Higher Nationals

Internal verification of assessment decisions – BTEC (RQF)

INTERNAL VERIFICATION – ASSESSMENT DECISIONS

Programme title BTEC Higher National Diploma in Computing

Mr. Lilanka
Assessor Internal
Verifier
Unit 03: Professional Practice
Unit(s)
Work Related Learning Report: Design and Deliver a Training Programme
Assignment title

Student’s name
List which assessment Pass Merit Distinction
criteria the Assessor
has awarded.
INTERNAL VERIFIER CHECKLIST

Do the assessment criteria awarded

match those shown in the assignment Y/N
brief?

Is the Pass/Merit/Distinction grade

awarded justified by the assessor’s
Y/N
comments on the student work?
Has the work been assessed
Y/N
accurately?
Is the feedback to the student:
Give details:

• Constructive?
Y/N
• Linked to relevant assessment
criteria? Y/N

• Identifying opportunities for

improved performance? Y/N

• Agreeing actions? Y/N

Does the assessment decision need

Y/N
amending?
Assessor signature Date

Internal Verifier signature Date

Programme Leader signature (if
Date
required)

1 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Confirm action completed
Remedial action taken

Give details:

Assessor signature Date

Internal Verifier
Date
signature

Programme Leader signature

Date
(if required)

2 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Higher Nationals - Summative Assignment Feedback Form
Student Name/ID E217999

Unit Title Unit 03: Professional Practice

Assignment Number 1 Assessor

24/03/2024 Date Received
Submission Date
1st submission
Date Received 2nd
Re-submission Date
submission
Assessor Feedback:
LO1 Demonstrate a range of interpersonal and transferable communication skills to a target
audience
Pass, Merit & P1 P2 M1 D1
Distinction Descripts

LO2 Apply critical reasoning and thinking to a range of problem-solving scenarios

Pass, Merit & P3 P4 M2 M3 D2
Distinction Descripts

LO3 Discuss the importance and dynamics of working within a team and the impact of team
working in different environments
Pass, Merit & P5 P6 M4 D3
Distinction Descripts

LO4 Examine the need for Continuing Professional Development (CPD) and its role within the
workplace and for higher level learning
Pass, Merit & P7 P8 P9 M5 D4
Distinction Descripts

Grade: Assessor Signature: Date:

Resubmission Feedback:

Grade: Assessor Signature: Date:

Internal Verifier’s Comments:

Signature & Date:

* Please note that grade decisions are provisional. They are only confirmed once internal and external moderation has taken place and
grades decisions have been agreed at the assessment board.

3 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Assignment Feedback
Formative Feedback: Assessor to Student

Action Plan

Summative feedback

Feedback: Student to Assessor

Assessor signature Date

Student signature Date

4 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Pearson Higher Nationals in
Computing
Unit 03: Professional Practice
Assignment 01

5 | Page M.R Mohamed Rashad Professional Practice Assignment 1

General Guidelines

1. A Cover page or title page – You should always attach a title page to your assignment. Use
previous page as your cover sheet and make sure all the details are accurately filled.
2. Attach this brief as the first section of your assignment.
3. All the assignments should be prepared using a word processing software.
4. All the assignments should be printed on A4 sized papers. Use single side printing.
5. Allow 1” for top, bottom , right margins and 1.25” for the left margin of each page.

Word Processing Rules

1. The font size should be 12 point, and should be in the style of Time New Roman.
2. Use 1.5 line spacing. Left justify all paragraphs.
3. Ensure that all the headings are consistent in terms of the font size and font style.
4. Use footer function in the word processor to insert Your Name, Subject, Assignment No,
and Page Number on each page. This is useful if individual sheets become detached for any
reason.
5. Use word processing application spell check and grammar check function to help editing your
assignment.

Important Points:

1. It is strictly prohibited to use textboxes to add texts in the assignments, except for the
compulsory information. eg: Figures, tables of comparison etc. Adding text boxes in the body
except for the before mentioned compulsory information will result in rejection of your work.
2. Carefully check the hand in date and the instructions given in the assignment. Late submissions
will not be accepted.
3. Ensure that you give yourself enough time to complete the assignment by the due date.
4. Excuses of any nature will not be accepted for failure to hand in the work on time.
5. You must take responsibility for managing your own time effectively.
6. If you are unable to hand in your assignment on time and have valid reasons such as illness,
you may apply (in writing) for an extension.
7. Failure to achieve at least PASS criteria will result in a REFERRAL grade .
8. Non-submission of work without valid reasons will lead to an automatic RE FERRAL. You
will then be asked to complete an alternative assignment.
9. If you use other people’s work or ideas in your assignment, reference them properly using
HARVARD referencing system to avoid plagiarism. You have to provide both in-text citation
and a reference list.
10. If you are proven to be guilty of plagiarism or any academic misconduct, your grade could be
reduced to A REFERRAL or at worst you could be expelled from the course

6 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Student Declaration

I hereby, declare that I know what plagiarism entails, namely to use another’s work and to present it as
my own without attributing the sources in the correct form. I further understand what it means to copy
another’s work.

1. I know that plagiarism is a punishable offence because it constitutes theft.

2. I understand the plagiarism and copying policy of Edexcel UK.
3. I know what the consequences will be if I plagiarise or copy another’s work in any of the
assignments for this program.
4. I declare therefore that all work presented by me for every aspect of my program, will be my
own, and where I have made use of another’s work, I will attribute the source in the correct
way.
5. I acknowledge that the attachment of this document signed or not, constitutes a binding
agreement between myself and Pearson, UK.
6. I understand that my assignment will not be considered as submitted if this document is not
attached to the assignment.

Student’s Signature: [email protected] Date: 24/03/2024

(Provide E-mail ID) (Provide Submission Date)

Higher National Diploma in Business

7 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Assignment Brief
Student Name /ID Number E217999

Unit Number and Title Unit 3: Professional Practice

Academic Year 2022/23

Unit Tutor Mr. Lilanka

Assignment Title Work Related Learning Report: Design and Deliver a Training
Programme

Issue Date 29/10/2024

Submission Date 24/03/2024

IV Name & Date

Submission format

The submission should be in the form of an individual report written in a concise, formal business style using
single spacing (refer to the assignment guidelines for more details). You are required to make use of headings,
paragraphs and subsections as appropriate, and all work must be supported with research and referenced using
Harvard referencing system. Please provide in-text citation and a list of references using Harvard referencing
system. Please note that this is an activity-based assessment and your report should include evidences to the
activities carried out individually and/or in a group.

To carry out the activities given on the brief, you are required to form groups, comprising maximum of 6
members.

Unit Learning Outcomes:

LO1 Demonstrate a range of interpersonal and transferable communication skills to a

target audience.

8 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 LO2 Apply critical reasoning and thinking to a range of problem-solving scenarios.
LO3 Discuss the importance and dynamics of working within a team and the impact of
team working in different environments.
LO4 Examine the need for Continuing Professional Development (CPD) and its role
within the workplace and for higher-level learning.

Scenario

9 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Assume yourself as the event coordinator working in an event planning organization specialized in delivering
trainings on IT and soft skills. you have been appointed to design and deliver a training event on IT /Soft Skills
to an identified audience. You are required to complete the project within 2 months and the training plan and
resources should be finalized as per the requirement of the client.

You are required to form a group of not more than 10 members in order to carry out the event. The event will
be headed by an event manager/ leader and each group member will be assigned a set of tasks. While designing
and delivering the event,

• the skills required to make the event successful

• challenges faced during the design/ delivery
• Critical evaluation of the problems, challenges faced and the methods used to overcome them
• The need for continuously develop in a professional environment

Need to be thoroughly considered.

At the end of the event, produce an individual report by each member covering the following tasks.

Task 1:

Demonstrate how you are planning to effectively deliver the training event by designing a professional project
plan with following details.

• Roles appointed to group members and an evaluation of interpersonal skills of each member that
justifies the assigned role in the team.
• Goal and objectives of the project
• Evidence to the communication styles and formats used to communicate with the client and the team
members and the findings/ outcomes of the communications.
• Challenges/ problems identified and the plan to overcome them
• A professional project schedule with the activities, milestones and contingencies identified to
demonstrate the effective time management skills in order to plan the training .

Task 2

10 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Research different problem-solving techniques that can be used to solve the identified problems in task 1 and
demonstrate how critical reasoning can be applied to identify a solution to the identified problems in planning
and designing of the training event.

Critically evaluate the solution methodology used to solve one of the identified problems and justify how
selected methodology helped you to successfully solve the problem and achieve the project objectives.

Task 3

Work in your team by contributing your skills and knowledge to meet the project goal. Critically evaluate
your own role and contribution to the group for the completion of the training event.

Discuss the importance of having dynamic team members in a group to meet its goals by referring to the role
assigned to the group members and analyse how team dynamics among your group members effectively
helped to achieve the shared project goal.

Task 4

Discuss with examples, the importance of continuous professional development (CPD) in a work setting by
evaluating the range of CPD criteria that can be used to measure the effectiveness of your employees in your
organization.

Produce a continuous professional development (CPD) plan using the criteria identified above with relevant
to the responsibilities, required skills, performance objectives for the members of your team. Review different
motivational theories and discuss how they can be helpful to improve the performance of the team members
and meet the objectives of the developed CPD plan. Justify how the developed CPD supports in building the
motivation of your team.

11 | Page M.R Mohamed Rashad Professional Practice Assignment 1

12 | Page M.R Mohamed Rashad Professional Practice Assignment 1
Table of Contents
Table of Figures .................................................................................................................................. 15
List of Tables....................................................................................................................................... 16
Task 01 ................................................................................................................................................. 18
1.1 Introduction ................................................................................................................................ 18
1.1.1 Introducing Eventmasters ............................................................................................... 18
1.1.2 About the Event .............................................................................................................. 20
1.2 Justification to Client Selection .................................................................................................. 20
1.3 Introducing the Team ................................................................................................................. 21
1.3.1 Roles appointed to Team Members ................................................................................ 25
1.3.2 Team Member Evaluation .............................................................................................. 26
1.3.3 Belbin Team Roles ......................................................................................................... 28
1.4 Objectives and Goal ................................................................................................................... 29
1.5 Communication .......................................................................................................................... 33
1.5.1 Formal Communication (JavaTpoint, n.d.) .................................................................... 33
1.5.2 Informal Communication (JavaTpoint, n.d.) .................................................................. 34
1.5.3 Interpersonal Communication Skills .............................................................................. 35
1.5.4 Transferable Communication Skills ............................................................................... 37
1.5.5 Verbal Communication (Anon., n.d.) ............................................................................. 39
1.5.6 Non-verbal Communication Skills (Nordquist, 2020) ................................................... 40
1.5.7 IT Enhanced Communication ......................................................................................... 41
1.5.8 Effective Communication............................................................................................... 48
1.6 Challenges/ problems identified and the plan to overcome them ............................................... 51
1.7 Time management ...................................................................................................................... 53
2. Task 2............................................................................................................................................... 55
2.1 What does a problem mean? (Seel, 2012) ............................................................................... 55
2.2 Advantages of applying problem-solving techniques while holding the event and making it
successful. ........................................................................................................................................ 61
2.3 Solving the problem using problem-solving technique. ........................................................ 62
3. Task 3............................................................................................................................................... 63
3.1 Team contribution .................................................................................................................... 63
3.2 What is teamwork? (Asana, 2024) ........................................................................................... 65
3.3 Team Dynamic .......................................................................................................................... 66

13 | Page M.R Mohamed Rashad Professional Practice Assignment 1

4. Task 4............................................................................................................................................... 68
4.1 What is CPD?............................................................................................................................ 68
4.2 Continuous Professional Development (CPD) Plan .............................................................. 71
4.3 CPD plan for some of our team members .................................................................................. 75
4.4 Motivational Theories. (Sands, 2024)......................................................................................... 77
References ............................................................................................................................................ 85

14 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Table of Figures
Figure 1 EventMaster company logo.................................................................................................... 19
Figure 2: Table of Team Members ....................................................................................................... 25
Figure 3: Job Roles Appointed to the Team ......................................................................................... 25
Figure 4: Belbin Team Roles (SlideBazaar. (n.d.)) .............................................................................. 29
Figure 5: S.M.A.R.T. Method (https://helpfulprofessor.com/) ............................................................ 31
Figure 6: Initial Client Contact over Outlook....................................................................................... 34
Figure 7: WhatsApp Group chat Between Team Members ................................................................. 35
Figure 8: Interpersonal Skills ............................................................................................................... 37
Figure 9: Transferable Skills ................................................................................................................ 39
Figure 10: Verbal Communication Skills ............................................................................................. 40
Figure 11: Non-verbal Communication Skills (https://www.researchgate.net/) .................................. 41
Figure 12: Team WhatsApp Chat ......................................................................................................... 42
Figure 13: Team Zoom Meeting........................................................................................................... 43
Figure 14: Email Between Client Management and Myself ................................................................ 44
Figure 15: Zoom Meeting With the Members of the Management ...................................................... 45
Figure 16: PowerPoint Presentation Part-1 .......................................................................................... 46
Figure 17: POWERPOINT PRESENTATION PART-2...................................................................... 46
Figure 18: POWERPOINT PRESENTATION PART-3...................................................................... 47
Figure 19: POWERPOINT PRESENTATION PART-4...................................................................... 47
Figure 20: POWERPOINT PRESENTATION PART-5...................................................................... 48
Figure 21: Client Feedback .................................................................................................................. 49
Figure 22: Participants Feedback ......................................................................................................... 51
Figure 23 Gantt Chart for the event preperation. ................................................................................ 53
Figure 24 Problem ................................................................................................................................ 55
Figure 25 SWOT .................................................................................................................................. 55
Figure 26 Brainstorm............................................................................................................................ 56
Figure 27 (5-WHY method) ................................................................................................................. 57
Figure 28 Drill Down Technique ......................................................................................................... 58
Figure 29 Lateral thinking .................................................................................................................... 60
Figure 30 critical path analysis ............................................................................................................. 60
Figure 31 PowerPoint slides 1 .............................................................................................................. 63

15 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Figure 32 POWERPOINT SLIDES 2 .................................................................................................. 64
Figure 33 POWERPOINT SLIDES 3 .................................................................................................. 64
Figure 34 POWERPOINT SLIDES 4 .................................................................................................. 65
Figure 35 POWERPOINT SLIDES 5 .................................................................................................. 65
Figure 36 CPD. ..................................................................................................................................... 68
Figure 37 Professional Development Plan ........................................................................................... 71
Figure 38 Self-Assessment ................................................................................................................... 72
Figure 39 SMART - Goals ................................................................................................................... 73
Figure 40 Timeline. .............................................................................................................................. 75
Figure 41 Maslow's Hierarchy of Needs .............................................................................................. 78
Figure 42 Hertzberg's Two Factor Theory ........................................................................................... 80
Figure 43 VROOM'S THEORY of Expectancy ................................................................................... 82

List of Tables
Table 1 Team members ........................................................................................................................ 25
Table 2 Job roles................................................................................................................................... 25
Table 3 Problems and solutions............................................................................................................ 53
Table 4 Training event schedule........................................................................................................... 54
Table 5 SWOT...................................................................................................................................... 56
Table 6 CPD Plan ................................................................................................................................. 77

16 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Acknowledgment

I would like to sincerely thank Ms. Lilanka for all her help and consideration during these
lectures and assignments. He gave personal care for every student and showed concern to
everyone student without any inequality. Her advice has been helpful to me in grasping
important ideas. And his way of teaching is really beneficial for grasping the module's
concepts.

I want to express my sincere gratitude to my family, especially to my mom, for her constant
support and encouragement. My motivation has come from your faith in me.

I also want to express my gratitude to everyone who has helped me along the way in my
academic career, whether directly or indirectly. Your help has been invaluable, and I
appreciate everyone's efforts in making this project achievable.

Thank you for your support.

M.R.M Rashad

17 | Page M.R Mohamed Rashad Professional Practice Assignment 1

Task 01
1.1 Introduction
1.1.1 Introducing Eventmasters
Eventmasters is a developing company committed to revolutionizing the landscape of corporate
training and event planning. With a steadfast dedication to innovation and excellence, Eventmasters
strives to redefine the standard for professional development in the digital age. The mission is clear:
to empower businesses with the essential skills and knowledge they need to thrive in an ever-evolving
world.

At Eventmasters, specialization lies in delivering transformative training programs focused on IT and

soft skills development. From mastering the latest technological advancements to honing essential
communication and leadership abilities, Eventmasters offers a comprehensive curriculum designed to
equip your team with the tools they need to succeed.

What sets Eventmasters apart is a relentless pursuit of innovation. Traditional training methods often
fall short in engaging and inspiring participants. Eventmasters has developed a range of dynamic and
immersive learning experiences, from interactive workshops to gamified simulations, all aimed at
fostering meaningful and lasting growth.

The approach to training is as flexible as it is effective. Recognizing that every organization is unique,
with its own set of challenges and objectives, Eventmasters works closely with each client to
customize programs to their specific needs, ensuring maximum impact and relevance for every
participant.

18 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 FIGURE 1 EVENTMASTER COMPANY LOGO

Exceptional customer service is at the heart of everything Eventmasters does. From the moment
clients reach out, they'll experience the Eventmasters difference – personalized attention, expert
guidance, and unwavering support at every stage of the training journey.

19 | Page M.R Mohamed Rashad Professional Practice Assignment 1

1.1.2 About the Event
In this training program, we provided comprehensive guidance to the call center agents of Sinhagiri
Company, focusing on the development of essential IT and Soft Skills. Facilitated by Eventmasters,
this initiative was designed to empower Sinhagiri's call center agents with the necessary skills and
knowledge to enhance their performance and deliver exceptional customer care.

Throughout the program, we covered a variety of topics pertinent to the roles of call center agents.
We began with an exploration of IT Best Practices, including fundamental skills such as browser
usage, email management, and Excel proficiency. These technical competencies are vital for
optimizing communication processes and increasing efficiency in the call center environment.

Additionally, we dedicated time to the development of Soft Skills, addressing key areas such as
patience, adaptability, teamwork, conflict resolution, and cultural sensitivity. These interpersonal
skills play a crucial role in fostering positive customer interactions and maintaining a cohesive and
supportive work environment within the call center.

Through engaging activities, simulations, and group discussions, our aim was to facilitate active
learning and practical application of the concepts covered. Participants were encouraged to actively
engage in discussions and exercises, fostering a collaborative learning environment conducive to skill
acquisition and retention.

Looking forward, we believe that the insights and skills acquired through this training program will
not only benefit the individual call center agents but also contribute to the overall success and
competitiveness of Sinhagiri Company's customer service operations.

1.2 Justification to Client Selection

As the event coordinator of Eventmasters, the decision to select Sinhagiri Call Center as the client for
our training program was made after careful consideration of several factors. Below is a justification
outlining the reasons behind this selection:

Industry Relevance: Sinhagiri Call Center operates within an industry that heavily relies on
effective customer service and communication skills. Given our specialization in delivering
training programs on IT and soft skills, targeting call center agents aligns perfectly with our
expertise and the needs of the industry.

20 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Potential Impact: Call centre agents are at the forefront of customer interactions, making
them integral to the overall success and reputation of their organization. By providing tailored
training to enhance their technical and interpersonal skills, we can significantly impact the
quality of customer service provided by Sinhagiri Call Centre, leading to improved customer
satisfaction and loyalty.
Client Commitment to Training: In our initial discussions with Sinhagiri Call Centre, we
observed a strong commitment to investing in the professional development of their
employees. This dedication to continuous improvement and employee empowerment
signalled a readiness to actively engage with and implement the training program we
proposed.
Scope for Improvement: Every organization, including call centres, faces unique challenges
and areas for improvement. Through our needs assessment and discussions with Sinhagiri
Call Centre, we identified specific areas where our training program could add value, such as
enhancing technical competencies, refining customer interaction skills, and improving overall
service quality.
Long-Term Partnership Potential: Beyond the immediate training program, selecting
Sinhagiri Call Centre as a client presents an opportunity for establishing a long-term
partnership. By demonstrating the effectiveness of our training solutions and delivering
tangible results, we aim to cultivate a lasting relationship built on trust and mutual success.

In conclusion, the decision to select Sinhagiri Call Centre as the client for our training program was
driven by its alignment with our expertise, potential for significant impact, commitment to training,
identified areas for improvement, and the opportunity for a fruitful long-term partnership. We are
confident that our tailored training solutions will empower Sinhagiri Call Centre's agents to excel in
their roles and contribute to the company's continued success.

1.3 Introducing the Team

This project was successfully completed due the efforts of following 10 members of the team.

Team Member Name

21 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Mr. Venushka Waduge
HND Reading in Computing Specializing in
Cyber Security

Mr. M.R Mohamed Rashad

HND Reading in Computing Specializing in
(Cyber Security)

Mr. V.D. Ravishan Kumarasinghe

HND Reading in Computing Specializing in
(Cyber Security)

22 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 Mr. Y. Karan Hasintharan
HND Reading in Computing Specializing in
Data Analytics

Mr. Ashan Niwantha

HND Reading in Computing Specializing in
Data Analytics

Mr. Kavidu Vimukthi

HND Reading in Computing Specializing in
Data Analytics

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 Mr. Mohamed Himas
HND Reading in Computing Specializing in
Software Engineering

Ms. Suganthi Sundarraj

HND Reading in Computing

Mr. Mohamad Shahil

HND Reading in Computing Specializing in
Cyber Security

Mr. Mohamed Musarak

HND Reading in Computing Specializing in
Cyber Security

24 | Page M.R Mohamed Rashad Professional Practice Assignment 1

TABLE 1 TEAM MEMBERS
FIGURE 2: TABLE OF TEAM MEMBERS

1.3.1 Roles appointed to Team Members

In here we are going to discuss about Roles appointed to Team Members and an Evaluation of their
Interpersonal Skills that justifies the assigned role in the team.

Job Roles Allocation of Interpersonal skills Belbin Roles

the Person
Team Leader Venushka Leadership, problem solving and Shaper
Waduge flexibility
Resource Mohamed Positive attitude and teamwork and Resource Investigator
Manager Himas problem solving
Project Planner M.R Leadership, conflict resolution and Completer Finisher
Mohamed team work
Rashad
Analyst Ashan Negotiation, Active listening, and Plant
Niwantha communication
Team Member Y. Karan Positive attitude, teamwork Implementor
Hasintharan
Team Member Kavidu Negotiation, flexibility and team Team Worker
Vimukthi work
Project V.D. Ravishan Empathy, teamwork Specialist
Assistant Kumarasinghe
Team Member Suganthi Positive attitude, teamwork and Monitor Evaluator
Sundarraj communication
Team Member Mohamed Positive attitude, teamwork Team worker
Musarak
Project Co- Mohamad Positive attitude, teamwork and Co-ordinator
ordinator Shahil communication

TABLE 2 JOB ROLES

FIGURE 3: JOB ROLES APPOINTED TO THE TEAM

25 | Page M.R Mohamed Rashad Professional Practice Assignment 1

1.3.2 Team Member Evaluation
Here's an evaluation of each team member's suitability for their job role based on their interpersonal
skills:

Team Leader: Venushka Waduge (Shaper)

o Interpersonal Skills: Leadership, problem-solving, flexibility
o Evaluation: Venushka's leadership skills combined with problem-solving abilities
and flexibility make them well-suited for the role of Team Leader. As a Shaper,
Venushka is likely to drive the team towards goals effectively while adapting to
challenges and leading problem-solving initiatives.
Resource Manager: Mohamed Himas (Resource Investigator)
o Interpersonal Skills: Positive attitude, teamwork, problem-solving
o Evaluation: Mohamed's positive attitude, teamwork, and problem-solving skills
align well with the role of Resource Manager. As a Resource Investigator, Mohamed
is adept at building relationships, collaborating with others, and finding solutions,
making him an ideal fit for managing resources within the team.
Project Planner: M.R Mohamed Rashad (Completer Finisher)
o Interpersonal Skills: Leadership, conflict resolution, teamwork
o Evaluation: M.R Mohamed Rashad's interpersonal skills, including leadership,
conflict resolution, and teamwork, make him well-suited for the role of Project
Planner. As a Completer Finisher, M.R Mohamed Rashad is likely to ensure that
tasks are completed efficiently and that team members collaborate effectively to
achieve project goals.
Analyst: Ashan Niwantha (Plant)
o Interpersonal Skills: Negotiation, active listening, communication
o Evaluation: Ashan Niwantha's interpersonal skills, including negotiation, active
listening, and communication, align well with the role of Analyst. As a Plant, Ashan
Niwantha brings creativity and innovative thinking to problem-solving situations,
enhancing the team's ability to analyze and address complex issues.
Team Member: Y. Karan Hasintharan (Implementor)
o Interpersonal Skills: Positive attitude, teamwork
o Evaluation: Y. Karan Hasintharan's positive attitude and teamwork skills make them
a valuable team member. As an Implementor, Y. Karan Hasintharan is likely to excel

26 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 in executing tasks efficiently and collaborating effectively with others to achieve
team objectives.
Team Member: Kavidu Vimukthi (Team Worker)
o Interpersonal Skills: Negotiation, flexibility, teamwork
o Evaluation: Kavidu Vimukthi's interpersonal skills, including negotiation,
flexibility, and teamwork, align well with the role of Team Worker. As a Team
Worker, Kavidu Vimukthi fosters harmony within the team, resolves conflicts
effectively, and collaborates with others to achieve common goals.
Project Assistant: V.D. Ravishan Kumarasinghe (Specialist)
o Interpersonal Skills: Empathy, teamwork
o Evaluation: V.D. Ravishan Kumarasinghe's interpersonal skills, including empathy
and teamwork, make them well-suited for the role of Project Assistant. As a
Specialist, V.D. Ravishan Kumarasinghe provides technical expertise and
collaborates with others to support project tasks effectively.
Team Member: Suganthi Sundarraj (Monitor Evaluator)
o Interpersonal Skills: Positive attitude, teamwork, communication
o Evaluation: Suganthi Sundarraj's interpersonal skills, including a positive attitude,
teamwork, and communication, align well with the role of Monitor Evaluator. As a
Monitor Evaluator, Suganthi Sundarraj critically assesses ideas, communicates
effectively with team members, and collaborates to ensure informed decision-
making.

Team Member: Mohamed Musarak (Team Worker)

o Interpersonal Skills: Positive attitude, teamwork
o Evaluation: Mohamed Musarak's positive attitude and teamwork skills make them a
valuable team member. As a Team Worker, Mohamed Musarak fosters positive team
dynamics, collaborates effectively with others, and contributes to achieving shared
goals.
Project Coordinator: Mohamad Shahil (Coordinator)
o Interpersonal Skills: Positive attitude, teamwork, communication
o Evaluation: Mohamad Shahil's interpersonal skills, including a positive attitude,
teamwork, and communication, align well with the role of Project Coordinator. As a
Coordinator, Mohamad Shahil facilitates team communication, delegates tasks

27 | Page M.R Mohamed Rashad Professional Practice Assignment 1

 effectively, and ensures that everyone works towards common goals, making him an
ideal leader for project coordination.

These evaluations consider how each team member's interpersonal skills complement their job role
responsibilities, enhancing their effectiveness in contributing to the team's success.

1.3.3 Belbin Team Roles

The Belbin Team Roles theory, developed by Dr. Meredith Belbin, is a widely recognized framework
used to understand individual strengths within teams. Belbin identified nine distinct team roles, each
with its own set of characteristics and contributions to team effectiveness.

1. Plant: Plants are creative and innovative individuals who often generate new ideas and
approaches. They thrive in unstructured environments and are skilled at solving complex
problems.
2. Resource Investigator: Resource Investigators are outgoing and enthusiastic team members
who excel at networking and exploring new opportunities. They are adept at making
connections and gathering external resources for the team.
3. Coordinator: Coordinators are skilled at facilitating team communication and decision-
making. They are natural leaders who can delegate tasks effectively and ensure that everyone
is working towards common goals.

4. Shaper: Shapers are dynamic and energetic individuals who thrive under pressure. They are
assertive and driven, often pushing the team towards achieving objectives and overcoming
obstacles.
5. Monitor Evaluator: Monitor Evaluators are analytical thinkers who provide a rational
perspective to team discussions. They excel at critically assessing ideas and making well-
informed decisions based on careful analysis.
6. Team Worker: Team Workers are cooperative and diplomatic team members who foster
harmony within the group. They are empathetic listeners and skilled at resolving conflicts to
maintain positive team dynamics.
7. Implementer: Implementers are reliable and disciplined individuals who excel at turning
ideas into action. They are practical problem-solvers who ensure that plans are executed
efficiently and effectively.

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 8. Completer Finisher: Completer Finishers are perfectionists who pay attention to detail and
ensure that tasks are completed to a high standard. They thrive on deadlines and take pride in
delivering work of the highest quality.
9. Specialist: Specialists are individuals with unique expertise and knowledge in specific areas.
They provide technical skills and specialist knowledge that are essential for the success of
certain projects or tasks.

Belbin's theory suggests that effective teams are composed of individuals who collectively cover all
nine roles. By understanding their own strengths and the strengths of their teammates, team members
can collaborate more effectively and leverage their diverse skills to achieve shared objectives.

FIGURE 4: BELBIN TEAM ROLES (SLIDEBAZAAR. (N.D.))

1.4 Objectives and Goal

S.M.A.R.T. Method: SMART is an acronym that stands for Specific, Measurable,
Achievable, Relevant, and Time-bound. This approach is widely used in various fields to
ensure that objectives and goals are clear, achievable, and effectively contribute to overall
success. Here's a brief overview of each component:

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 o Specific: Objectives and goals should be clearly defined and specific, leaving no
room for ambiguity or misunderstanding. They should answer the questions of who,
what, where, when, and why.

o Measurable: Objectives and goals should be quantifiable or measurable, allowing

progress to be tracked and evaluated. This involves defining criteria or metrics to
assess success and determine when objectives have been achieved.

o Achievable: Objectives and goals should be realistic and attainable within the given
resources, constraints, and time frame. While they may stretch individuals or
organizations to reach higher levels of performance, they should remain feasible.
o Relevant: Objectives and goals should be relevant and aligned with broader
priorities, strategies, and values. They should directly contribute to the overall
mission and vision of the individual or organization.
o Time-bound: Objectives and goals should have a clear time frame or deadline for
completion. This helps create a sense of urgency, establishes accountability, and
facilitates effective planning and resource allocation.

By applying the SMART criteria to setting objectives and goals, individuals and organizations can
ensure that their efforts are focused, purposeful, and conducive to success.

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 FIGURE 5: S.M.A.R.T. METHOD (HTTPS://HELPFULPROFESSOR.COM/)

Team (Eventmasters Event Coordinators and Trainers):

o Specific: Complete the training project within 2 months, ensuring the delivery of the
training program within 5 working days.
o Measurable: Track progress through project milestones and adherence to the 5-day
training delivery schedule.
o Achievable: Allocate resources effectively, including time, personnel, and budget, to
ensure timely completion of the project.
o Relevant: Align project tasks and objectives with the team's expertise in event
coordination and training delivery.
o Time-bound: Complete project tasks and deliver training within the specified 2-
month timeframe.
Company (Eventmasters):
o Specific: Deliver a high-quality training program within the agreed-upon timeframe
and budget.
o Measurable: Monitor project progress and client satisfaction throughout the training
program's execution.

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 o Achievable: Ensure that resources are allocated efficiently and that the team has the
necessary expertise to deliver the training.
o Relevant: Enhance the company's reputation as a provider of effective training
solutions tailored to client needs.
o Time-bound: Meet project deadlines and deliver the training program within the
specified timeframe.
Client (Sinhagiri Company):
o Specific: Receive comprehensive training for call center agents within 5 working
days to improve customer service quality.
o Measurable: Evaluate the effectiveness of the training program through participant
feedback and performance metrics.
o Achievable: Collaborate with the training team to define objectives and customize
the program to meet specific needs.
o Relevant: Enhance call center operations and customer satisfaction by investing in
employee development and skills training.
o Time-bound: Complete the training program within the specified timeframe to
minimize disruption to daily operations.
Training Participants (Sinhagiri Call Center Agents):
o Specific: Acquire new knowledge and skills to improve performance and customer
interactions within 5 working days.
o Measurable: Assess individual progress through participation in training activities
and application of learned skills.
o Achievable: Actively engage in training sessions and apply newly acquired
knowledge and skills to job responsibilities.
o Relevant: Enhance personal and professional growth by developing competencies
relevant to call center roles.
o Time-bound: Implement learned skills and behaviors in customer interactions
following the completion of the training program.
Entire Industry (Customer Service and Call Center Industry):
o Specific: Elevate the standard of customer service delivery through effective training
programs and best practices.
o Measurable: Monitor industry-wide improvements in customer satisfaction and
service quality metrics following training initiatives.

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 o Achievable: Encourage collaboration and knowledge sharing among industry
stakeholders to promote continuous improvement.
o Relevant: Address industry-wide challenges and trends by investing in employee
development and skills training.
o Time-bound: Implement training initiatives and monitor industry-wide progress
within defined timeframes to drive positive change.

These SMART objectives and goals provide clear direction for each entity involved in the training
program and ensure that efforts are focused, realistic, and conducive to success.

1.5 Communication
An essential part of human contact, communication includes both verbal and nonverbal
interactions. It is the basis of interpersonal connections, allowing people to communicate ideas,
feelings, and information. This wordy essay explores the complex mechanics of communication,
looking at formal and informal channels, interpersonal communication techniques, transferable
communication skills, and a complex world of clues, both verbal and nonverbal.

1.5.1 Formal Communication (JavaTpoint, n.d.)

Formal communication is defined as information that is communicated via appropriate channels or
methods. Another name for it is official communication. The primary goals of this communication are
to ensure that the information is conveyed appropriately and to have a proper conversation. Because
of its regular flow of communication, this form of communication is seen as successful since it saves
time. Formal communication can take several forms, like reports, job descriptions, task orders, sales,
and inventory data, etc. Official communication may be classified into four categories: vertical,
horizontal, downward, and upward communication. Formal communication includes conversations
between superiors and subordinates. The strict norms and restrictions associated with formal
communication are one of its main drawbacks.

Example for Formal Communication.

o Initial Client Contact

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FIGURE 6: INITIAL CLIENT CONTACT OVER OUTLOOK

1.5.2 Informal Communication (JavaTpoint, n.d.)

Informal communication is defined as communication that does not undertake formal methods to
communicate. Communication that doesn't use formal means to communicate is referred to as
informal communication. Individuals as well as subordinates fail to conform to the strict policies of
the company. People talk to one other without any restrictions. Informal communication, as used in
organizations, refers to the unplanned exchange of ideas between superiors and subordinates. There
aren't any formal policies, procedures, or directives to follow. An informal conversation with a friend
or member of your family is common. The flexibility of informal communication is one of its main
benefits. There is no formality or stiffness to obstruct conversation. One important kind of informal
communication is grapevine communication.

Example for Informal Communication

o WhatsApp Group chat Between team members

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FIGURE 7: WHATSAPP GROUP CHAT BETWEEN TEAM MEMBERS

1.5.3 Interpersonal Communication Skills

Interpersonal communication skills form the bedrock of effective human interaction, encompassing a
diverse array of abilities essential for fostering meaningful connections, resolving conflicts, and
building rapport. This extensive exploration delves into the intricate dynamics of interpersonal
communication skills, examining their significance, components, and implications within
interpersonal relationships, substantiated by scholarly discourse supported by Harvard referencing.

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Interpersonal communication skills encompass a multifaceted range of competencies, including active
listening, empathy, verbal articulacy, non-verbal communication, and conflict resolution (Harvard
Graduate School of Education, 2018). Mastery of these skills is essential for navigating the
complexities of interpersonal relationships, whether in personal, professional, or social contexts.

Active listening: Characterized by attentive and empathetic engagement with others, forms the
cornerstone of effective interpersonal communication (Harvard Graduate School of Education, 2018).
It involves not only hearing words but also understanding emotions, perspectives, and underlying
meanings conveyed through verbal and non-verbal cues.

Empathy: The ability to understand and share the feelings of others fosters compassion, connection,
and mutual understanding within interpersonal interactions (Harvard Graduate School of Education,
2018). By acknowledging and validating the experiences of others, individuals demonstrate empathy,
nurturing trust, and empathy in relationships.

Verbal articulacy: encompassing clarity, coherence, and persuasiveness in spoken communication,

enables individuals to express thoughts, ideas, and emotions effectively (Harvard University Faculty
of Arts and Sciences, 2017). Proficiency in verbal communication facilitates clear expression of
intentions, preferences, and boundaries, enhancing interpersonal understanding and rapport.

Non-verbal communication: comprising gestures, facial expressions, body language, and tone of
voice, supplements verbal discourse, conveying subtle cues and emotions (Harvard Medical School
Continuing Education Program, 2021). Mastery of non-verbal communication enhances interpersonal
communication efficacy, enabling individuals to interpret and convey emotions accurately, thereby
fostering deeper connections with others.

Conflict resolution skills, encompassing negotiation, mediation, and compromise, are indispensable
for navigating interpersonal conflicts constructively (Harvard Graduate School of Education, 2018).
By fostering open dialogue, active listening, and empathy, individuals can address conflicts
collaboratively, preserving relationships and fostering mutual growth.

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In conclusion, interpersonal communication skills constitute a vital toolkit for fostering meaningful
connections, resolving conflicts, and building trust within interpersonal relationships.

FIGURE 8: INTERPERSONAL SKILLS

1.5.4 Transferable Communication Skills

Transferable communication skills represent a versatile set of abilities that transcend specific
contexts, proving invaluable across diverse domains and professions. This comprehensive discourse
delves into the multifaceted nature of transferable communication skills, exploring their significance,
components, and implications within various spheres of human interaction. The analysis is
substantiated by scholarly discourse supported by Harvard referencing.

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Transferable communication skills encompass a broad spectrum of competencies that enable
individuals to effectively convey ideas, collaborate with others, and navigate complex social
landscapes (Harvard Extension School Professional Development Programs, 2020). These skills
transcend specific job roles or industries, enhancing employability and fostering career advancement
in today's interconnected global landscape.

Adaptability stands as a cornerstone of transferable communication skills, enabling individuals to

adjust their communication style and approach based on the demands of different situations and
audiences (Harvard Extension School Professional Development Programs, 2020). By demonstrating
flexibility and resilience in communication, individuals can navigate diverse cultural, organizational,
and technological contexts with ease.

Cultural competence, another crucial component of transferable communication skills, involves the
ability to navigate cultural differences and communicate effectively with individuals from diverse
backgrounds (Harvard Extension School Professional Development Programs, 2020). By
demonstrating cultural sensitivity, empathy, and awareness, individuals can build trust, foster
inclusivity, and navigate cross-cultural collaborations successfully.

Persuasive communication abilities, encompassing the art of influencing others through compelling
arguments and narratives, are integral to transferable communication skills (Harvard Extension
School Professional Development Programs, 2020). Proficiency in persuasive communication enables
individuals to advocate for their ideas, negotiate effectively, and mobilize others toward common
goals, regardless of the context or setting.

Moreover, transferable communication skills encompass proficiency in written communication,

presentation skills, and digital literacy, equipping individuals with the tools to communicate
effectively in diverse mediums and formats (Harvard Extension School Professional Development
Programs, 2020). Mastery of these skills enhances one's ability to convey complex ideas, engage
audiences, and leverage digital platforms for collaboration and networking.

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In conclusion, transferable communication skills represent a versatile toolkit for success in today's
dynamic and interconnected world, enabling individuals to thrive in diverse personal, professional,
and social contexts.

FIGURE 9: TRANSFERABLE SKILLS

1.5.5 Verbal Communication (Anon., n.d.)

The definition of verbal communication is the exchange of sounds and words to convey our opinions,
knowledge, and thoughts. Face-to-face communication is typically involved in the spoken portion.
Verbal communication also includes communication via cell phones, television, and radio.

Language is defined by its grammatical rules and word order. If two or more people know each
other's language, they can converse quickly. Without a common language, people may find it
challenging to communicate. There needs to be a language that everyone in the room understands for
communication to be effective.

Good interpersonal connections both at work and at home are essential to effective verbal
communication.

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Effective verbal communication involves knowing "what to say" and "how to say," two different
things. Those with strong verbal communication skills may confidently convey information or ask
inquiries with ease. Additionally, they are skilled in conveying their ideas so that others may
understand them.

In conclusion, verbal communication skills represent a cornerstone of effective human interaction,

enabling individuals to convey ideas, information, and emotions with clarity, coherence, and impact.

FIGURE 10: VERBAL COMMUNICATION SKILLS

1.5.6 Non-verbal Communication Skills (Nordquist, 2020)

Nonverbal communication, also called manual language, is the process of sending and receiving
messages without using words, either spoken or written. Like the way that italicizing emphasizes
written language, nonverbal behavior may emphasize parts of a verbal message. The term nonverbal
communication was introduced in 1956 by psychiatrist Jurgen Ruesch and author Weldon Kees in the
book "Nonverbal Communication: Notes on the Visual Perception of Human Relations."

For generations, people have acknowledged the importance of nonverbal cues in communication. In
his book "The Advancement of Learning" (1605), Francis Bacon wrote that "the lineaments of the
body do disclose the disposition and inclination of the mind in general, but the motions of the
countenance and parts do not only so but do further disclose the present humor and state of the mind
and will."

In conclusion, non-verbal communication skills play a vital role in enriching interpersonal

interactions, shaping perceptions, and fostering effective communication in personal, professional,
and social contexts.

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FIGURE 11: NON-VERBAL COMMUNICATION SKILLS (HTTPS://WWW.RESEARCHGATE.NET/)

1.5.7 IT Enhanced Communication

Team

o WhatsApp

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FIGURE 12: TEAM WHATSAPP CHAT

o Zoom

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FIGURE 13: TEAM ZOOM MEETING

Management (Client)

o E-mails (Outlook)

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FIGURE 14: EMAIL BETWEEN CLIENT MANAGEMENT AND MYSELF

o Zoom

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FIGURE 15: ZOOM MEETING WITH THE MEMBERS OF THE MANAGEMENT

Participants (Clients)

o PowerPoint

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FIGURE 16: POWERPOINT PRESENTATION PART-1

FIGURE 17: POWERPOINT PRESENTATION PART-2

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FIGURE 18: POWERPOINT PRESENTATION PART-3

FIGURE 19: POWERPOINT PRESENTATION PART-4

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FIGURE 20: POWERPOINT PRESENTATION PART-5

1.5.8 Effective Communication

Client Feedback

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 Employee Efficiency Report
12

10

0
Category 1 Category 2 Category 3 Category 4

Before The Training After The Training

FIGURE 21: CLIENT FEEDBACK

After sending this Internal report, client sent the following feedback.

Client Feedback from Manager:

"I am delighted to provide feedback on the recent training session conducted by our team on
communication skills, particularly focusing on non-verbal communication. The training was not only
insightful but also incredibly beneficial for our team members. As a manager, I have observed a
noticeable improvement in their ability to convey ideas effectively, build rapport with clients, and
navigate challenging situations with finesse.

The session on non-verbal communication skills, in particular, received rave reviews from our team.
The trainers provided practical insights and strategies that resonated well with our staff, empowering
them to leverage non-verbal cues to enhance their communication effectiveness. From mastering
body language to fine-tuning vocal tone, our team members now exhibit a newfound confidence in
their ability to convey messages clearly and persuasively.

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One of the most impressive aspects of the training was its immediate applicability to real-world
scenarios. Our team members have already begun implementing the techniques learned during the
training in their client interactions, resulting in more engaged conversations, improved client
relationships, and enhanced collaboration. I have received positive feedback from clients who have
noticed the difference in our team's communication style, which speaks volumes about the
effectiveness of the training.

Overall, I am highly satisfied with the outcomes of the communication skills training, and I commend
the trainers for their expertise, professionalism, and dedication to our team's development. I am
confident that the skills acquired during the training will continue to yield positive results for our
team and contribute to our overall success in serving our clients effectively."

Dasun

Manager

Sinhagiri Call Center

Participants Feedback

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 Participants Feedback Votes

Poor Average Above Average Better The Best

FIGURE 22: PARTICIPANTS FEEDBACK

1.6 Challenges/ problems identified and the plan to overcome them

Challenges/Problems Plan to Overcome

Miscommunication Develop precise communication strategy that encompasses thorough
documentation of roles duties & tasks for every team member. Use
collaborative tools for instant updates & have frequent alignment sessions to
review progress & address any uncertainties. Develop system that logs &
provides access to all communications for all parties involved to reduce
likelihood of misunderstandings.
Deadline Issues Set up clear way to communicate that includes writing down each team
member's jobs responsibilities & tasks in detail. Use collaborative tools to
get real-time reports & make sure there are regular alignment meetings to
talk about success & clear up any confusion. Set up method where all
conversations are recorded & can be seen by everyone. This will make it less
likely that someone will misunderstand what was said.

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 Conflict of Ideas Set up meetings with leader where everyone on team can share their ideas &
work together to reach decision. Use dispute resolution techniques like
active listening & empathy tasks to see things from other people's points of
view. Set up way for everyone to agree on how to make decisions making
sure that process is clear & that different ideas are evaluated based on clear
criteria.
Technology Failure Before putting any technological systems or tools into use they should all be
thoroughly tested. Set up technical help team & teach them how to quickly
fix problems. Set up backup systems & human processes to make sure that
training keeps going even if something goes wrong with technology. Spend
money to teach team members how to fix small computer problems to cut
down on downtime.
Resource Shortage At start of job do thorough study of resources to find any possible shortages.
Do strategic planning to get most out of your resources by putting most
important parts of job first. Form relationships or look for help from outside
sources if your own resources aren't enough. Use an open project
management method that lets you move resources around based on how
project is changing.
Worker's shortage Give a worker access to use YouTube and Google for internet materials.
Through the development of educational resources and an encouraging
learning atmosphere, our goal is to provide the employee with the abilities
needed to create impactful graphic designs for the occasion. This strategy
not only resolves the current issue but also encourages the team to continue
improving its skills.
Absenteeism Make cross-functional training program so that different people on team can
fill in for each other. Make complete information base that everyone on team
can reach & use as guide. Set up method that lets people know about
absences early on & has clear rules for sharing work. Encourage an attitude
of support so that everyone on team wants to help each other out when they
need it.
Quality Control Set standards for quality & way for materials & results to be checked against
these standards on frequent basis. Set up peer-review system to make sure
that quality ratings consider different points of view. Spend money to teach

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 team members about high standards & best ways to do things. Get comments
from stakeholders on regular basis to find ways to make training tools better
& make sure they meet high standards that are expected.
Feedback Integration Make training tools that is dynamic & flexible so that feedback can be added
in real time. Set up ways to get feedback right away like digital surveys or
live Q&A events during training. Assign someone on team to look over
comments & come up with ways to improve training or way it is delivered.
Make your team more flexible so that changes can be made quickly & easily
in response to feedback.
TABLE 3 PROBLEMS AND SOLUTIONS

1.7 Time management

Time management is the process of planning and organizing how you allocate your time to specific
tasks and activities effectively. The practice of successfully managing and arranging your time so that
it may be allocated to various jobs and activities is known as time management. It includes
establishing objectives, prioritizing work, and applying strategies and resources to maximize output
and effectiveness. People who are good at managing their time may maximize their productivity,
achieve their objectives, feel less stressed, and have a healthy work-life balance. Prioritizing
activities, creating schedules or to-do lists, avoiding delays, assigning work to others when needed,
and being adaptable to last-minute adjustments or interruptions are all important components of time
management.

FIGURE 23 GANTT CHART FOR THE EVENT PREPERATION.

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 Date Time Part Responsible Person
11.02.2024 8:30 am - 8:40 am: Introduction to IT Best Suganthi Sundarraj
Practices
11.02.2024 8:40 am - 8:50 am: Basic Browser Kavidu Vimukthi
Knowledge
(Edge/Chrome)
11.02.2024 8:50 am - 9:00 am: Basic Email Y. Karan Hasintharan,
Knowledge Mohamed Musarak
11.02.2024 9:00 am - 9:10 am: Basic Excel Ashan Niwantha
Knowledge
11.02.2024 9:10 am - 9:20 am: Patience and Problem- Mohamad Shahil
Solving
TABLE 4 TRAINING EVENT SCHEDULE

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2. Task 2

2.1 What does a problem mean? (Seel, 2012)

FIGURE 24 PROBLEM

A problem is generally considered to be a task, a situation, a person, or an issue difficult to

face with or control due to complexity and intransparency. Problems can happen in various
aspects of life, such as personal, professional, academic, technical, complex, or global. This
involves challenges that need to be addressed and solve it.

How to identify the problems?

Identifying a problem is a main step in the process of solving the problems. There are some
general steps and techniques to identify the problem.

1. SWOT Analysis

FIGURE 25 SWOT

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 • SWOT analysis is a strategic planning tool used to identify internal and external
factors. It provides a good perspective on the company’s, organizations or a particular
team’s strengths, weakness, opportunity, and threats.
• SWOT analysis for the following scenario,
Strength • Good team leader
• Supportive team members
• Experienced Team members
Weakness • Poor time management skill of some members
• Lack of technology availability
• Weak attendance for group meetings.
Opportunity • Cooperative clients
• Low competition in this specific project
• Easy access to similar project details
Threats • Material cost
• Tech device cost
• Logistic issues
TABLE 5 SWOT
2. Brainstorm

FIGURE 26 BRAINSTORM.

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Brainstorm is a technique to gather many ideas within a group to solve an identified problem. Group
members will gather the ideas and count and vote on them. Most voted ideas will execute as the
solution. Sometimes more than one solution will apply to the problem based on the voting results.

1. Step 1: Prepare the group.

First need to set up a comfortable environment to start the meeting session.
Make sure to have the tools, resources, and refreshment that we need before
starting the session.
2. Step 2: Present the problem.
Explain the problem that needs to be solved and lay out any criteria that we
must meet. The objective of the meeting is to gather as many ideas as possible
for the identified problem.
3. Step 3: Guide the discussion.
After everyone has shared their ideas, vote for the most common idea, and
start a group discussion to develop the selected idea. After that try to execute
the idea to the identified problem.

3. 5-Why Method

FIGURE 27 (5-WHY METHOD)

This method involves asking “WHY?” five times repeatedly to identify the root cause of a
problem. It drills down through the layers of symptoms and identifies the root cause. It is a
most effective way when the answers come from the people who have hands-on experience.

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An example of implementing the 5-Why method.

1. Why didn’t submit the project on time (First Why)

Because of the team member’s weak attendance.
2. Why did team members have weak attendance (Second Why)
Because the project manager is not cooperative with the team.
3. Why did project manager is not cooperative (Third Why)
Because of weak management and the IT manager’s direct influence.
4. Why did IT manager involve with the cause of weak management (Fourth Why)
Because of an internal clash with the IT director.
5. Why IT manager have internal clash with IT director (Fifth Why)
Because the IT director didn’t appreciate the IT manager for his previous
achievement, the IT manager was not performing well.

So, the root cause of the problem is the IT director didn’t appreciate the work so the
employees under his control do not feel good about that.

6. Drill Down Technique

FIGURE 28 DRILL DOWN TECHNIQUE

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The Drill Down Strategy is dissecting an intricate issue by separating it into logically more
modest parts. This method is regularly utilized in different fields, for example, information
examination, critical thinking, and task the executives. The reason for this method is to
acquire a more profound comprehension of a circumstance by inspecting its singular
components or layers.

Problem Solving Methods

As already mentioned, there are some effective methods to identify the problems, and there
are some effective methods to solve problems too.

1. Brainstorm
o We have discussed about brainstorm already in how to identify the problems. But
brainstorm can work as a problem-solving method too.
o A group can identify the problem, gather ideas for how to solve the problem and
can execute the most suitable method.
2. Abstraction
It includes improving on complex frameworks or issues by focusing on essential
details while ignoring unnecessary details. This technique permits you to comprehend
and take care of issues at a more significant level of conceptualization, making it
simpler to handle and address the center issues.
3. Analogy
The use of analogies in problem-solving is a method that includes drawing matches
between the ongoing issue and a comparable circumstance or idea to acquire
experiences, thoughts, or arrangements.
4. Lateral thinking
Diverse, creative alternatives are explored and a break from linear, traditional
problem-solving methods is encouraged via lateral thinking. You can inspire
creativity, find novel ideas, and create more memorable and engaging experiences for

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 attendees by implementing lateral thinking into event planning. To be simple we want
to think out of the box.

FIGURE 29 LATERAL THINKING

5. Critical Path Analysis
o It is a technique to predict the total project duration. By this action we can figure
out which activity need to complete first and can predict the total duration of
project completion.
o Critical path analysis involves focusing on the key activities that directly impact
the project timeline.

FIGURE 30 CRITICAL PATH ANALYSIS

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2.2 Advantages of applying problem-solving techniques while holding the event and
making it successful.

The problem we faced while doing this event.

• We didn’t have a person to take responsibility for the visual effects and create a flyer.

In this situation we used brainstorm method to find out a suitable idea to solve this
problem. And we had three options to solve the problem.

Option 1 Option 2 Option 3

Do a crash Refer Hire an

course. YouTube. expert.

2 Votes 6 Votes 2 Votes

Advantages of using Brainstorm method for this problem.

o Diverse perspective:
There are several members with diverse backgrounds, experiences, and expertise.
So, this will lead to more comprehensive and innovative ideas.
o Creative and Enhancement:
Since it’s open and has no judgments in their ideas, it creates an environment to
boost creativity.
o Quantity of ideas:
This much of quantity gives a more extensive pool of possible arrangements,
improving the probability of finding special and compelling methodologies.
o Rapid Idea Generation:
Brainstorming is a time-efficient method for quickly generating ideas.
o Idea Ownership:

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 The participants in the meeting to generate new ideas have the ownership and
credits on their thoughts. This can improve inspiration and obligation to the chose
arrangement, cultivating an aggregate liability regarding the progress of the task.

By coordinating these problem-solving techniques, you can address difficulties, distinguish

potential open doors, and upgrade the general plan and conveyance of the IT and delicate
abilities preparing occasion. Every procedure adds to a more intensive comprehension of the
undertaking's intricacies and empowers a proactive way to deal with critical thinking.

2.3 Solving the problem using problem-solving technique.

• Problem – No one in the team to carry out the visual effects and flyer work.
• For the above problem we have chosen brainstorm method because of time-efficiency
and way compatible with the problem.
• Ideas to solve the problem.

Option 1 Option 2 Option 3

Do a crash Refer Hire an

course. YouTube. expert.

2 Votes 6 Votes 2 Votes

o Option 1 - This is a good and trustable option, but because of the time deficiency
we wouldn’t be able to complete it on time.
o Option 2 – This is a flexible idea for the problem and the time deficiency, and
most of the members agreed with this option.
o Option 3 – To be honest this could be the best option, but because of the time
deficiency it would have been hard to find an expert on time and because of the
high cost we couldn’t choose that option.

By using problem identifying techniques and problem-solving techniques we chose the

decision accurately and finished our event successfully.

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3. Task 3

3.1 Team contribution

Through this event need to receive a comprehensive training program to call center center
employees within 5 working days to improve customer service quality.

So, for this event all the members give their bests to complete this training program and
make it successful. And the that they have taken and their contribution to the work are given
in Activity 1.3.

Prepared documents for the training event

FIGURE 31 POWERPOINT SLIDES 1

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FIGURE 32 POWERPOINT SLIDES 2

FIGURE 33 POWERPOINT SLIDES 3

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FIGURE 34 POWERPOINT SLIDES 4

FIGURE 35 POWERPOINT SLIDES 5

3.2 What is teamwork? (Asana, 2024)

A team is a group of people who work together to accomplish a common goal or target. A
team, as opposed to a group, usually has a high degree of interdependence among its
members, which means that every individual's actions and contributions have a direct bearing
on the team's performance.

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In the workplace, teamwork is essential since it enhances an organization's operational
effectiveness. Good team dynamics allow each member to break down large projects into
smaller, more manageable jobs, which increases output and improves an organization's
ability to operate. Additionally, productive cooperation builds a network of companions that
may greatly raise morale and job satisfaction among staff members.

3.3 Team Dynamic

The complex patterns of cooperation, communication, and collaboration that exist inside a
team are referred to as team dynamics. It is the lifeblood of a company, deeply ingrained in
all aspects of its operations, from overall success to employee happiness and creativity to
productivity.

The interactions, relationships, and behaviors that occur inside a team at work are referred to
as team dynamics. It covers all aspects of how members of a team work together, interact,
and influence one another, all of which affect the efficacy and performance of the team.
These dynamics include both informal and formal elements, such as interpersonal
interactions and communication styles, as well as roles and structure.

Characteristics of a dynamic team.

• Team trust
• Accountability
• Transparency
• Efficiency
• Positive attitude

Importance of a dynamic team for a project

• Creativity and Innovation.
• Adaptability to change.
• Collaboration and Communication.
• Problem-Solving Abilities

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• Resilience and Adaptability
• Continuous Improvement
• Motivation and Engagement

How team dynamics helps to make the project success.

1. Time Management:
A dynamic team effectively manages assignments, sets priorities, and meets deadlines.
For example, they provide timely project delivery by quickly adapting to changing needs
with agile approaches.
2. Task completion:
Tasks are accomplished properly and to a high quality by a dynamic team via efficient
teamwork and clear communication. For instance, peer reviews and routine check-ins
make it easier to spot gaps and mistakes early on and fix them.
3. Cost Efficiency:
Throughout the project lifespan, a dynamic team minimizes costs via proactive problem-
solving and thoughtful resource allocation. For example, they might work with vendors to
get advantageous contracts or come up with creative methods to save costs by
streamlining procedures.
4. Team Balance:
A dynamic team makes the most of each member's unique talents and creates a
welcoming atmosphere where everyone may participate successfully. Assigning duties
according to skill, for instance, guarantees a balanced burden and improves team
performance.
5. Team Behavior:
Integration and confidence are raised by positive team dynamics, which boost output and
cooperation. For example, frequent team-building exercises and open lines of
communication help team members to trust and appreciate one another, which creates a
positive work atmosphere.

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4. Task 4

4.1 What is CPD?

FIGURE 36 CPD.

• CPD stands for Continuing Professional Development. It is a practice of keeping track of

and documenting the skills, knowledge, and experience that gained formally and
informally beyond the original training. And it helps to manage our own development on
an ongoing basis. It’s a record of what we have experienced, learned, and applied.
• Importance of CPD
1. It improves job performance.
2. Can boost our income.
3. Can stay relevant.
4. It opens new opportunities.
5. It'll help to contribute to the team.
6. We remain interested in our career.
7. It improves and updates the skills.

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Personal Development
• Personal development is a lifelong process that helps to assess skills and qualities,
consider the aims in life, and set goals to realize and maximize the potential of an
individual person.

Professional Development

• Professional development is the continuous training and education of an individual in

regards their life.
• The main goal of professional development is to keep up to date about current trends as
well as to help to develop their new skills for the purpose of advancement in the field.

How CPD helps to improve and achieve professional & personal development

1. Improve job performance.

Personal development: Helps to become more proficient and confident in the job.
Professional development: Can get bonuses or promotion.

2. Can boost our income.

Personal development: Provides financial stability.
Professional development: It shows that we could be eligible to acquire new levels.

3. Can stay relevant.

Personal development: Knowledge will remain up to date on the current trends.
Professional development: You become a more useful asset to clients or employers
when you stay current in your profession.

4. It opens new opportunities.

Personal development: It allows for personal growth, and it introduces you to a range of
perspectives and experiences.
Professional development: It can introduce you to new contacts, job openings, or career
paths that align with your interests and goals.

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5. It'll help to contribute to the team.
Personal development: It improves teamwork and communication skills.
Professional development: Collaborating with your team to share information and skills
improves overall performance.

6. We remain interested in our career.

Personal development: That reflects your hobbies and passions help you stay inspired,
involved, and passionate about your professional path.
Professional development: Guarantees that you continue to be proactive in looking for
fresh challenges, educational opportunities, and growth-oriented paths.

7. It improves and updates the skills.

Personal development: Gaining new abilities or honing those you already have
promotes the process of self- progress, and flexibility.
Professional development: It boosts your confidence while taking on new jobs or
endeavors and protects your career from changes in technology or the business
environment.

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4.2 Continuous Professional Development (CPD) Plan

FIGURE 37 PROFESSIONAL DEVELOPMENT PLAN

The purpose of a Continuing Professional Development Plan is Identifying and documenting
the learning and development you want to do to advance in your career. This might be done
to help you advance in your existing position or to open opportunities for you to take on new
responsibilities. The CPD plan should ideally be finished after conversations during an
assessment or after the Training Needs Analysis is finished. It may also be utilized as a
personal strategy for changing careers or looking for work.

Parts of a CPD plan

1. Goals and objectives

2. Strategies
3. Resources
4. Timeliness
5. Self-assessment

Self-Assessment (Asana, 2024)

The foundation of your personal development plan is self-assessment, which is an essential

step you should carefully consider each time you revise your PDP. This phase involves
assessing your present knowledge and skill set, as well as your professional and personal

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interests, as well as any goals, objectives, or desires you may have for your career. It is
necessary to first assess your existing level of competence and knowledge on relevant topics
to determine what needs to be changed or improved to advance in your job.

Self-evaluation is not always simple. Consider utilizing a personality test or assessment tool
to get this process started faster.

FIGURE 38 SELF-ASSESSMENT

Goals (RESOURCING, n.d.)

o When we set a goal in our CPD plan, it should be SMART. By using SMART, goals will make
them trackable.

SMART

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FIGURE 39 SMART - GOALS
o Specific: Avoid general common goals and focus on the core that what we are thinking to
achieve.
o Measurable: Setting measurable goals can make it easier for you to track your advancement
toward achieving them.
o Attainable: Set goal that can be achievable with the time and resources we have or can stretch
to.
o Relevant: Set relevant goals to focus on our development in a particular path or on our career
and education.
o Time-Based: Setting a deadline or milestones towards work will help to make us focus on the
goal.

Remember that our CDP is supposed to help us reach our objectives! By using the SMART
approach, we can make sure that our objectives are met and steer clear of the common
blunders associated with unrealistic goal setting. Make the most of our CDP by utilizing
SMART!

An example of goals and objectives.

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Goal: Study BSC in Cyber Security

Objective 1: Complete O/L Examination in 2020

Objective 2: Complete an I.T Diploma in 2021

Objective 3: Complete HND in Computing – Cyber Security within 2023

Strategies

Strategies are the methods or approaches used to achieve the CPD objectives. These
strategies outline the actions or steps that an individual plans to follow to effectively achieve
their objectives. Several options include going to conferences, enrolling in classes, seeking
mentorship, attending seminars, and conducting independent research.

Resources (Lowe-MacAuley, n.d.)

In order to carry out your strategy with efficiency, you will require certain materials. The
resources you connect with your goals with are essential, whether you're brushing up on a
skill, keeping up with industry trends, or getting guidance from seasoned pros. Here are some
examples.

o Courses for education: Coursera, Udemy, and edX provide classes covering nearly
every topic under the sun.
o Mentorship programs: To find possible mentors in your profession, SCORE and
LinkedIn are excellent tools.
o Workshops and seminars: A variety of industry-specific lectures and workshops are
available through Meetup and Eventbrite.
o Digital resources for skill development: You may expand your expertise with the aid of
GitHub, Tableau Public, and Duolingo.
o Online forums and communities: Stack Exchange and Reddit provide sections devoted
to certain sectors, professions, or skill sets.
o Books & Journals: Never undervalue the influence of a well-written book or a journal
tailored to a certain field.

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Timeline (Lowe-MacAuley, n.d.)

Once you have your plans and tools in place, don't forget to assign a deadline to each
objective. To assist you remain on course, you'll need to set realistic goals and add
milestones. Your accomplishments serve as little sources of inspiration. These are calculated
moments to stop, think, and determine whether you're still moving forward.

When pursuing long-term objectives, it might be simple to lose sight of your progress. Even
if you're just taking one step at a time, progressing ahead is something you can see when you
record your milestones. Choose a progress tracking and celebration method that works for
you.

FIGURE 40 TIMELINE.

4.3 CPD plan for some of our team members

Leader Analyst Project Coordinator Project Planner

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Self-assessment • Ask managers and other team • Evaluate current analytical • Analyse your present level • Examine previous projects
members for their opinions. techniques and abilities, of coordination and to pinpoint areas where
• Consider the morale and such as problem-solving, organization, including your project planning is strong
performance of the team statistical analysis, and data ability to prioritize tasks, and where it needs to be
when assessing the efficacy of interpretation. manage your time, and improved.
a leader. • Examine previous analytical collaborate with others. • To obtain insight into the
• Consider your leadership endeavours to pinpoint your • Examine previous team's communication and
advantages and areas of proficiency and endeavours to pinpoint cooperation skills, ask
disadvantages. those that want achievements and managers and coworkers
enhancement. opportunities for enhancing for comments.
project management and
coordination.
Goals Develop as an inspirational Develop your analytical abilities Enhance the efficacy and To improve planning abilities,
encouraging team leader. to provide deeper, more useful efficiency of project coordination get a deeper comprehension of
insights from data analysis. to guarantee stakeholder project management concepts
satisfaction and successful project and methodologies.
delivery.
Strategies • Set a good example for others • Take part in online courses, • Participate in online classes, • Enrol in a certification
to follow by acting with seminars, or workshops on workshops, or seminars that program or advanced
honesty, responsibility, and advanced analytics to pick focus leadership, time project management course
professionalism always. up new skills and methods. management, and project to learn new approaches
• Gain practice and instruction • Work together with peers organization. and strategies for project
to build strong and subject matter experts to • Use software and tools for planning.
communication abilities. obtain a variety of project management to • Encourage open lines of
• Establish a solid rapport with viewpoints and ideas about organize tasks, allocate communication among
team members through data analysis. tasks, and monitor progress. team members to guarantee
frequent communication and • proactively look for chances • Develop your agreement on project
constructive criticism. to incorporate cutting-edge communication and objectives, priorities, and
• Encourage the team to analytical techniques into interpersonal skills to help schedules.
innovate and always strive for practical tasks and team members work • To increase teamwork and
progress. situations. together and coordinate expedite planning
• Compile and disseminate the effectively. procedures, use project
results of analytical management software.
initiatives to create a
portfolio that highlights your
skills and achievements.

Resources • Textbooks and other materials • Participate in online • Enrol in project • Participate in webinars or
about management and seminars or courses. management courses online classes provided by
leadership. • For data analysis and provided by professional respectable universities or
• Opinions from teammates, visualization, make use of associations or approved trade associations.
managers, and peers. analytical tools and software educational institutions. • For efficient planning and
• Workshops or seminars for like R, Python, Tableau, or • For task management and task management, use
leadership development. Power BI. teamwork, use project project management
• Guidance from seasoned • Keep up with the latest management software software solutions like
executives. developments and industry programs like Microsoft Asana, Trello, or Microsoft

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 best practices in data Project, Asana, or Project.
analysis by reading Basecamp. • Ask experienced project
academic publications, • Examine publications on managers in the company
industry papers, and case project management topics for coaching or mentoring.
studies. such as leadership, time
management, and effective
communication.

Timeliness • Establish due dates for • Set deadlines for finishing • Set deadlines for completing • Set definite completion
accomplishing leadership each of the chosen seminars significant tasks related to dates and benchmarks for
goals. or courses. improving project the project management
• Arrange frequent check-ins to • Make time for personal coordination and leadership course or certification
evaluate progress and make study and practice so that development. program.
any modifications you may use new analytical • Review goals and progress • To guarantee on-time
approaches and reinforce often and modify schedules completion, evaluate
what you've learned. in response to comments progress against targets on
• Plan frequent progress and performance reviews. a regular basis and modify
reviews and make necessary • Arrange for regular check- schedules as necessary.
timetable adjustments ins with mentors or • Plan frequent check-ins
depending on performance supervisors to go over with mentors or
and input. progress, obstacles, and supervisors to go over
room for improvement. progress and resolve issues
that may arise.

TABLE 6 CPD PLAN

4.4 Motivational Theories. (Sands, 2024)

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The study of motivation theory aims to explain what motivates people to strive toward
certain objectives or results. Although it applies to all aspects of society, business and
management stand to benefit greatly from it.

This is because motivated workers are more productive, and productive workers generate
more profits.

01. Maslow's Hierarchy of Needs (Mcleod, 2024)

FIGURE 41 MASLOW'S HIERARCHY OF NEEDS

Abraham Maslow introduced that a person will be motivated when his needs are fulfilled.
Maslow's hierarchy of needs is a psychological theory of motivation that consists of a five-
tier model of human needs that is frequently represented as levels within a pyramid.

Five levels of hierarchy and the impact they have on workplace performance.

1. Physiological
It is a biological need for survival. (Ex: Food, air, drink, shelter, clothing, etc....)

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 • Ensuring that workers' fundamental physiological demands are addressed during
the IT and soft skills development program requires providing a comfortable and
safe working environment. This involves having access to facilities like food,
drink, restrooms, and enough ventilation.
• By taking care of their physical requirements, employees may perform better in
training and development sessions by focusing better and reducing distractions.

2. Safety
Individuals desire a life that is predictable, controlled, and in order.
• Setting up routines and security measures reduces stress, which improves
employee performance by providing a positive learning environment.

3. Love and Belonging

It refers to the emotional desire that people have for interpersonal interactions, affiliation,
closeness, and group membership.
• Creating an impression of community via team-building exercises and rewards
encourages cooperation, which raises employee engagement and, in turn,
enhances output.

4. Esteem
These are the fourth level in Maslow’s hierarchy, and these combine respect, self-worth,
and achievement.
• Providing chances for skill development and recognizing accomplishments
increases self-esteem, inspiring workers to thrive in their positions and make
valuable contributions to the company.

5. Self-actualization
As the highest level of Maslow's hierarchy, it denotes peak experiences, self-fulfillment,
reaching one's full potential, and pursuing personal development.

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 • Encouraging workers to seek learning opportunities for both personal and
professional development results in a boost in job satisfaction, creativity, and
innovation, which in turn improves overall performance.

02. Herzberg's Two Factor Theory (thelittleprincrg89, 2023)

FIGURE 42 HERTZBERG'S TWO FACTOR THEORY

Herzberg’s theory of motivation was coined by Fredrick Herzberg. This theory is well-
known for being referred to as the two-factor theory or the Motivation-Hygiene hypothesis.
The variables of growth are associated with the motivating component, whereas the factors of
survival or maintenance are associated with the hygiene factor.

Hygiene Factor

• Although these characteristics cannot produce good consequences, they do prevent bad
results from happening. If these elements are lacking from the organization, discontent
and low motivation may result. The word "hygiene" is derived from science and

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 medicine, and it refers to adopting preventative precautions rather than actively
enhancing workers' health.
• Some examples of hygiene factors.
o Interpersonal relationships with employers
o Interpersonal relationships with employees
o Interpersonal relationships with subordinates
o Organizational policies and structure
o Salary
o Work conditions.
o Personal experiences of individual
o Job role and security
o Personal life
• How hygiene factor has impacts in workplace performance.
o A good salary, job stability, and comfortable working circumstances are examples of
hygiene aspects that are crucial for ensuring employee happiness and avoiding
dissatisfaction.
o Impact on Performance: By making sure these requirements are satisfied, employers
can set a baseline of happiness, lower absenteeism and turnover rates, and free up
staff members' attention for work-related activities from unhappiness with their
working environment.

Motivational Factors

• Positive effects on job satisfaction and increased productivity are often the result of
motivational factors. As result, these elements have a positive impact on productivity,
motivation, effectiveness, and satisfaction.
• Some examples of motivational factors.
o Growth prospects
o Authority and responsibility
o Achievement and acknowledgement
o Advancement

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 o Promotions
o Recognition
• How motivational factors have impacts on workplace performance.
o Based in the job itself, motivational elements like acknowledgment, difficult
labor, and chances for growth and progress can boost motivation and job
satisfaction.
o Impact on Performance: Meeting employees' needs for motivation can encourage
them to do their best work, which raises engagement, creativity, and productivity.
When workers are driven by meaningful work and have possibilities for both
professional and personal growth, they are more likely to go above and beyond in
their employment.

03. Vroom's theory of Expectancy

FIGURE 43 VROOM'S THEORY OF EXPECTANCY

• This theory was given by Victor Vroom. He thought that the kind of reward that
individuals were expecting for completing their duties successfully increased their
motivation. Individuals inside the company choose the level of work necessary to get the
necessary rewards. Since humans are rational creatures, they constantly try to elevate the
obvious worth of these kinds of rewards. If people think that doing things in a certain
manner would gain them the benefits they want, they become highly motivated.

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• In Vroom’s model, three variables are involved.
1. Valence
2. Expectancy
3. Instrumentality

1. Valence

• The "value of the rewards" that come from performance is referred to as valence.
• The value of a person's liking for any kind of reward is indicated by its valence.
• Valence is not the actual value of the reward rather it is the perceived value of the reward
which they expect to receive after attaining the goals.
• Valence can also be zero when the employees are indifferent about the outcomes they
receive. Valence can also be defined as how much an individual really wants a reward.

2.Expectancy
• It shows how much someone feels that his efforts will lead to the first-level result, such
as finishing a task.
• The probability that a particular activity will lead to a particular result is known as
expectancy.
• It is an individual's assessment of the probability that a specific action or behavior will
lead to a specific consequence.
• It also goes by the term "Effort-Performance Probability" because of this. It clarifies how
performance and effort are related.
• Expectancy can be affected by various factors like appropriate skills, right resources,
social support, access to information, etc.

3.Instrumentality

• The concept of "instrumentality" describes a person's conviction and expectation that

his actions will bring about a certain desired outcome. It is the extent to which a
desired second-level consequence will follow from a first-level one.

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 • It is predicated on the idea that if workers perform effectively, a legitimate result
should be anticipated.
• As an example, let's say someone wants a promotion and thinks that achieving great
performance is essential to obtaining the promotion. Promotion will thus be regarded
as the second-level outcome and better performance as the first. So, getting the
promotion in this case will depend on excellent performance.
• Instrumentality has a value between 0 and 1.
• It demonstrates how performance and reward are related. It speaks about
"Performance-Reward Probability" as a result.

• How motivational factors have impacts on workplace performance.

o Employees are more likely to be driven to do their best work when they think their
efforts will pay off in successful performance and desired results.
o Employees' conviction in the relationship between expectations and performance may
be strengthened by clear communication of expectations, performance incentives, and
chances for skill development. This can result in higher performance.
o During the IT and soft skills development program, event planners may boost
employee motivation and drive by matching goals with desired outcomes and giving
required resources and support. This will lead to improved levels of engagement,
productivity, and performance.

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References
Asana, T., 2024. [Online]
Available at: https://asana.com/resources/teamwork-in-the-workplace
[Accessed 21 March 2024].

Asana, T., 2024. Asana. [Online]

Available at: https://asana.com/resources/professional-development-plan
[Accessed 21 March 2024].

Lowe-MacAuley, K., n.d. flexjobs. [Online]

Available at: https://www.flexjobs.com/blog/post/create-a-professional-development-
plan/#:~:text=Organize%20these%20goals%20based%20on,the%20bigger%20picture%20in%20sigh
t.
[Accessed 21 March 2024].

Mcleod, S., 2024. SimplyPsychology. [Online]

Available at:
https://www.simplypsychology.org/maslow.html#:~:text=Maslow's%20hierarchy%20of%20needs%2
0is,esteem%2C%20and%20self%2Dactualization.
[Accessed 21 March 2024].

RESOURCING, 2. C., n.d. Social Hire. [Online]

Available at: https://social-hire.com/blog/candidate/get-the-most-out-of-your-pdp-by-setting-smart-
goals
[Accessed 21 March 2024].

Sands, L., 2024. Breathehr.com. [Online]

Available at: https://www.breathehr.com/en-gb/blog/topic/employee-engagement/what-are-
motivation-
theories#:~:text=Motivation%20theory%20is%20the%20study,productive%20employee%20is%20m
ore%20profitable.
[Accessed 27 November 2023].

Seel, N. M., 2012. Springer. [Online]

Available at: https://link.springer.com/referenceworkentry/10.1007/978-1-4419-1428-
6_914#:~:text=A%20problem%20is%20generally%20considered,stated%20for%20examination%20

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or%20proof.
[Accessed 13 March 2024].

thelittleprincrg89, 2023. GeekforGeeks. [Online]

Available at: https://www.geeksforgeeks.org/herzbergs-two-factor-theory-of-motivation/
[Accessed 21 March 2024].

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Grading Rubric

Grading Criteria Achieved Feedback

LO1 Demonstrate a range of interpersonal and

transferable communication skills to a target audience.

P1 Demonstrate effective design and delivery of a training

event for a given target audience, using different
communication styles and formats

P2 Demonstrate effective time-management skills in planning

an event.

M1 Design a professional schedule to support the planning of

an event, to include contingencies and justifications of time
allocated.

D1 Evaluate the effectiveness and application of interpersonal

skills during the design and delivery of a training event.

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 LO2 Apply critical reasoning and thinking to a range of
problem-solving scenarios.

P3 Demonstrate the use of different problem-solving

techniques in the design and delivery of an event.

P4 Demonstrate that critical reasoning has been applied to the

design and delivery of the event

M2 Research the use of different problem-solving techniques

used in the design and delivery of an event.

M3 Justify the use and application of a range of methodologies

in the design and delivery of an event.

D2 Evaluate the overall success of the event delivered, in terms

of how well critical reasoning and thinking were applied to
achieve the end goal.

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 LO3 Discuss the importance and dynamics of working
within a team and the impact of team working in different
environments.

P5 Discuss the importance of team dynamics in the success

and/or failure of group work.

P6 Work within a team to achieve a defined goal.

M4 Analyse team dynamics, in terms of the roles group

members play in a team and the effectiveness in terms of
achieving shared goals.

D3 Critically evaluate your own role and contribution to a

group scenario.

LO4 Examine the need for Continuing Professional

Development (CPD) and its role within the workplace and
for higher-level learning.

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 P7 Discuss the importance of CPD and its contribution to own
learning.

P8 Review different motivational theories and the impact they

can have on performance in the workplace.
P9 Produce a development plan that outlines responsibilities,
performance objectives and required skills for future goals.
M5 Justify the role of CPD and development planning in
building motivation.

D4 Evaluate a range of evidence criteria that is used as a

measure for effective CPD.

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