DescriptionThis unit expresses competency required to work individually and with others in an organisation
Elements of Competency and Performance Criteria
· Work to be completed is identified.
· Work is prioritised according to organisation guidelines.
· Urgent requests are prioritised and acted on according to organisational guidelines.
The Seven Steps of the Research Process
The following seven steps outline a simple and effective strategy for finding information for a research paper and documenting the sources you find. Depending on your topic and your familiarity with the library, you may need to rearrange or recycle these steps. Adapt this outline to your needs.
STEP 1: IDENTIFY AND DEVELOP YOUR TOPIC
SUMMARY: State your topic as a question. For example, if you are interested in finding out about use of alcoholic beverages by college students, you might pose the question, "What effect does use of alcoholic beverages have on the health of college students?" Identify the main concepts or keywords in your question.
STEP 2: FIND BACKGROUND INFORMATION
SUMMARY: Look up your keywords in the indexes to subject encyclopedias. Read articles in these encyclopedias to set the context for your research. Note any relevant items in the bibliographies at the end of the encyclopedia articles. Additional background information may be found in your lecture notes, textbooks, and reserve readings.
STEP 3: USE CATALOGS TO FIND BOOKS AND MEDIA
SUMMARY: Use keyword searching for a narrow or complex search topic. Use subject searching for a broad subject. Print or write down the citation (author, title,etc.) and the location information (call number and library). Note the circulation status. When you pull the book from the shelf, scan the bibliography for additional sources. Watch for book-length bibliographies and annual reviews on your subject; they list citations to hundreds of books and articles in one subject area. Check the standard subject subheading "--BIBLIOGRAPHIES," or titles beginning with Annual Review of... in the Cornell Library Catalog.
STEP 4: USE INDEXES TO FIND PERIODICAL ARTICLES
SUMMARY: Use periodical indexes and abstracts to find citations to articles. The indexes and abstracts may be in print or computer-based formats or both. Choose the indexes and format best suited to your particular topic; ask at the reference desk if you need help figuring out which index and format will be best. You can find periodical articles by the article author, title, or keyword by using the periodical indexes in the Library Gateway. If the full text is not linked in the index you are using, write down the citation from the index and search for the title of the periodical in the Cornell Library Catalog. The catalog lists the print, microform, and electronic versions of periodicals at Cornell.
STEP 5: FIND INTERNET RESOURCES
SUMMARY: Use search engines and subject directories to locate materials on the Web. Check to see if your class has a bibliography or research guide created by librarians.
STEP 6: EVALUATE WHAT YOU FIND
SUMMARY: See How to Critically Analyze Information Sources and Distinguishing Scholarly from Non-Scholarly Periodicals: A Checklist of Criteria for suggestions on evaluating the authority and quality of the books and articles you located. If you have found too many or too few sources, you may need to narrow or broaden your topic. Check with a reference librarian or your instructor.
When you're ready to write, here is an annotated list of books to help you organize, format, and write your paper.
STEP 7: CITE WHAT YOU FIND USING A STANDARD FORMAT
Give credit where credit is due; cite your sources.
Citing or documenting the sources used in your research serves two purposes, it gives proper credit to the authors of the materials used, and it allows those who are reading your work to duplicate your research and locate the sources that you have listed as references.
Participate in team structure
· Members and roles of team are identified.
· Tasks and goals are identified and acted on.
· Assistance is sought from team members when necessary.
· Feedback is given and received to ensure organisation goals are met.
Ketsarin.Promrattanapaisal's Company
Team Structure
Team StructureIn 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. We in Briggs are taking every opportunity to give students some practice in forming and working in teams; as you will see, it is not as easy and natural a process as it may at first appear.
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
I have found that the process works best when I assign teams; otherwise people tend to link up with friends and others of the same mathematical ability level. By the second class meeting I will have set up teams and assigned seating so that teams will sit together in lecture. Rather than lecture all the time, I will be encouraging active participation by having the class work through some example problems as teams.
Every team member will be assigned a specific function:
- team leader This person guides the discussion and problem solving
- scribe This person reports the team attendance at each lecture and writes up anything handed in.
- communicator This person comes to me for additional help or clarification and ensures that everyone understands.
Team member and role of team
Leader : Leaders in the group are responsible for keeping the team meetings heading in the right direction. They are also responsible for maintaining group interaction and participation.
Time Keeper : The time keeper is responsible for remembering due dates and reminding the team of those dates. The time keeper also makes sure that the meetings remain efficient and productive.
Scribe: The scribe is responsible for note taking during the meetings. The scribe also types contact information and emails all the team members the needed materials.
Critical Evaluator: One or more team members will be responsible for critically evaluating the team’s ideas and work. This role will allow the team to create the best product possible.
Motivator: Another position that can be rotated throughout the team is the position of motivator. The motivator will be responsible for maintaining the team’s high spirits and helping to build cohesiveness.
Coordinator : This person will have a clear view of the team objectives and will be skilled at inviting the contribution of team members in achieving these, rather than just pushing his or her own view. The coordinator (or chairperson) is selfdisciplined and applies this discipline to the team. They are confident and mature, and will summarise the view of the group and will be prepared to take a decision on the basis of this.
Shaper : The shaper is full of drive to make things happen and get things going. In doing this they are quite happy to push their own views forward, do not mind being challenged and are always ready to challenge others. The shaper looks for the pattern in discussions and tries to pull things together into something feasible which the team can then get to work on.
Plant : This member is the one who is most likely to come out with original ideas and challenge the traditional way of thinking about things. Sometimes they become so imaginative and creative that the team cannot see the relevance of what they are saying. However, without the plant to scatter the seeds of new ideas the team will often find it difficult to make any headway. The plant’s strength is in providing major new insights and ideas for changes in direction and not in contributing to the detail of what needs to be done.
Resource investigator : The resource investigator is the group member with the strongest contacts and networks, and is excellent at bringing in information and support from the outside. This member can be very enthusiastic in pursuit of the team’s goals, but cannot always sustain this enthusiasm.
Implementer : The individual who is a company worker is well organised and effective at turning big ideas into manageable tasks and plans that can be achieved. Such individuals are both logical and disciplined in their approach. They are hardworking and methodical but may have some difficulty in being flexible.
Team worker : The team worker is the one who is most aware of the others in the team, their needs and their concerns. They are sensitive and supportive of other people’s efforts, and try to promote harmony and reduce conflict. Team workers are particularly important when the team is experiencing a stressful or difficult period.
Completer : As the title suggests, the completer is the one who drives the deadlines and makes sure they are achieved. The completer usually communicates a sense of urgency which galvanises other team members into action. They are conscientious and effective at checking the details, which is a vital contribution, but sometimes get ‘bogged down’ in them.
Monitor evaluator : The monitor evaluator is good at seeing all the options. They have a strategic perspective and can judge situations accurately. The monitor evaluator can be overcritical and is not usually good at inspiring and encouraging others.
Specialist : This person provides specialist skills and knowledge and has a dedicated and single-minded approach. They can adopt a very narrow perspective and sometimes fail to see the whole picture.
Finisher : A person who sticks to deadline and likes to get on with things. Will probably be irritated by the more relaxed member of the team.
Goals and Tasks of team
Goals
- Are what the user wants to do, but not how the user achieves them
- Do not to make any assumptions about the system interface
- Can be used to compare different interface design alternatives in a fair way
- Can be personal, practical, or false (don't focus on false goals!)
Tasks
- Describe the steps necessary to achieve the goals
- Can vary with the available technology
- Are broken down into steps for task analysis, and are recombined into sequence of steps for scenario development (next assignment)
Glossary
Team members
Variables may include but are not limited to: peers, supervisors and other members of the organization; people from a range of social, cultural or ethnic backgrounds; autonomy and responsibility of the team; responsibility of team members; life of the team.
Organization
Variables may include but are not limited to: organisational charts and work-flow guides; time line for tasks and goals; critical ratings policy.
Tools and resources
For time management such as, diaries, personal organizers.
Leadership
Leadership styles of team leader.
Client User
May be a department with the organization or a third party and so the relation and ease of access will vary.
Documentation and Reporting
Audit trails, naming standards, version control.
OH and S Standards
As per company, statutory and vendor requirements. Ergonomic and environmental factors must be considered during the demonstration of this competency.
Organizational Standards
May be based upon formal, well documented methodologies or non-existent. For training delivery purposes best practice examples from industry will be used.
Evidence Guide
Underpinning knowledge of
· Principles of ethical work practice for example, when participating in teams.
· Roles and responsibilities of individual team members.
· General understanding of social and organizational systems for when participating in teams.
· Results orientated approaches, for example when establishing ones own work schedule.
· Organizational structure and Information Technology division structure so as to inform own and team work practices.
· General organizational strategic direction and values soas to inform own and team work practices.
· General work team processes and group dynamics for example, when participating in teams. Underpinning skills in
· Decision making between a limited range of options, for example, when prioritizing work according to organization guidelines.
· Assertiveness, for example, when identifying team roles.
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