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CMI Unit 2005V1 Task 1: Be able to communicate and maintain working relationships with the manager.

Working relationships with the manager are important for me to succeed and grow in my position. This is established through open and honest communication. I have to be professional when speaking or even as I engage with the manager, a positive attitude combined with a good work ethic do a lot to help a working relationship become effective.

I know how much my performance will reflect on the manager, and respecting their opinion is quite fundamental in making me receive quality feedback that would aid in improvement. Respecting our communicative boundaries such as sticking by agreed-upon deadlines and our policies strengthens my relationship with the manager and keeps it a reflection that shows my commitment to the job at hand.

AC 1.1 Identify communication methods available to communicate with the manager.

Communicating with a manager can be done in several ways, such as face-to-face, or email, among many others. These are geared towards specific circumstances. Face-to-face communications are best applied to major discussions, for getting feedback, or in delicate matters. There is instant understanding of what is being communicated, and it allows for person-to-person communication. Email would be for formal purposes, transference of documents, or simply keeping a written record of important information. Phone calls or video conferencing are good for rapid informal communications when not possible to be face-to-face.

The response is instant. Informal communication, such as asking someone a quick question or clarification on an assignment, makes instant messaging platforms like Slack or Microsoft Teams suitable. Because this is informal, fast communication and collaboration are encouraged. Each of them serves a purpose suited for the urgency level, formality, and content of the message.

AC 1.2 Describe the need for working relationships with the manager.

Keeping a good working relationship with your manager ensures effective teamwork and the attainment of organizational goals. This means everyone has a clear way of communicating in a relationship that instills trust and mutual respect. This will allow both parties to align the objectives and expectations that need to be followed and ensure work is carried out in the best possible manner along with constructive feedback exchange to improve performance and productivity. This also helps in bringing about a good rapport between the employee and the manager. This can be helpful because an employee may seek direction and support from his manager so that he can develop professionally, which certainly leads to a harmonious workplace. In the long run, this relationship is the key to teamwork, responsibility, and success.

AC 1.3 Identify issues that need to be communicated to the manager.

All workplaces have specific matters that need to be reported to the manager to ensure uninterrupted operations and to detect some issues before they grow. These include performance concerns, which may involve an inability to reach expectations or handle considerable challenges that affect his work. Resource or equipment needs should also be communicated in the event that they are holding up productivity.

Interpersonal disputes or conflicts between employees should also be brought to the attention of the manager to resolve the matter before it festers. Managers should also be communicated on cases where policies are violated, safety hazards, as well as changes in timelines of executing the projects. Good communication in all these areas will help the manager make proper decisions and maintain a productive work environment.

CMI Unit 2005V1 Task 2: Be able to communicate and maintain working relationships with the team.

Fundamental to every successful team is effective communication and working relationships, so that everyone in the team feels heard, respected, and supported. For example, clear and concise communication makes ideas sound great by avoiding fallacies of misunderstanding. It would help if you were in regular contact with the rest of the team to check that everybody is on the same track. It then becomes easier to work collaboratively, and as a whole unit, with the understanding that everybody is pulling in the same direction towards achieving great results!

AC 2.1 Identify communication methods available to communicate with the team.

Good communication is very important in any team and it can be done in so many ways. This involves different ways that members of the group may use while communicating with each other. Email communication is one good way of keeping in touch with the group. Users can send messages to everyone as a whole or as a single member. Phone calls are also another form of easy-to-communicate method. Team members will be able to hear each other’s voices and thereby limit every kind of miscommunication.

Tools such as Skype and text messaging may also provide you with effective means of communication with your team if virtual face-to-face contact is not possible. Finally, you should determine which mode of communication will work best with the needs and preferences of the team so everyone will be on the same track. 

AC 2.2 Describe the need(s) for good relationships with the team.

Good relationships among team members are actually very significant in promoting an effective work environment and the improvement of productivity. Interpersonal connections that are strong make people in a group more likely to collaborate with one another, which causes better problem-solving as well as the sharing of ideas. If people in a team have good interpersonal relationships, they communicate more often and effectively, which consequently minimizes miscommunications and leads to more conflicts. On the whole, mutual trust and respect increase morale, so people feel more support for the role they play. It is through this positive dynamic that team cohesiveness is also fostered: It will easily help work towards the attainment of common goals and ensure a much more harmonious and productive team atmosphere.

AC 2.3 Identify the need to maintain confidentiality when communicating with the team.

Communication with a team should respect confidentiality to garner trust and prevent sensitive information. Specific issues on employee performance, personal life, or business strategy are confidential, therefore call for discretion in ensuring privacy and legal requirements and ethics are maintained. A lack of confidentiality might create mistrust as well as legal repercussions and damage to the reputation of the organization. Therefore, there should be guidelines set by the team to ensure sensitive information is shared with only those who need to know and then treated responsibly.

AC 2.4 Describe the need for the team leader to support management decisions that are communicated to the team.

As a team leader, a need is shown to support what management communications are to the team. This helps bring out the impression of being reliable and trustworthy and gets people under your care to view leadership as a valuable resource for decision-making. Supporting management also reflects a commitment from the leader towards the goals and objectives of the organization, which may affect the attitudes and behavior of those under your care.

It also boosts team morale because it gives a feeling of team spirit in a group or department. A reliable team leader and management decisions must be accepted and facilitated in attaining goals or objectives. But while activities and tasks are done efficiently and within time.

CMI Unit 2005V1 Task 3: Be able to develop work relationships outside the team.

You create contacts outside the team, which benefits the organization. You can establish more trusted contacts than those you have inside the organization that can get you to gain your colleagues’ trust because you show them that you actually care enough to get in touch with this wider level of contact, and it usually results in more solid partnerships between businesses. The networking opportunities initiated outside of the team also now influence collaboration between departments: presenting your working knowledge in different areas of the organization. Furthermore, a good working relationship beyond the team establishes initiative, dedication, and a willingness to help out when needed qualities that shine in any professional environment.

AC 3.1 Identify individuals outside the team with whom work relationships could be developed.

Developing relationships with work outside the team can open up a lot more opportunities for cooperation and collaboration. Some may be in the form of a client who is bound to provide some of the most crucial feedback that drives the team’s purpose or suppliers who deliver the right resources on time. A connection with your stakeholders like the senior management and key decision-makers directly leads to the fact that what you and your team are trying to achieve aligns with the organizational goals. In addition, linkages with consultants or industry experts outside may attract new ideas, new experiences, and even new skills and competencies. Therefore, developing these ties will improve the effectiveness of teams while opening access to new resources, together with a better general result of the project.

AC 3.2 Describe the reasons for developing work relationships with individuals outside the team.

That is important because building working relationships with others outside of the team helps for different reasons. It tends to build collaboration between the different departments that may share useful knowledge, skills, and other resources useful to the organization in its entirety. These relationships will also help solve certain problems while providing diverse perspectives and expertise that may not belong to the team. In addition, external relations to a building help create networks that could even result in other projects, partnerships, or career development. Fourth, strong relationships outside the team create a more positive working environment and cross-functional support towards efficiency and innovation.

AC 3.3 Compare the communication methods used with individuals outside the team to those used within the team.

Compared to those inside the team, communication methods with outsiders from the team will be a bit different since different situations and goals may be involved. Indeed, inside the team many considerations are on collaboration and timeliness, so methods such as team meetings, instant messaging, and collaborative platforms where ideas can be exchanged in real-time and include feedback between participants are common to result in good team relationship building and fast problem-solving. 

Alternatively, communication with third parties, for instance, clients or stakeholders, entails getting down to ‘business’ or, in most cases formal communication; this is because they use means of communication such as emails, reports, and presentations. Here, clarity and professionalism are especially emphasized because this communication may help relate crucial information while ensuring a good organization’s reputation is upheld. In this respect, while internal communication is directed at establishing relationships, openness, and transparency, external communication is directed by clarity, formality, and the achievement of specific objectives. This is because of the differing dynamics and objectives of each communication.