L6: WORKMANSHIP & TEAM WORK Introduction Workmanship plays an important role in efficiency and productivity of a person in a job.

It also helps in building the image of the individual and the organization in which he is working. Workmanship is related to the outcome of the skills acquired and learned by the worker. It is also the reflection of ones attitude towards his or her work. Workmanship is reflected in the quality of the total work done. A small portion of job done with poor workmanship may mar and affect the quality of the entire work. WHAT IS WORKMANSHIP ? he application of knowledge! skills! artistry and proficiency! with which one performs his job! is called workmanship. Workmanship is observed by the result end product of the performance of ones assigned job. he attitude or behaviour and mood of the person may influence the process. "ut generally speaking workmanship is more related to acquired skills and practice and e#perience. In the elecom department various persons with varied knowledge and skills are required at different levels of the hierarchy to perform different types of jobs. hey require various types of skills to be applied for better workmanship. Although workmanship is a broad term covering all the jobs! we will study the workmanship relating to tangible works such as Installation of telephone equipment and lines! testing of lines! and maintenance and repair of various telecom equipment and relating to office management of a telecom office.

There are a fe !a"ic "#i$$" needed for a %ood or#&an in Te$eco&&unication" 'e(art&ent) The"e "#i$$" can !e c$a""ified a" !e$o ) *OMM+NI*ATIONS SKILLS : he ability to speak! listen and understand! and to provide answers in easy to understand language is called communication skills. SKILLS O, HAN'LIN- O, TOOLS : Ability to handle different kinds of basic hand tools! such as $crew %rivers! $panners! &liers! $aws! %rills! 'ammers! $olders! (utters! )nives! Wire $trippers! (rone type *$A+insertion tool etc. A good telecom technician should have basic skills of an ,lectrical Wireman. In addition he should have adequate knowledge and practice of handling various 'and - ools useful in the fields of (arpentry and .echanical /itting + /itter trade. SKILLS O, HAN'LIN- O, INSTR+MENTS. TESTERS : Ability to understand and use various types of Instruments such as .ulti0meters! .eggars! (ontinuity tester! 1ine esters! *scilloscope! /requency meters etc. SKILLS O, HAN'LIN- O, MA*HINES : Ability to handle machines like drill machine. Wrapping guns! cutting machines! etc for testing and operating of lines of the telephones etc . A good telecom technician + personnel should acquire all the above skills

in order to become a good workman. he use of these may be done as per their operating instructions and e#perience. /+ALIT0 WORKMANSHIP he image of a service organization like ours depends not only on the quantum or volume of the services rendered to the public! but very much also on the quality of the services rendered by its employees. It is not just the number of lines provided that is important! but also the quality of the line installation also is equally important. he quality of services depends to a large e#tent on the 1ua$it2 of or#&an"hi() 2uality workmanship can be achieved by the following 30 &lanning for proper tools! layouts of the equipment and material 4se of proper material 4se of proper tools 4se of proper techniques /inishing of the work

Re1uire&ent of /ua$it2 Wor#&an"hi( in Te$eco& 'e(art&ent 2uality of workmanship in ,1,(*. %,&A5 .,6 is required for improvement in many areas of departments working. &articularly in view of the threats of competition from the private telecom operators! we need to concentrate on some of the very basic areas of our works. hese are as follows7 In layout and fi#ing of equipment such as %&s! pillars! poles and wires In erminations of wires In 8ointing of wires 9 cables In /i#ing and terminations of terminals strips! rosettes! telephone instruments In tightening of the screws! nuts! bolts In proper installation of electronic equipment In providing proper earthing In providing proper Ac or %( supply In proper record keeping In communicating within the organization

In communications with the customers In proper office management and house keeping

What i" Poor or#&an"hi( ? If the output and quality of work looks unfinished! insufficient and shabby! it may be due to :&oor workmanship;. he poor workmanship leads to fault prone equipment and unsatisfactory service for the user. his lends to large number of complaints. &oor workmanship may be attributed to many reasons. Rea"on" for (oor or#&an"hi( 5easons of poor workmanship are generally as below 1ack of knowledge of equipment! or work. Inadequate skills and practice of the person for the given work 1ack or inadequate availability of appropriate tools and machines. &oor quality of material of the equipment and wires! and other accessories such as solders! insulation! jointing material! tools etc. 1ack of supervision and monitoring and accountability of work. 1ack of motivation to work better. 1ack of willingness + aptitude in the worker to perform better

Ho to a3oid (oor or#&an"hi( ry to do the job right at the very first time! dont leave any thing badly done or incomplete. 1earn and practice for doing e#cellent job. Acquire better skills. Arrange obtain all the necessary tools! machines! material and information before hand. 4se your common sense and presence of mind to find out solutions for different situations. Always est and take measurements of electrical characteristics. ake proper measurements of rooms! furniture or equipment prior to carrying out the work. %o the work with a team spirit with other co0workers

Arrange to take joint + combined tests in time with team effort. ake proper acknowledgement of completion of work from the end user. (onvey the work completion report to the concerned authority. 6ever hurry and take shortcuts. 'ave pride in your job

Ad3anta%e" of #no in% 2our 4o! and !ein% a 1ua$it2 or#&an) Any job involves certain skills! knowledge and attitude. Inculcate those requirements in you for your own benefit. If you have mastered your job you will have many advantages. <our capacity of doing work increases many folds since you are able to do work much faster than others. <ou avoid delay to the public thereby satisfying their e#pectations. If you know your job well! you will have lot of confidence in doing your work. <ou can deal with customer much easily if you have confidence in you and you can satisfy them by replying to their queries. .any times it has been seen that the counter personnel get irritated because they do not know their job well. <our image with superiors! colleagues! and subordinates and with public will get enhanced. *bjective of your organization will be achieved easily and hence the chances of your personal progress. <our value in the organization will increase! which will be appreciated ultimately by your employers by some kind of monetary rewards in some form or other. <our job satisfaction will improve and you will feel yourself important. <our personal life will improve and you will get better happiness. NEE' ,OR 'OIN- THE 5O6 RI-HT IN THE 7ER0 ,IRST TIME *ur motto should be 8'o the thin%" ri%ht 9 'o it ri%ht the fir"t ti&e. e3er2 ti&e and on ti&e: A job done perfectly in the very first instance is the most appreciated and valuable job. 1et us not leave any part of the given job unfinished or uncompleted at the very first effort.

<ou may take a slightly more time and put e#tra efforts in proper planning for arranging the necessary tools! equipment! testers! manpower! machines and required material to ensure perfect finishing of the job in very first instance. .ost of the faults occur in telecom due to improperly done installations in a haphazard way. A poorly done job leads to further complications and leads to complaints. his requires unfruitful e#tra maintenance efforts later one. $ome time the defects left in the first installations are not possible to trace later on and thus it cause permanent loss or wastage of the material! time! efforts and money. A properly finished job starts giving services and revenue immediately. It also improves the image of the ,1,(*. %,&A5 .,6 in the eyes of the subscribers. -a&e" of "#i$$"

&hone .echanic -a&e No) ; 5o! : *onnection of ire" on ro"ette" Materia$ & too$" re1uired : 184 =>! /lat screw driver - nos. cutter - ?! wire pieces - => each of half metre! $tar screw driver. 7a$uation < ,ach trainee will be asked to terminate the two wires of pair on rosette. &erformance is to be evaluated on the basis of no. of rosettes terminated within a minute. -a&e No) = 5o! : 5ointin% of ire" !2 t i"t &ethod Materia$ and too$" re1uired - 1ong nose pliers - ?! cutter - ?! wire pieces - => &@( insulated. 7a$uation : ,ach trainee will be asked to remove the insulation of &@( wires and joint the wires by twisting methods. &erformance is to be evaluated on the basis of no. of wires jointed within a minute. $r. *As -a&e > 5o! : Hand$in% of da#. (re(arin% of fi$e" and &o3e&ent of fi$e" Materia$ re1uired < /ile cover - =>! 6ote sheet =>! tags - =>! 5egister AsmallB - = %ak &ad =

7a$uation : One $etter i" to !e %i3en to trainee) He ha" to (ut u( the $etter in fi$e hich i$$ !e (re(ared !2 hi&) He i$$ &o3e the fi$e after &a#in% entire" in the re%i"ter) Ti&e i" to !e &ea"ured for doin% thi" 4o! and a$"o 1ua$it2 i" to !e e3a$uated) TEAM WORK Introduction eamwork is the ability to work together towards a common vision. he ability to direct individual accomplishment toward organizational objectives. It i" the fue$ that a$$o " co&&on (eo($e to attain unco&&on re"u$t") In any organization to ensure that the required task are continuously achieved employees of the organization are required to work in different groups. he people in the groups are required to work as a team. his way many groups and teams are formed in a large organization. Ideally speaking together all the employees are required to work as a team to achieve the goals and objectives of the organization. 5esponsibilities are shared individually and as a team to achieve the goals and objectives of the organization. We need team working for individual and organizational success. 'E,INITION O, A TEAM A team is a group that shares! and says that it shares! a common purpose and recognizes that it needs the efforts of every one of its members to achieve this. A tea& i" not A group of individuals who work at the same place A group of individuals who happen to have the same director or line manager A group of individuals who do the same job in the same location

INTERNAL *ON,LI*TS When a large group of people works together then internal conflicts are likely to happen because of different individual temperaments! mental setups! attitudes and behaviours. he internal conflicts lead to problems of internal co0ordination. he causes of internal conflicts are summarized as follows 30 =. C. E. ?. F. G. (ommunication gap Droup 9 individual rivalry 1ack of communication skills @iolation of communication channels @ested interests of few people controlling the masses! such as union leaders *rganisational climate - 4nfair system of reward and punishment may be responsible for internal conflicts.

H. 1ack of role clarity among members of team. &oorly defined responsibilities when the responsibilities of the individuals in a group are not clearly defined. I. 5ole based conflict - %epending on the importance of the role in the organization! one may have more important position among his colleagues =. Aggressive nature of some of the individual C. /avouritism shown by the superiors 9 leaders of team etc. E,,E*TS O, INTERNAL *ON,LI*TS he internal conflicts in the group or tem may result into =. C. E. ?. F. 5eduction in the efficiency Affecting the work progress Affecting the revenue earned by the organization .ars the image of the department (reating poor I.AD, of organization for customers - (ustomers feels less confidence and realistic towards the organization and as such loses faith in organisations reliabilities! credibility and goodwill.

WH0 TEAMWORK IS RE/+IRE' ? A team is therefore created out of necessity! the necessity to perform variety of tasks of a job by group of people. If the entire team performs in an e#cellent manner! the goals are easily achieved. Doals of the team are to achieve the organisations objectives. =. C. A team is developed wherever people have to work together to produce results. A team is capable of accomplishing much more than the sum total of what the members are capable of accomplishing individually. eamwork is stimulating! it encourages members to put in greater effort and helps them to give their best. &ieces fit together without distortion and together produce some overall pattern.

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If work of everyone is interdependent and if we want to keep costs low and quality high! then we need to implement actions that will 3 /acilitate people working together Ain other words instill a sense of teamwork in everyoneB .inimize waste and rework

In other words! manage your processes so outputs always meet or e#ceed specifications with little waste from making mistakes. /or this we need to develop team spirit and team values in every employee. TEAM SPIRIT 7AL+ES @alues are beliefs people hold about what is right! moral! just! and so on. hey serve as guideposts for how to behave in different situations. In an organization where teamwork is not practiced well! you might find managers and workers blaming individuals when outputs dont meet specifications. his would indicate values such as 3 If I do a good job thats all I have to worry about. &roblems are the result of somebody elses creation Individuals who make mistakes will only have to suffer the consequences.

herefore we need to understand some of the eam @alues and believe in them to be a successful 9 effective organization. TEAMWORK 7AL+E ; : WE?RE ALL IN THIS 6OAT TO-ETHER < OR-ANISATION. EMPLO0EES AN' *+STOMERS his is the foundation value for teams and teamwork. If we are all in this together! then our individual success depends on our mutual success and vice versa. If you really believe the value :Were all in this together!; when something goes wrong! your first inclination wont be to find the culprit. And when the organization is successful! you will take actions to share the rewards of that success and to recognize that everyone played a part.

TEAMWORK 7AL+E = : E/+AL IMPORTAN*E ,OR ALL MEM6ERS. NO S+6OR'INATES OR S+PERIORS 'ISTIN*TION IN WORK *rganisationally! this may sound controversial as it suggests that everyone is equal in rank and authority! but this is not e#actly what it means. 5emember we are talking about the teamwork attitude here! so this value has to do with how people view and interact with one another. LE7ELS O, RESPONSI6ILIT0. 6+T ONE LE7EL O,

'I,,ERENT ATTIT+'E

his value does not mean that some people may not have more responsibility than others. his value suggests to everyone :we are going to focus on the reason we are all here 3 o better serve our customers and generate the profit we need to stay in business and grow.;

When a companys managers eliminate the superior - subordinate attitude and replace it with the idea that we are all teammates! everyone feels more open to e#press whats on their minds. ,veryone will come to appreciate that all employees have something to contribute. hey will come to see that it makes sense to create an environment that 3 .a#imizes rather than restricts an employees contribution /acilitates cooperation in e#ecuting processes

TEAMWORK 7AL+E > : OPEN. HONEST *OMM+NI*ATION IS 7ITAL /or teams to prosper! teammates need to be able to speak candidly! honestly with one another. /or this they need following characteristics. E&(ath2 : ,mpathy has to do with proactively seeing the world from the viewpoint of others. hese others can be your teammates! supplier! customers! or members of other departments. Li"tenin% : Along with empathy comes listening. 1istening requires patience and concern to hear the other party without any prejudice or presumptions. TEAMWORK 7AL+E IN,ORMATION @ : E7ER0ONE HAS OPEN A**ESS TO

&art of effective decision making at any level of an organization has to do with the information a person has or needs. oday! information technology makes it possible for all jobs. IN,ORMATION ,A*ILITATES *OOPERATION)

TEAMWORK 7AL+E A : ,O*+S ON PRO*ESSES he work in an organization is a big process. eamwork is the collection of many individuals work. $till many managers tend to forget this and focus on the behaviour of individuals separate from the system and its processes as the key to success. We need to focus on the process as a whole and not as an individuals success or failures but that of the team. *HARA*TERISTI*S O, A -OO' TEAM =. (lear objectives C. 5oles for members clearly understood E. Appreciation of each others qualities ?. *penness of thoughts! beliefs and actions F. rust among members

G. (o0operation in team members H. ,ffective leadership I. Ability to deal with conflict J. Dood communication =>. &urpose of unity ==. $hared goals and objective E3er2 tea& need" a %ood $eader 6E A LEA'ER NOT A 6OSS he !o"" dri3e" hi" &enB the $eader in"(ire" the&) The !o"" de(end" on authorit2B the $eader de(end" on %ood i$$) The !o"" e3o#e" fearB the $eader radiate" $o3e) The !o"" "a2". 8I:B the $eader "a2". 8We:) The !o"" "ho " ho i" ron%B the $eader "ho " hat i" ron%B The !o"" fiCe" the !$a&e for the !rea#do nB the $eader fiCe" the !rea#do n) The !o"" #no " ho it i" doneB the $eader #no " ho to do itB The !o"" order". 8-o:. the $eader "a2". 8Let?" %o: The !o"" de&and" re"(ectB the $eader co&&and" re"(ectB So. !e a $eader < not a !o"") -RO+P EDER*ISE : TEAM *HE*K LIST ECerci"e ; : 'i3ide the (artici(ant" into tea&" of three to fi3e and a"# each tea& to te"t the characteri"tic" of a %ood tea&) A$$o ;E to ;A &inute") Then a"# (artici(ant" for indi3idua$ re"(on"e") Note re"(on"e" on a f$i( chart F OHT) =. C. E. ?. F. G. ,veryone in the team is aware of its objectives rue A rue A rue A rue A rue A rue A B B B B B B /alse A /alse A /alse A /alse A /alse A /alse A B B B B B B .embers of the team are grouped together for administrative purposes only. eam members have been involved in setting goals for the team here is good communication between all team members. eam members are encouraged to e#press their opinions eam members are encouraged to develop their personal skills.

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here is a feeling of mutual trust and support within the team. rue A B /alse A B ECerci"e >

Ho

e$$ i" 2our tea& (erfor&in% ?

As a team! discuss and answer the following questions 3 =. a. 'ow well is your team performing K b. What do you do well K c. What are your resources K C. a. What areas do you think need improvement K b. What back0up is missing K E. a. What potential can be developed within your team K b. What are the opportunities for the future K What outside forces or pressures may affect your teams performance K TEAM -AMES =L ake /our sets of big size jigsaw puzzles Aof ? different coloursB. 0 .i# up the puzzles pieces 0 Ask teams of ?0F members each to sort out their puzzles and make the puzzle 0 eam doing first is the winner

CL )eep some CG different items Asuch as pen! pencil! rubber! glass! table! chair etc.B starting with CG letters of alphabets! in the classroom. .ake four teams of ?0F participants. he four groups are asked to collect one item for each ,nglish alphabet ACG itemsB from within the classroom and hand over the list to the faculty. Items available with the trainees can also be included Asuch as comb! coins! pen etc.B. *ne team can keep only one item of one alphabet. *n e#hausting of items or time - out of E minutes! the lists of each team are checked by reading out. If items are not found or wrongly written! minus points are awarded and team with the least number of minus points is declared the winner. Appoint some judges to decide on disputed names. It will be seen that the participants in each group will try to argue with the judges to award minus points to the other groups. Droup rivalry will be e#hibited. "ut they will be e#cellent team + group mates working towards their team winning the game. %iscuss the synergy of the team and also the intra0departmental 9 inter0cadre rivalry that may be unhealthy for the organization! e.g. fight between Internal 9 ,#ternal staff! fight

between Accounts and engineering wings! fight between commercial and financial wing etc. Read thi" onderfu$ eCa&($e to #no ho tea& or# or#" 9 At a country far! a horse pulling! contest was organized. he first place horse ended up moving a block weighing =>>> kilograms. he second place horse pulled a block weighing I>> kilograms. he owners of these horses wanted to see what these two horses together could move an the two horses together moved a block weighing EF>> kilograms. It was a hard lesson for all of them at the far! that unity consistently produces greater results than individual endeavors. 8Tea& or# di3ide" the effort and &u$ti($ie" the effect 9: