Ethiopian TVET-System

INFORMATION TECHNOLOGY
SUPPORT SERVICE
Level IV

LEARNING GUIDE

Unit of Competence: DEVELOP TEAMS AND

INDIVIDUALS
Module Title: DEVELOP TEAMS AND
INDIVIDUALS
LG Code: ICT HNS4 08 1110
TTLM Code: ICT HNS4 TTLM 0511

LO 5: Facilitate accomplishment of organizational goals

INTRODUCTION Learning Guide

 How to Facilitate an Annual Professional Performance Review
Annual performance reviews can be stressful, especially if economic times are difficult. When you
are wondering if you still will have a job tomorrow, the thought of going into a room with your boss and
potentially hearing about the tasks that you have done wrong can make you nervous. Yet, there are
actions that you can take to prepare for your review that simplify the process, turning it into a positive,
career-building experience.
1. Instructions: Take up a positive attitude about your review. Do not enter the meeting with the
thought that your boss is out to get you. See the review as a collaborative experience that will
help you recognize your strengths and improve your weaknesses.
2. Refrain from basing your job performance on subjective criteria, such as the performance of your
peers, especially as an opening to complain about others. You never know what your boss thinks
of your peers' performance. It is better to base your personal assessment on something objective,
like your job description, or to stick to facts.
3. Sponsored Links World Bank evaluations Independent Evaluation Group (IEG) Download World
Bank reports ieg.WorldBankGroup.org
4. Obtain letters from clients, supervisors and other relevant parties that document recognition for a
job well done. The praise of others on your job performance has more weight than praise you
give yourself.
5. Prepare a list of career achievements from the past year, preferably right after they happen. Make
note of how they affected your department or company as a whole, such as contributed to the
bottom line, improved efficiency and enhanced job performance. Use as many concrete results
and statistics as you can without exaggerating your achievements.
6. Be realistic about your mistakes and weaknesses in your job performance. If you have taken any
actions to overcome or improve them, list those as well. For example, you may have taken
additional training, attended classes or hired a business coach.
7. Familiarize yourself with the job description for your position. Make sure it is accurate, since this
is one of the things your performance will be measured against. Note instances when you have
gone above and beyond your required job tasks.
8. Think about your goals for the coming year and be prepared to share them with your boss. Put
them in terms of what you can do for the company.
9. Take these points and place them on organized note cards so that you will have the information
handy during the review. This will make you look and feel prepared and in control, while
preventing you from forgetting a key point. It also will give you a written record in case you need
to follow up on your review or dispute any findings.
10. Keep your cool, if things get negative, and do not argue. Even if you are right, you will not get
your point across if you are angry or upset. Excuse yourself for a few moments to compose
yourself, if you need to.

Information Sheet 1 Facilitate accomplishment of organizational goals

What is Facilitation? Facilitation these days is one of those trendy words that are vague enough to
be able to cover almost anything. Quite simply, a facilitator’s job is to make it easier for the group to do
its work. By providing non-directive leadership, the facilitator helps the group arrive at the decisions that
are its task. The role is one of assistance and guidance, not control.

A facilitator is an individual whose job is to help to manage a process of information exchange.

While an "expert's" role is to offer advice, particularly about the content of a discussion, the facilitator's
role is to help with HOW the discussion is proceeding. In short, the facilitator's responsibility is to address
the journey, rather than the destination.

Good facilitation is hard work and it is difficult. There are many styles of facilitation and no single
"right" way to carry out the role. We each develop our own unique style and make different kinds of
contribution to the facilitation function.

Initial Start-up Tasks

contracting with the client
preparing the facilities and materials
conducting introductions
clarifying roles (e.g. facilitator, recorder, timekeeper, reporter)
discussing expectations
developing or reviewing the agenda

Facilitator collaborative meeting software for interactive webinars

Drawing on what we know about successful participative learning strategies in face-to-face
workshops, Facilitator distance learning software is designed to pull information and ideas from
participants in a virtual training setting. Facilitator offers tools for brainstorming and idea generation,
categorizing and organizing, voting and prioritizing, action planning and documentation. These webinar
tools are simple in concept but powerful in their ability to draw on the wisdom of the group and keep
everyone engaged. Facilitator web meeting software allows you to build collaborative components such
as action research, case study analysis, problem solving, reflective learning, coaching, small group
exercises, question circles, appreciative inquiry, feedback and assessment into your virtual training.
HOW TO FACILITATE THE STRATEGIC PLANNING PROCESS
Tyrone A. Holmes
Tyrone A. Holmes, E.d.D., is the president of T.A.H. Performance Consultants Inc., a full-service human
resource development consulting firm specializing in the enhancement of individual and organizational
performance. As a dynamic speaker, trainer, consultant, and coach, Holmes has helped countless
individuals enhance their ability to communicate, resolve conflict, and solve problems in culturally
diverse settings. He has created and copyrighted numerous training systems, and speaks on a variety of
communication, diversity, and consulting topics including creating culturally empowered environments,
improving communication in culturally diverse settings, and leading teams in the 21st century.

Contact Information
Strategic planning is one of the most common organizational practices in existence today. Almost
all organizations facilitate some type of goal setting and planning activities at one point or another.
Strategic planning can be defined as a systematic decision-making process to identify an organization’s
mission, primary goals, action plans, and operational roles. It allows you to more clearly define the
purpose of the organization; to clarify goals and objectives for organizational members; to ensure more
effective use of institutional resources; to provide a framework for organizational evaluation; and, when
done effectively, to improve organizational performance. Much has been written on strategic planning,
and, while there are a variety of ways to facilitate the process, this guide outlines the simplest, most
straightforward approach
And incorporates the following steps:
1. Develop a mission statement.
2. Identify SMART goals.
3. Facilitate the force field analysis process.
4. Facilitate the action-planning process.
5. Evaluate progress.
Develop a Mission Statement
A mission statement is a brief, formal declaration that describes the specific purpose of an
organization. It specifies, in general terms, what the organization is trying to accomplish. It is used by the
organization to create a vision in the minds of stakeholders such as employees and customers. Almost
every organization has a mission statement; however, many are poorly developed or have never been used
properly. An effective mission statement contains three elements:
1. It defines why the organization exists.
2. It describes what the organization should be doing.
3. It identifies who will receive the benefits of the organization’s output.
A mission statement can be very helpful in communicating an organization’s values and purpose.
It tells customers, clients, employees, and other stakeholders what the organization is all about and what it
values most. Unfortunately, many organizations make the mistake of allowing their mission statement to
become dormant. You can avoid this by developing specific goals based on your mission statement, and
by using it in your communication and marketing activities. An effective mission statement articulates the
organization’s purpose in a clear and concise fashion. (See Figure 1 for an example of a brief, yet
functional mission statement.) To develop an effective statement, key organizational stakeholders (e.g.,
top management) should work together to answer the following questions:
1. What does your organization do? (What is the nature of the organizations? Business? Why does the
organization exist? What purpose does it serve?)
2. What are the desired results of this activity (the primary goals)?
3. For whom does your organization perform its functions? (Who is the primary client/beneficiary of the
Organization’s output?)
Identify SMART Goals
A goal is a declaration of a desired end state. It specifies where you want to be at a specific point
in the future. Effective goals should be written using the SMART goal method. SMART is an acronym
that describes the five characteristics of a well-written goal: specific, measurable, achievable, relevant,
and time-bound. Figure 2 provides a brief description of each of these characteristics. Using the SMART
goal method provides two benefits. First, it helps ensure that all employees concur when it comes to the
direction of the organization. Because SMART goals are so clear-cut, it reduces the chance of confusion
about goals and objectives on the part of the organization’s stakeholders. Second, because SMART goals
are clear and concise, determining whether they have been accomplished is easy, making it easier to
assess progress toward goal achievement on an ongoing basis. You can use the following model to write a
SMART goal: “By the end of ______, we will ______, as demonstrated by ______.” The first blank is
used to specify the goal completion date. The second blank is used to describe the goal itself, while the
final blank is used to identify how goal achievement will be measured. Applying this model ensures
That the goal is time-bound, measurable, concise, and stated in performance terms. Figure 3 offers several
examples of well-written SMART goals.
HOW TO FACILITATE THE STRATEGIC PLANNING PROCESS
Sample Mission Statement.
The mission of the ABC organization is to collect and compile data, make strategic decisions
regarding that data, develop training programs, and provides staff assistance in state-of-the-art computer
technologies for our internal clients, including the accounting, finance, and marketing departments. Our
aim is to help our clients improve individual and departmental performance while reducing overall costs.
SMART Goal Characteristics
The goal is concise and stated in performance terms. Measurable: It is easy to determine if the
goal has been met. Achievable: The goal is set high, but is also attainable. Relevant: The goal is tied to
organizational performance needs. Time-Bound: The goal has a specific timeframe for completion.
Facilitate the Force Field Analysis Process Once you have identified your SMART goals, your next step
is to create plans that describe how these goals will be accomplished. However, before you develop action
plans, it is helpful to analyze your goals to identify any potential barriers you may encounter. Force field
analysis (FFA) is a relatively simple, highly effective way to do this. FFA was developed by the
renowned social psychologist Kurt Lewin. Dr. Lewin offered a very basic idea. He suggested that any
problem situation could be seen as a “sea of forces in motion.” Some of these forces are favorable
to goal achievement, while some are unfavorable. Force field analysis is a process that involves
identifying a current problem or goal (such as your SMART goals), identifying the restraining forces that
can prevent the goal from being achieved, identifying the driving forces that are pushing for goal
accomplishment, and developing a change strategy. Your change strategy can include:
1. Increasing the driving forces.
2. Decreasing the restraining forces.
3. A combination of both.
Organization goals: Those ends that an organization seeks to achieve by its existence and
operation. Goals are predetermined and describe future results toward which present efforts are directed.
Types of Goals
Official goals are the general aims of an organization as expressed in the corporate charter, annual
reports, public statements and mission statements. Their purpose is to give the organization a
favorable public image, provide legitimacy, and justify its activities.
Operative goals reflect the actual intention of an organization. They describe the concrete steps to be
taken to achieve the organization's purpose. They often don't correspond with official goals.
For example: Many organizations mention environmentally friendly behavior as a goal of the
organization. However in a study of organizations actually including environmental friendly behavior
as an organizational goal, very few had corresponding operative goals, i.e. very few delineated how
such behavior would be implemented in the different departments of the organization.
Additional examples: Most prisons have rehabilitation of prisoners, preparing them for re-integrations
into society as their official goal, however in practice; most of their operative procedures involve
aspects of custodial care. For many voluntary organizations, especially in these days of funding
cutbacks, the community service which is their official mandate or goal takes secondary precedence
to the fundraising activities which will ensure their survival.
Reasons for differences between official and operative goals Participants disagree on the
organizations actual goals. Pfeiffer and Selznick (1989) interviewed the officers of several
organizations and asked the simple question: what is the main goal of your organization. They found
very little agreement. Each officer viewed the goal of the organization through the lens of his/her own
department/division. From the results of this study, Pfeiffer and Selznick came to the conclusion that
there is really only one clear and clearly shared goal in any organization and that is survival.
Even if there is agreement as to what the organization's official goals are, perceptions about how to
accomplish official goals may differ.
 Official goals are often financially or politically unrealistic
Operative goals are the result of internal negotiations among groups and coalitions who want to make
sure their interests are represented and therefore they often deviate from the official goals. Some
organizations never state official goals, not to attract potential competition or opposition. One can
determine organizations true goals not by reading their charter but by examining resource allocation
process.
Benefits of organizational goals
 Goals serve as guidelines for action, directing and channeling employee efforts. They provide
parameters for strategic planning, allocating resources and identifying development opportunities.
 Goals provide constraints in the organization. Choosing certain goals reduces discretion in pursuing
other goals. Eg. The goal of maximizing stockholder dividends immediately reduces financial
resources available for expense accounts.
 Goals act as a source of legitimacy by justifying an organization's activities and existence. For new
organizations the struggle for legitimacy is great. Maintaining legitimacy is easier but still, some
organizations do lose legitimacy. For example imagine a hospital whose goal was to increase
occupancy by performing as much surgery as possible. Such a goal would surely reduce its
legitimacy.
 Goals define standards of performance. To the extent that goals are clearly stated, they set standards
for evaluation.
 Goals provide a source of motivation. By presenting a challenge and how to achieve it, organizational
goals act as behavioral incentives. For example: the path-goal theory of leadership.
Key organizational goals
 Market share
 Innovation. Tom Peters found that excellent companies are obsessed by innovation. Eg. Minnesota
Mining and Manufacturing (3M) has generated 25% of its sales from products less than 5 yrs old.
 Productivity. This is probably the most oft cited goal of all, to produce greater outcomes with fewer
inputs. This provides organizations with a competitive edge. For example, GE estimates that a one
percent increase in productivity at their plants translates into $300 million dollars of increased
revenues. As productivity increases market share goals can be pursued by dropping prices.
 Physical and financial resources. Renovating and maintaining equipment is important in the long run
for an organization. Increasing cash flow is often important for new ventures.
 Profitability. This is usually expressed as a percentage and should always be stated.
 Management performance and development. Management training is important because management
is key to organization success. For example, GE has a special course in Crotonville for up and coming
young managers and IBM spends 15 days per year training management in better management
practices. This is often a neglected aspect in many organizations.
 Employee’s performance and attitude goals. Employees are the most important asset in any
organization, although many organizations don't act as if they believe this.
 Social responsibility. More and more organizations see this as somewhat important to gain legitimacy
on the public's eye. These days one is witness to organizations providing matching funds for
fundraising efforts and giving their employees a certain number of paid hours time off to volunteer in
community activities.
Individual organization goals
Organizations don't make goals; individuals do. Therefore, goals will reflect the interests of the
individual. The greater the overlap between an individual's goals and organizational goals, the better for
the organization. Unfortunately often this is not the case. For example, it may be in the best interests of an
organization to amalgamate certain departments or to out-source some kinds of tasks, but this may
infringe on the power of certain departments and their leaders, so these goals will not be supported.
Goals are set in an organization by creating coalitions of non-competing groups. There is constant
bargaining among the different organizational leaders to find the right direction of the organization.
Organizational groups with greater power will have more control over the direction of the organization.
This is not always in the best interests of the organization.

Self-Check 1 Written Test

Name:_________________________________ Date:_________________

Instruction: Answer all the questions listed below, if you have some difficulty doing this self check, feels
free to ask your teacher for clarifications.
1. What is Facilitation?
2. Whose job is to help to manage a process of information exchange?
3.

You must able to get 8points to be competent otherwise you’ll take another test