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Assessment cover sheet Assessment Cover SheetLearner’s name:Prashant RaiAssessors Name:Prasan kDate Submitted:31/01/2021The following questions are to be completed by the assessor:Is the Learner ready for assessment?YesNoHas the assessment process been explained?YesNoDoes the Learner understand which evidence is to be collected and how?YesNoHave the Learner’s rights and the appeal system been fully explained?YesNoHave you discussed any special needs to be considered during assessment?YesNoThe following documents must be completed and attached:o  Written Activity and Checklist The learner will complete the written activity provided to them by the assessor. The Written Activity Checklist will be completed by the assessor.SNYSo  Practical Activity Checklist The learner will demonstrate a range of skills and the assessor will observe where appropriate to the unit. The Practical Activity Checklist will be completed by the assessor.SNYSo  Questions and Questions Checklist The learner will answer a range of questions either verbally or written. The Questions Checklist will be completed by the assessor.SNYSLearner DeclarationI agree to undertake assessment in the knowledge that information gathered will only be used for professional development purposes and can only be accessed by the RTOI declare that: o  The material I have submitted is my own work o  I have kept a copy of all relevant notes and reference material that I used in the production of my work o  I have given references for all sources of information that are not my own, including the words, ideas and images of othersLearner Signature: Date: Result and FeedbackFeedback to Learner: If the team needs improved results, sit down and hear about their ambitions, strengths and desires with their participants. Identify places to be educated to see what the company can do. In this way, too, it will help to measure yourself. You can find places where you can strengthen the team in exchange. Delegation is a clear example of this. If not delegated tasks that your team has the potential to perform, make a list that prioritizes your most important tasks and delegate those at the lower end. When you acquire experience, the people will work their way up.        Overall Outcome                             oCompetent                        oNot yet CompetentAssessor Signature: Date:  written activity Your task is to write the answers to each of the following questions. Answers should exceed 50 words but no more than 100 words for each question: How can group dynamics support or hinder team performance?[PK1]  A team with good group dynamics is also valued by team members. They will make joint decisions and are responsible for results. They are responsible. [PK2] A team with strong group cohesion can be constructive and efficient, and it can show collective comprehension and self-correction. In the other hand, weak dynamics for group decisions and performance may be destructive. Dynamics of groups are important because they affect innovation, competitiveness and performance. Since group activity is integral to organizations, group dynamics will boost work performance, customer loyalty and better results for business leaders. Briefly discuss the strategies that can support team cohesion, participation and performance.[PK3]  1. Create a diagnosis and meet the colleagues Create a prediction, by a team health check, of what is wrong with the team. Watch the staff in the private, stable and confidential room and carry out individual interviews. Discuss with other individuals, such as clients and line managers, to hear about the issues of your colleagues as soon as possible. Just like you do, keep up with the prevalent causes of weak group dynamics.  Slow leadership – Poor leadership, when a good leader is missing, will lead to a powerful team member taking over, leading to a loss of guidance and confrontation. Authority and collective mentality – Undue deference to power will stagnate teams, since the participants tend to agree with the boss rather than give new thoughts and viewpoints. Groupthink may have an influence of this sort. Blocking behabiour – Hostile, pessimistic, withdrawal, reconnaissance, or even laughing will obstruct the flow of information within the team.  Free Riding – Certain staff members will quickly take the lead to bad group dynamics, and performance at the detriment of other colleagues. Appraisal apprehension – Team members may retain viewpoints and suggestions when they fear like other team members are unfairly evaluated. Bad coordination and loss of attention are both possible causes of poor group dynamics. Take the time to watch, talk to staff members and hear what is going on with the team. Outline the strategies for gaining consensus.[PK4]  Discuss issue resolution strategies. The Best Approach for Dispute Settlement Although one of the techniques to settle disputes discussed above [PK5] could be more favorable than another, in some circumstances all these strategies may be used successfully. For instance, it would be of your best concern that you appease the other side, not attempt to satisfy your own desires where the problem is trivial and may have no lasting repercussions. However, if the situation is more serious and involves many individuals, choosing a plan of greater certainty may make sense.[PK6]  Written Activity Checklist Written Activity ChecklistFor this assessment, the learner must complete the written activity. The written activity is a stand-alone activity that will allow the learner to display the requirements of the performance criteria and knowledge evidence in this unit that are essential when deciding overall competency.Learner Name:Prashant RaiAssessor Name:Prasan K Has the learner satisfactorily completed the written activity?YesNoDid the Learner provide evidence of their ability to:How can group dynamics support or hinder team performance?££Briefly discuus the strategies that can support team cohesion, participation and performance.££Outline the strategies for gaining consensus.££Discuss issue resolution strategies.££Feedback to Learner: Enhancing conflict resolution capability The best approach for conflict resolution is successfully selected and applied by the creation of improved expertise in conflict resolution. Examples of the strengths of dispute mediation that will benefit you include: Efficient listening: Identify individual discrepancies. Talk plainly of your desires. View dispute as a development tool. Concentrate on particular situations without getting them generalized or worsening. You are not expected to use this technique in any case while you might be drawn to a certain form of dispute resolution. Time and commitment strengthen your ability to compromise and settle conflicts for others and discover new dispute solving abilities. Finally, instead of the one most relaxed or known, you would be able to pick and use the right approach for dispute resolution.      Result            o Satisfactory                       o Not Yet Satisfactory          Assessor’s Signature:Date: practical activity[PK7]  Establish a common understanding of team purpose, roles, responsibilities and accountabilities In working teams, a shared goal is important to ensure a quality performance, with a consistent awareness of the tasks, obligations and priorities that occur within the team dynamic. In this case, consistency relates more not only to a good performance in relation to the expected objectives; it also implies the harmony between people in the team setting and the enduring impact of the group’s performance (or otherwise). As a boss, aligning the team’s emphasis lets the team members accomplish targets. Relevant problems are to promote a collective interpretation of the following: • the purpose of the organization, who its customers are and the team’s role with the customers • what the organizations goals are, and how your team will help achieve them. Skills required to effectively lead teams First of all, administrators and team leaders need to consider the skills needed to lead teams in order to get the best out of their teams.. The skills you require to effectively lead teams include: Constitutes a team It’s important to understand that a team isn’t always a team. A team of individuals is comprised of a variety of essential variables, including team size, a suitable combination of experience and capacity, a specified mission and priorities, a shared strategy and collective responsibility. For several purposes, teams are formed. A short list of the different team styles is given in the following table. Does your squad fit into one of these? Adapted from: Heading Teams, Harvar Business School Press: Specialist answers to the daily problems 2006. Feedback and consultation methods The working workers will be able to collect updates on the findings of a specific consultation through mechanisms such as scheduled events, Bulletin Boards, text messages, general computer network rooms, blogs as well as even tweets and other social networking. The consulting procedure can be done using the following processes. Team charters The purpose, structure, procedures and goals of a community or entity are recorded in a team charter. In discussions with a team sponsor, team leader and the appropriate team members, a team charter is typically created. When a team is formed or when a team is in trouble, team charters should be established and people must restore their views of the big picture. A team charter is not specific in format, since it can be produced in compliance with the actual team setting. The following components provide guidelines for you to use when creating a charter for own team. Context The world in which the team is working is the background. This could provide workplace information or project climate information. Mission and objectives Mission and goals are concepts that help to decide what should be accomplished by having measurable priorities and goals. The mission is a detailed declaration on the project scope; ‘to develop a new development process for the widget division, for example.’ The aims should be explicitly and concisely specified following the mission. Details of particular targets should be rendered by ensuring that the priorities are numbered and the dates or periods are allotted to each target. Composition and roles Select team members, who will contribute to achieving these goals, after the goal and objectives have been framed Take into consideration: • selecting individuals with the knowledge, skills and experience needed to do the job • selecting individuals from diverse backgrounds and from different departments within the organization • previous experience working together • size and location of the team. Support framework At assigning of tasks, establish the support structure to guarantee the knowledge, services and therapeutic support for each participant in order to begin work. This method ensures that the activities are consistent with team members’ abilities and evaluates the existing expertise or expertise gaps to prepare preparation. Resources and support The team will need access to the production floor and training room for four days. Other resources include: • laptop, printer, photocopier and project in the training room • passes and high-visibility safety gear for the production floor • observation and interview documentation • stationery supplies. Operations • On Monday morning, the team will meet to officially delegate positions and collect their production floor passes and security devices. • The interviews and observations will take place immediately using the provided proformas. • The team will meet in the workspace on day 2 to review the data and feedback for brainstorms. Contingencies would be considered by Floyd Stein. By the end of day 2 the team must agree on the decision. If this is not accomplished, the plans to reach the management committee would impact. • Bridget Chivers will create the presentation once agreement has been reached. • The team would collectively deliver its recommendations to the executive team and raise questions after the presentation. Performance plans Planning process is the first step in maintaining an efficient team. You are expected as team leader to handle the team members’ success plans. Performance plans for individuals or teams generally contain: Incorporate input from stakeholders Negotiating a KPI can sound counterintuitive, but it provides some advantages. Negotiations may highlight individual personnel or the team as a whole’s strengths and limitations. Based on the findings of this process, you will as a boss delegate the best job to the right team member. The advantages of collaborating in the production of KPIs include an improved professional engagement and a greater appreciation by the manager of team member experiences. It allows reviews on the position and success metrics to be important evaluated. The following measures will direct you by feedback and agreement with your employees in creating a successful success strategy. Developing a performance plan Write clear KPIs for the team If a success outcome are decided and in accordance with corporate criteria, the team members and the director must be worded so that the expectations are transparent. KPIs have to be written as ‘SMART’ priorities to be transparent and unambiguous. This means that they must be precise, measurable, practical, reasonable and timely. For eg, ‘hit 1 million dollars per quarter in widget sales.’ The KPI is rational and feasible given that 1 million dollars in revenue are achievable and maintained by manufacturing capacities, marketing, competitive pricing and so forth. Keep the KPIs concise: short KPIs are less vulnerable to confusion.   Team performance plan for a call center   A team success strategy for a call center is given below. Details, such as the mission and activities necessary was agreed and debated with the team.     Goal Increase by 15 percent in the six-month time span to company telephone customers. KPIs The managers of the call center shall make 50 outbound calls every day, with five new registrations per day averaging. Action required Team training in: • product features and benefits • overcoming objectives • closing techniques. Team training to be followed up with individual support from team leader when making sales calls. Support • Team leader • Manager • Training department Completed by Date: Evaluation of performance Unit leader tracking each operator’s at least four outbound sales calls. Call testing outcomes should be compared to the results of the monitoring before preparation.           Positive coaching Create a performance strategy and assist the staff in meeting targets, and you will be well on the way to success. However, things don’t necessarily go smoothly and you are likely to suffer declines in team morale, in team morality and in happiness at some point. It is crucial to consider the team’s problems and to ensure that people are inspired, engaged and effective in their own skills and attitudes. Positive coaching in Australia and around the world is a practice implemented in various teams and organizations. The measures below give an explanation of constructive teaching. Respond to performance deficiencies A quick response is the secret to resolving problem results. Do not cause the issue to increase or effect other fields of coordination or human interaction. With an efficient success strategy in place, you can separate your emotions from the performance challenge, and deal with the problem without emotion impacting you or your team members adversely. Here are the steps to consider when dealing with performance deficiencies. Performance improvement plan Develop and facilitate team cohesion Both participants must commit fairly over a period of time to successful coordination. Teamwork calls on participants to exchange ideas and search for strategies and make choices from multiple perspectives. In certain situations, people have to sacrifice personal values for the good of the whole team. Since the human factor is important for the team’s progress, you need to invest time on creating teams and cohesion teams. Strategies for gaining consensus The full input of all parties culminated in a majority vote. It is essential that the mechanism works in good faith to satisfy the needs of all stakeholders. Everybody in the community should be given the ability to talk comfortably and to be heard. Teams working together to make choices that both consider to be feasible are truly agreed. Make sure you recognize and welcome all primary stakeholders. Here are some strategies for consensus decision-making Discrimination and protection of the environment. An SOP is a procedural document which is a binding statutory aspect of the job or team operation of a worker. Consistency requires consistency and dependency on contractual commitments is an efficient discipline process. Consult experts in the company such as accounting, accounts and personnel advisors on corporate procedural requirements, regulations or protocols that team members need to follow. Encourage improved performance A small team of four young road marketers had the challenge over a span of one month of fulfillment of 1000 contracts signed for a service. The team leader has allocated marketing fields and goals for each seller and has been tracking their activities before every working day in regular meetings. The team leader centered his attention on the benefits of customer service and enhances the lives of each customer he signed on to promote enhanced results. In addition, each member of the team was expected to set a regular objective, which was suitable for its fields and skills by the end of the year, and the monthly goal. She thanked those who have accomplished their everyday objectives and encouraged those who have not found opportunities to attract new clients by brainstorming with the community. She developed a clear ground rule—no team member was entitled to blame someone else for their performance and their accomplishment meant that they were entirely responsible for their own accomplishments. Brainstorms Brainstorming is a helpful method to enable team members to speak to each other about thoughts and solutions to challenges. It helps any person in a non-threatening atmosphere to share their opinions. A successful brainstorming session should be conflict-free and should allow all team members to participate. This is done by having the members and the facilitator in open contact. The facilitator will select a scribe to pick up the ideas and sustain the momentum of new concepts by getting away from existing thought chains until they come to an end. Discussions with individuals Any of the issues and problems are better discussed separately in private. If you are confused about a problem at the proper forum, consider using the When using this approach to resolve issues, you should: In order to get the best of your team and minimize negative consequences, the Team leader would need to adapt rapidly and easily to conflict situations. In www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm, the web post “Resolution of conflicts in working teams” contains information about how to resolve conflicts between groups efficiently. Remove workplace conflict The dispute should be removed at all times so that others, including suppliers, customers, employees or witnesses, are not adversely affected. This displays good leadership, gains trust and interest in you and guarantees the time and space necessary to better settle the dispute. The 70s saw five major forms of conflict management defined by Kenneth Thomas and Ralph Kilmann. They argued that individuals normally have a favorite form of dispute resolution. They also noticed that in multiple circumstances different models were more effective. Read each of the dispute solving styles shown here to see if your current strategy can be modified. Group dynamics affect team performance Responsibility to control a team or organization’s success must be mindful of the relationship between the participants and the impact that would have on other team members and on the team as a whole. This is also called dynamics of groups. Unconscious group dynamics that affect actions and percentage are psychological or undercurrent factors. People also take various positions and actions in communities. The essence of the job, attitudes within the team, working relationships with others and the working atmosphere of the team generate dynamics. Group dynamics can promote team success through positive actions, or can discourage it through, for example, unproductive conflicts, resentment and demotivation by negative behaviors. Teams or organizations with strong dynamics trust each other, jointly decide and be responsible for each other’s individual and team success. People in poorly dynamic communities will interrupt work, obstruct decision-making and lead to bad choices. Common behaviours that affect group dynamics Here you can notice certain actions that normally control group dynamics. Groupthink and poor decisions Groupthinking happens when a group chooses wrongly because of group tensions, according to psychologist Irving Janis. This group pressure will lead to group members keeping personal points of view and rejecting potential ideas as they discuss addressing job difficulties. The problems that can arise from groupthink are summarized here. Eight symptoms of groupthink and their effects practical activity Checklist *Multiple copies of the checklist will need to be printed if the activity is to be performed more than once. Practical Activity ChecklistFor this assessment, the learner must complete the practical activity. The practical activity is a stand-alone activity that will allow the learner to display the knowledge and performance evidence that is essential when deciding overall competency.Learner Name:Prashant RaiAssessor Name:Prasan k Has the learner satisfactorily completed the practical activity?YesNoDid the Learner provide evidence of their ability to:Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives. Document the team purpose, roles, responsibilities and accountabilities.Yes£Develop performance plans to establish expected outcomes, outputs, key performance indicators (KPIs) and goals for work team.Yes  £Support team members in meeting expected performance outcomes. Note how team members were supported.Yes  £Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team.Yes  £Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities.Yes  £Provide feedback to team members to encourage, value and reward individual and team efforts and contributions.Yes  £Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed.Yes  £Use communication skills to encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes.Yes  £Support the team in identifying and resolving work performance problems. Document the identified work performance problems and the resolutions.Yes£Ensure your own contribution to the work team serves as a role model for others and enhances the organisation’s image for all stakeholders. Note the contributions made and how they serve as a role model.Yes£Establish and maintain open communication processes with all stakeholders.Yes£Use communication strategies in order to communicate the following: Information from line manager/management to the team.Yes£Unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders.Yes£Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders. Document the evaluation and corrective action taken.Yes£Feedback to Learner:            Result            o Satisfactory                       o Not Yet Satisfactory          Assessor’s Signature:Date: Questions The following questions may be answered verbally with your assessor or you may write down your answers. Please discuss this with your assessor before you commence. Short Answers are required which is approximately 4 typed lines = 50 words, or 5 lines of handwritten text. Your assessor will take down dot points as a minimum if you choose to answer them verbally. Answer the following questions either verbally with your assessor or in writing. Why should you consult team members? The implementation of a team’s ground rules would promote order, productivity and healthy contact at meetings. Each team member should have a say in rule-building. By consensus, Codes of Procedure should be decided. Such rules that may boost team members’ engagement include: [PK8]  When should you develop performance plans? To create a job development plan, workers need to evaluate existing patterns of success to learn the direction they want. This encourages them to pursue challenging and satisfying opportunities for change within the company. To ensure success in a current (or new) job, discuss the knowledge and personal qualities of employees. It is also a wonderful time to evaluate each employee’s strengths and weaknesses. Make sure that speak and inspire the employee to speak transparently. What does “supporting team members” involve? It is important to support team members to ensure that team goals are met. Supporting team members involves: • Advising on policies, procedures, instructions etc. • Assisting team members as required • Solving problems • Providing encouragement • Providing feedback • Undertaking extra tasks if necessary What policies and procedures should you develop to ensure responsibility is taken for the work completed? Within the company, people. Without these principles, people behave themselves in accordance with their own individual systems of meaning, which can result in conduct that is not encouraged by the company[PK9]  How can you provide effective feedback? Listen carefully and be prepared to take them to the root cause. Be willing to collaborate and provide help, while certain requirements cannot be entirely fulfilled, beyond your resources and capacities. Confirm what should be achieved, even whether a potential solution emerges. Do not increase standards and pledge to take steps that cannot be given and implement solutions. How can you ensure that issues, concerns and problems identified by team members are recognised and addressed?[PK10]  There are three key areas which contribute to the efficiency and effectiveness of an organization. These involve: • The reduction of waste • The way we do our job • The way any process is undertaken To improve any one of these we need to: • Observe all our actions and the consequences • Record what we see in some detail • Analyze the results How can you encourage others to participate in and to take responsibility for team activities? Phase 1: Strategy – Define the problem exactly in first place. Tools like Drill Down, Cause and Effect Diagrams and 5 Whys, it can be helpful to help you get to the core. When you have done this, the mechanism at the root of the problem will be mappable. Step 2: Do – This phase involves several activities: • Generate possible solutions • Select the best of these solutions, perhaps using techniques like Impact Analysis to scrutinize them • Implement a small-scale pilot project with a small community, a restricted area or some other research design specific to the characteristics of your challenge, product or initiative[PK11]  How can you identify and resolve work performance problems? Feedback is an essential method in which learning practices can be defined and continually encouraged. It is a central aspect in coaching and learning outcomes tracking. Any of the reasons why feedback in companies is not used more effectively are that communication abilities are required that are not often present in individuals and negative feedback is also overlooked. People are often able to provide constructive reviews, but often feel uneasy when it comes to improvement areas.[PK12]  How can you ensure your own contribution to work team serves as a role model for others? Coaching is also a successful means of coping with shortcomings in results. Coaching and mentoring are also mechanisms that allow people to reach their full potential. • Explore the needs, motivations and desires to assist the employee to make lasting changes • Use open questions to probe the individuals thought processes in order to identify solutions and actions • Support employee to set appropriate goals and methods in assessing progress in relation to these goals • Observe listen and ask questions to understand the employee situation • Creatively apply tools and techniques that may include 1-1 training, facilitating, counselling and networking • Encourage a commitment to action and the development of lasting change • Maintain positive regard to the employee What stakeholders should you establish and maintain open communication processes with? Plan development and use allows planners to think with stakeholders on a proposed initiative. By including senior staff, stakeholders and supervisors of consumers would be able to take senior employees into account in executing the new strategy more efficiently. In addition, when a strategy is formulated by senior team members, it can include young staff as also they have a more authentic interpretation of the customer’s desires. How can you communicate information from management to the team? • Attendance at staff meetings of relevant HR areas to discuss the work and seek feedback • Focus groups, surveys • Email drafts to any or all of the following groups seeking input and feedback: HR Managers, HR practitioners; General Managers; Deans & Directors • Discussion at any of the following: HR Director lunch-time meetings with HR Managers; Business Manager Meetings; HR Information Sharing Network meetings How can you communicate unresolved issues, concerns and problems in the workplace? • Discuss any local, state or commonwealth government regulatory requirements that will be required by your business (e.g. Council approval, health and safety permit, etc) • If applicable, indicate any patents or other proprietary features of the product or service[PK13]  What corrective actions regarding unresolved issues, concerns and problems raised might you use? Email –  Some reports can be sent out via email. This is appropriate if the recipient has email access and is guaranteed to read the email. Bulletin –  More appropriate for floor staff or junior staff would be a bulletin. This could be attached to a pay slip, put on a notice board or issued directly to the staff member. Newsletter – A newsletter can be given out in several ways, to all key stakeholders and staff. It is however by nature very simplistic or basis and only covers the abstract of the subject. Verbal – Reports on required changes could be given verbally however this is not recommended as the receiver could get the wrong message/meaning and if in a hurry or working then they may forget what has been asked of them [PK14]  Questions Checklist Questioning ChecklistThe assessor needs to indicate whether they have conducted the questioning as written questions or as verbal questions by ticking the box below.o Written Questioningo Verbal QuestioningThe assessor must provide evidence with the assessment tool. For written questions, the assessor must provide the learner’s original written responses. For verbal questioning, the assessor must provide dot points as a minimum on the learner’s responses. For details on how to conduct and contextualise this form of assessment, please refer to the questioning checklist explanation in the assessor guide.Learner’s name: Assessor’s name: If questions are answered verbally, the assessor must write detailed notes on the learners responses. If answers are recorded separate to this document, they must be attached to the assessment documents.Satisfactory responseYesNo1Why should you consult team members?££2When should you develop performance plans?££3What does “supporting team members” involve?££4What policies and procedures should you develop to ensure responsibility is taken for the work completed?££5How can you provide effective feedback?££6How can you ensure that issues, concerns and problems identified by team members are recognised and addressed?££7How can you encourage others to participate in and to take responsibility for team activities?££8How can you identify and resolve work performance problems?££9How can you ensure your own contribution to work team serves as a role model for others?££10What stakeholders should you establish and maintain open communication processes with?££11How can you communicate information from management to the team?££12How can you communicate unresolved issues, concerns and problems in the workplace?££13What corrective actions regarding unresolved issues, concerns and problems raised might you use?££Feedback to Learner:        Result            o Satisfactory                       o Not Yet Satisfactory          Assessor’s Signature:  Date: Your answer does not respond to the actual question. Look into what are some things that you can do if you identify that the team is not working. [PK1] Why this sentence? [PK2] Look into attributes of relationships that will ensure a great team environment. [PK3] What is consensus building and also describe the stages of consensus building. [PK4] discussed where? [PK5] You could have described oral and written warnings [PK6] There is not a single thing about the case study. You had been sent case study files and other multiple documents for the practical activity. You have only described the topics, no practical activity is done here.  [PK7] Please complete the practical as discussed in class. Your answer relates to team rules. Not about consulting team members. [PK8] You consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities. The question is asking you what policies and procedures needs to be developed to ensure responsibility in work.  [PK9] Your answer only reflects, what will happen if people do not work with a good principle. One of the way is to implement a process like four phases of PDCA cycle [PK10] Look into points to consider when delegating tasks and responsibilities. [PK11] Your answer does not cover the actual question. [PK12] You need to describe the cause for poor work results and how poor performance may be addressed. The question is asking you how to communicate unresolved issues, concerns and problems in the workplace.  [PK13] Look into approaches to communicating with others in your learner’s resource. Corrective actions could focus on oral and written warnings. [PK14]


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