1. Manage Work Allocation (CHCORG607C) Evaluate workgroup effectiveness (CHCORG607C) Manage effective work relations (CHCORG611A) Support,participate and review group development (CHCORG611A)

2. Understand the Stages of Group Development Understanding the stages of group development will give you a deeper awareness of how to improve your communication skills when working with groups Groups normally experience a number of stages during the “life “ of the group. It is useful to identify the different stages of team development and to determine where your team is at. This enables the team to identify development need, assess the best strategies for overcoming weaknesses and determine the best methods for moving forward.

3. Refer to the reading of group development stages and The Wisdom of Teams and apply to your team

4. Participative Practice Supervisors are responsible not only for their own work, bur for ensuring others are also meeting their work responsibilities in a safe and competent manner They require skills to successfully Delegate work Monitor, control, review and evaluate performance Train and develop staff Provide leadership Negotiate Assess level of skills and knowledge of employees under supervision/leadership Communicate with people at various levels of the organisation, using appropriate communication techniques Manage administrative requirements, including written and verbal reports

5. Strategies Meeting and maintaining regular contact with the whole team Understanding staff concerns and personal work goals Ensuring policies and procedures are clear and easy to follow Being positive and demonstrating confident leadership Identifying people who are already taking on informal leadership within the team Being consistent Providing encouragement and feedback on a regular basis Demonstrating respect for diversity Ensuring staff are aware that they are important to the successful workings of the team and organisation

6. Core Skills for Participative Practice Sound communication skills including soliciting advice, opinion,input from ALL A consultative and cooperative approach to workplace conflict Sharing of information A win –win approach to workplace relations Clear role responsibility Clear understanding of goals and objectives A commitment from both management and employees to participative practices – to “walking the talk” and seeing it through

7. Working with Reticence When certain employees are less open to participation the following techniques may be used Draw the more reticent group members into discussion by asking them direct questions Encourage round the table participation, everyone has a turn to contribute Be aware of dynamics that hinder the involvement of some e.g one or two members dominate

8. Encouraging Self -Responsibility You cannot make people participate You can encourage participation using any number of strategies but ultimately, the responsibility for contributing and making an effort rests with each individual group member Foster self –responsibility by highlighting the contribution that can be made and lead by example

9. Factors in Job Dissatisfaction Agency policy and administration - availability of clearly defined policies especially those relating to people -adequacy of organisation and management Supervision – accessibility, competence and fairness of supervisor Interpersonal relations – Relations with supervisors and colleagues. Quality of social life at work Salary – total package Status- A persons position or rank in relation to others symbolised by title, size of office or other tangible elements Job Security Personal Life Working Conditions –including physical conditions, amount of work, facilities available and environmental aspects such as light, space etc (Herzberg 2003)

10. Motivating Factors Achievement – specific successes, such as successful completion of a job, solutions to problems, seeing results of work Recognition – any act of recognition Possibility of growth –changes in job where professional growth potential is increased Advancement – Responsibility – being given real responsibility, matched with necessary authority The work itself

11. Managers should check that individuals have A sense of achievement in their job and feel that they are making a worthwhile contribution to the objective of the team Jobs which are challenging and demanding with responsibilities to match capabilities Adequate recognition for achievements Control over delegated duties A feeling that they are developing along with growing experience and ability

12. Handout Task /Team/ Individual Checklist

13. Promoting Communication Fostering staff awareness of objectives and goals Fostering awareness of how each worker contribute to the overall picture Fostering awareness of and attention to organisational policies and procedures Monitoring progress of individuals and groups with regard to meeting stated objectives Establishing a climate of open communication, which supports individual workers and enables positive change Understanding and communicating the organisations changing needs Communicating the needs and requests of workers to higher management

14. Cont”d Encourage others to express their thoughts by seeking clarification eg paraphrasing, summarising etc Avoid response which are confronting, aggressive or patronising Encourage al group members to develop skills in using feedback to gain clarification Encouraging all group members to work constructively and positively when interacting Remaining awrae of conflicts which may inhibit interaction. Deal with these in order to keep the communication climate positive and open At all times, be sure you are Modelling desired behaviour

15. Other Strategies Managing meetings- Not only in terms of timekeeping and agenda but in monitoring and responding to group dynamics. Sharing this role gives each group member the opportunity to develop their skills and to exercise a degree of ownership and responsibility for the functioning of the process Sharing of Tasks - People are more likely to involve themselves if they feel some responsibility for the successful attainment of outcomes. Rotation of tasks will more fully involve all parties, promoting a sense of “ ownership of the process”. Be aware in rotating tasks some staff may require support or additional coaching Delegating Tasks - Giving others responsibility and authority for completing a task however the “ buck still stops with you”

16. Readings ; Team roles and functions Feedback

17. Monitoring and Review Wether it is individual or group performance the same process applies Objectives – what do we want to achieve Strategies –how are we going to achieve these objectives? What are the ‘vehicles’ for delivering objectives Targets (or performance indicators) – what are our measures in determining wether we are achieving objectives Monitor- the process of “watching over’ Review – what are we doing well? What could we do better?

18. Objectives Ask the following questions ; What are we trying to achieve/ Do our objectives reflect this? Are objectives clearly identified and articulated? Non- ambiguous? Are objectives realistic? Are our objectives quantifiable/measurable Are they time –framed? Do they specify when by? Do they specify who will do what? Strategies What are the strategies to achieve our objectives?

19. Targets Ask the following questions, Are targets Easy to understand Time based Realistic Prioritised Attainable Measurable Challenging Targets will be phrased in terms of measure Percentages e.g. 95% of clients placed into jobs Time e.g. new referrals are contacted within one week Frequency of occurrence e.g. quarterly performance reviews Averages – e.g. Absolutes e.g. all terminals to have anti glare screens

20. Cont’d Prioritise –Put what needs to be done into a logical and prioritised sequence Writ up a plan. Get approval from supervisor /manager Put it into action Monitor the plan. Monitor plan against targets and time frames. – the ‘watching brief’

21. Review Ask the following questions ; How are we going/ What things are working well? Why? What things are not working well? Why/ What did we set out to do? Have we done it? How do we know we have done it? What are some things that we are not doing, what might help us achieve our objectives What are we doing that is stopping us achieving our objectives What do we value about what we are doing? What signs tell us that things are going well? What signs re telling us that things are not going well? What needs attention or further work? What could we do to improve individual or group performance?

22. Group Evaluation – Why? To Find out What has been done in the group? Check out if the group is doing what it planned How thw group is going If the group has been successful If the group can do better in the future To inform other people About what the group is doing and achieving Why the group is worthwhile Why the group should continue If the groups resources would be better used doing something else

23. Cont’d To report to the organisation or funding body How the resources were used What resources were used and how Given the costs and the effects was it a good use of funds To help plan for the future What lessons have been learned What is needed for future work How things will be done differently in the futuure What costs and resources may be needed