ideas without
hesitation. In many cases, the riskiest idea turns out to be the best idea. Teamwork allows employees
the freedom to think outside the box.
SELF CHECK 3.1
Activity
This planning exercise is very simplistic in its approach, but it teaches participants the importance of
planning, timing, and thinking on their feet. Each participant is given a single sheet of paper and told
that it’s absolutely necessary that they construct the tallest free-standing structure in just five minutes
using no other materials. After the five minutes and a review of the structures, a discussion can be had
concerning who planned out their structure, who ran out of time, and what could be done differently
next time.

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CBLM Basic Work in A Team Environment

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CBLM Basic Work in A Team Environment

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SECTOR

HEALTH, SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

HILOT (WELLNESS MASSAGE) NC II

WORK IN A TEAM ENVIRONMENT

WORKIING IN A TEAM ENVIRONMENT

E-JUVENEX ACADEMY INC.

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SUMMARY OF COMPETENCY-BASED LEARNING MATERIALS

List of Basic Competencies

No. Unit of Competency Module Title Code

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Learning Activities Special Instructions

If you feel that you are knowledgeable on the content of

2. Answer self-check 1.1 Refer your answer to answer key 1-1

If you feel that you are now knowledgeable on the

4. Answer self-check 2.1 Refer your answer to answer key 2.1

If you feel that you are now knowledgeable on the

6. Answer self-check 3.1 Refer your answer to answer key 4.1

Information Sheet 1: Team role and Scope

Action-oriented Role: Shaper

Action-oriented Role: Implementer

Action-oriented Role: Completer/ Finisher

People-oriented Role: Coordinator

People-oriented Role: Team Worker

People-oriented Role: Resource Investigator

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Thought-oriented Role: Specialist

Thought-oriented Role: Plants

SELF CHECK 1.1

Enumerate the types of team roles

ANSWER KEY 1.1

5 CHARACTERISTICS OF WORK ENVIRONMENT

1. Transparent and Open Communication

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Give and Take

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A Nod from the Top

3. Training & Development-Focused

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SELF CHECK 2.1

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Increasing Views and Opinions

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SELF CHECK 3.1

ANSWER KEY 3.1

1. Increasing Views and Opinions

Information Sheet 2: Own role and responsibility within team

 understanding the purpose and objectives of the project

Role and Responsibilities of Team leader

1. Team leader ensures smooth and effective operations of the team.

3. He serves as a mediator between the team and the Quality Council.

4. He implements the changes recommended by the team.

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2. He focuses on team process.

3. He acts as resource to the team

Role and Responsibilities of Team Recorder

2. He documents the main ideas of the team’s discussion.

4. He participates as a team member.