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:
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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 Practicing occupational 500311108

health and safety health and safety procedures
4.
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

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

answer self-check provided in the module.
6. Answer self-check 3.1 Refer your answer to answer key 4.1

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Information Sheet 1: Team role and Scope
Action-oriented Role: Shaper
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.

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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.
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.

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SELF CHECK 1.1
Enumerate the types of team roles

1.
2.
3.
4.
5.
6.
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

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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.
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.

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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.
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).

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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.
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.

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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
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.

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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
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.

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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

2. Budget and Timeframe
3. Performance and Final Product
4. Commitment
5. Improving Individual Workers

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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.
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.

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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.
3. He should respect others’ contribution.

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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.
• Instruct the group to throw the ball to anyone in the group except for the person next to
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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

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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 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.

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 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 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.
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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.
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.

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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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HILOT

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 SERVICES

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

Participate in workplace Participating in workplace 500311105

Work in a team Working in a team 500311106

Practice career Practicing career 500311107

Practice occupational Practicing occupational 500311108

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Learning Activities Special Instructions

If you feel that you are knowledgeable on the

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

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Action-oriented Role: Shaper

Action-oriented Role: Implementer

Action-oriented Role: Completer/ Finisher

People-oriented Role: Coordinator

People-oriented Role: Team Worker

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Thought-oriented Role: Monitor-Evaluator

Thought-oriented Role: Specialist

Thought-oriented Role: Plants

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Enumerate the types of team roles

ANSWER KEY 1.1

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1. Transparent and Open Communication

Give and Take

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The Constant Juggle

A Nod from the Top

3. Training & Development-Focused

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4. Recognition for Hard Work

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SELF CHECK 2.1

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Increasing Views and Opinions

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_____________5. A team consists of individual workers, some of which could be seeking

ANSWER KEY 3.1

1. Increasing Views and Opinions

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 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