Higher Nationals

Internal verification of assessment decisions – BTEC (RQF)

INTERNAL VERIFICATION – ASSESSMENT DECISIONS

Programme title BTEC Higher National Diploma in Computing

Assessor Internal Verifier

Unit 03: Professional Practice
Unit(s)
Work Related Learning Report: Design and Deliver a Training
Assignment title
Programme

Widyarathna Herath Mudiyanselage Anuja Dilshan Dharmadasa

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)
 Confirm action completed
Remedial action taken

Give details:

Assessor signature Date

Internal Verifier
Date
signature

Programme Leader signature

Date
(if required)
Higher Nationals - Summative Assignment Feedback Form
Student Name/ID Widyarathna Herath Mudiyanselage Anuja Dilshan Dharmadasa/00212155

Unit Title Unit 03: Professional Practice

Assignment Number 1 Assessor

30/04/2024 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 & Distinction P1 P2 M1 D1
Descripts

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

Pass, Merit & Distinction P3 P4 M2 M3 D2
Descripts

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

LO4 Examine the need for Continuing Professional Development (CPD) and its role within the
workplace and for higher level learning
Pass, Merit & Distinction P7 P8 P9 M5 D4
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.
Assignment Feedback
Formative Feedback: Assessor to Student

Action Plan

Summative feedback

Feedback: Student to Assessor

Assessor signature Date

30/04/2024

Student signature Date

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

(Provide E-mail ID) (Provide Submission Date)
30/04/2024
Higher National Diploma in Business
Assignment Brief
Student Name /ID Number Widyarathna Herath Mudiyanselage Anuja Dilshan
Dharmadasa/00212155

Unit Number and Title Unit 3: Professional Practice

Academic Year 2022/23

Unit Tutor Mr. Nadeera

Assignment Title Work Related Learning Report: Design and Deliver a

Training Programme

Issue Date

Submission Date 30/04/2024

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.
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

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

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

1|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

Table of Contents
TASK 1 ..................................................................................................................................... 5
1.1 Importance of assigning roles and responsibilities .......................................................... 5
1.2 Factors to be considered when assigning roles. ............................................................... 8
1.3 Interpersonal Skills ........................................................................................................ 10
1.3.1 What are Interpersonal Skills ................................................................................. 10
1.3.2 Why Interpersonal skills are important. ................................................................. 11
1.3.3 Benefits of having wide range of Interpersonal Skills............................................ 11
1.4 Our Team....................................................................................................................... 13
1.5 The project ..................................................................................................................... 15
1.5.1 The Goals and objectives of the project ................................................................. 15
1.6 What is Communication ................................................................................................ 16
1.6.1 Different Modes of Communication....................................................................... 17
1.6.2 Importance of Effective Communication ............................................................... 21
1.6.3 How does we utilizes the power of Effective Communication .............................. 23
1.6.4 Special findings/outcomes were observed after using different communication
modes............................................................................................................................... 26
1.7 The Event ...................................................................................................................... 27
1.8 Challenges we faced, and plans used to overcome them. .............................................. 30
1.8.1 What is a Challenge ................................................................................................ 30
1.8.2 The challenges we faced. ........................................................................................ 30
1.8.3 What is a Plan ......................................................................................................... 31
1.8.4 Plans we used to overcome the challenges we faced. ............................................. 32
1.9 Time Management Strategies ........................................................................................ 33
1.9.1 What is Time Management? ................................................................................... 33
1.9.2 Why Time Management is Important? ................................................................... 33
1.9.3 How we managed our time effectively. .................................................................. 35
TASK 2 ................................................................................................................................... 37
2.1 What is a problem.......................................................................................................... 37
2.2 What is the difference between a Challenge and a Problem ......................................... 37
2.3 What is the meaning of problem solving? ..................................................................... 37
2.4 Problem solving steps. ................................................................................................... 38
2.5 Problem Methods and techniques. ................................................................................. 40
2.6 What is Critical Reasoning ............................................................................................ 43
2.7 How Critical Reasoning important for problem solving. .............................................. 44

2|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

TASK 3 ................................................................................................................................... 45
3.1 What is a “Team” ................................................................................................... 45
3.2 Types of teams ....................................................................................................... 45
3.3 Advantages of working as a team .......................................................................... 46
3.4 Disadvantages of working as a team ............................................................................. 47
3.4 What is a “Dynamic team” ............................................................................................ 49
3.4.1 Key elements in a dynamic team ............................................................................ 49
3.4.2. Factors affecting dynamic team. ............................................................................ 50
3.4.3 Benefits of having a dynamic team ........................................................................ 52
3.4.4 Why it is important to have dynamic team members. ............................................ 53
3.4.5 How do I contribute to my team as a dynamic team member. ............................... 55
TASK 4 ................................................................................................................................... 57
4.1 What is “Continuing Professional Development” ......................................................... 57
4.2 Why CPD is important?................................................................................................. 57
4.3 Types of CPD ................................................................................................................ 60
4.4 Five steps to perfect CPD .............................................................................................. 60
4.5 Different categories of CPD activities and examples .................................................... 62
4.6 Models of CPD .............................................................................................................. 63
4.7 How to evaluate your CPD. ........................................................................................... 64
4.8 Our CPD plan ................................................................................................................ 66
4.9 What is “Motivation” .................................................................................................... 68
4.9.1 Different Motivational Theories ............................................................................. 68
4.10 How motivation improve performance........................................................................ 75
4.11 How CPD improves the team motivation. ................................................................... 78
REFERENCES ...................................................................................................................... 80

Table of Figures
Figure 1 Importance of assigning roles in a team...................................................................... 7
Figure 2 Factors to be considered when assigning roles. .......................................................... 9
Figure 3 Different Interpersonal skills. ................................................................................... 12
Figure 4 Our team.................................................................................................................... 13
Figure 5 Different components of communication.................................................................. 16
Figure 6 Verbal Communication ............................................................................................. 17
Figure 7 Nonverbal communication. ...................................................................................... 18
Figure 8 Written communication............................................................................................. 18
Figure 9 Listening Communication ......................................................................................... 19
Figure 10 Visual communication. ........................................................................................... 19
Figure 11 Structure of Aural Communication. ........................................................................ 20

3|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

Figure 12 Tools for External communication.......................................................................... 21
Figure 13 Benefits of Effective Communication..................................................................... 23
Figure 14 Screenshot of one of the Google Meets that we conducted. ................................... 24
Figure 15 Screenshots of WhatsApp group chats. ................................................................... 25
Figure 16 Screenshots of WhatsApp group chats. ................................................................... 25
Figure 17 Invitation for the event. ........................................................................................... 27
Figure 18 Handing over the invitations to the lecturers. ......................................................... 28
Figure 19 Conducting the event. ............................................................................................. 28
Figure 20 Conducting the practical session. ............................................................................ 29
Figure 21 The QR code for the feedback form........................................................................ 29
Figure 22 What is a Challenge ................................................................................................ 30
Figure 23 Steps of planning..................................................................................................... 31
Figure 24 Importance of time management............................................................................. 33
Figure 25 ClickUp™ dashboard of our project. ...................................................................... 35
Figure 26 Steps of problem solving......................................................................................... 38
Figure 27 Steps of solving a problem. ..................................................................................... 39
Figure 28 Six Thinking Hats ................................................................................................... 41
Figure 29 Critical Reasoning Example.................................................................................... 44
Figure 30 Importance of working as a team. ........................................................................... 47
Figure 31 A Dynamic Team .................................................................................................... 49
Figure 32 Factors Affecting to a Dynamic Team .................................................................... 51
Figure 33 A team consists of dynamic members. .................................................................... 54
Figure 34 Continuing Professional Development. .................................................................. 57
Figure 35 Maslow's Hierarchy of Needs ................................................................................. 71
Figure 36 McClelland's Theory of Needs ................................................................................ 72
Figure 37 Effects of motivation on a team success. ................................................................ 77

List of Tables
Table 1 Roles of our team members ........................................................................................ 14

4|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

TASK 1

1.1 Importance of assigning roles and responsibilities

One of the first things team leaders look at when evaluating a project's scope and
viability is each member's strength. Leaders designate jobs and tasks based on their
strengths. Projects include the completion of numerous tasks; thus, it is imperative
that team members assigned to each leg of the product be competent in both process
management and labor execution.
Finding the best candidate for a job is the only benefit of clearly defining jobs and
duties. Additionally, it enhances the working environment for employees and boosts
organizational effectiveness.(Chron, 2020)

Some benefits can be obtained by assigning roles to teams.

• Project productivity increases.

Productivity increases when a team member's tasks closely match their
strengths. For example, team members allocated to all accounting-related
activities may be most suited for jobs involving record keeping. Increased
output is only possible when all participants accept delegated roles. They must
be able to complete their duties given to them.

Even though a team member possesses exceptional technical abilities in a

certain domain, this does not guarantee that they can effectively convey
concepts to other team members or oversee the timely completion of tasks.
Because of this, generalists in management who lack technical expertise
frequently make the best team leaders.(Chron, 2020)

5|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 • Improve the team’s morale.
Assigning tasks to team members fosters a sense of ownership, making them
more invested in the project's success and motivated to produce a high-caliber
final product. In the absence of role assignments, participants became
apathetic, estranged, and sometimes possessed certain aspects of the project.
To raise spirits, team leaders should also acknowledge tasks that are
successfully completed.(Chron, 2020)

This is accomplished by giving the employees public praise and making them
go through the hassle of marking their work off the project's to-do list. Leaders
must also fairly divide tasks among team members to guarantee that the work
is done equally. For some employees, this lessens tension and anger while
making others bored.

• Faster decision making

Roles help to expedite decision-making processes by guaranteeing that the
appropriate individuals participate in pertinent conversations. This flexibility
in judgement can be important, particularly in hectic settings.

• Enhanced Accountability
It is simpler to hold team members accountable for their efforts when their
responsibilities are clearly defined. Every member is responsible for providing
results within their assigned function and is aware of their duties.

• Reduced Conflicts
Roles that are well-defined help reduce conflicts that result from unclear or
overlapping duties. In situations where all parties are aware of their roles and
duties, miscommunication and confrontation are reduced.

6|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 • Support Team Development.
Team members' professional development may benefit from their role
assignments. Teams can promote learning and progress by allocating roles
corresponding to individuals' goals and abilities.

Figure 1 Importance of assigning roles in a team.

7|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

1.2 Factors to be considered when assigning roles.

Several factors need to be properly considered when allocating team positions.

Identifying the qualities, experiences, and abilities of team members is essential for
the best possible role distribution. To promote productive teamwork and job
completion, effective communication, unambiguous expectations, and a balance of
duties are essential.
Let’s discuss some key factors that should be considered when assigning team roles.

1. Capability
They must possess the necessary skills. Think about the duties that coworkers
will perform if you seek assistance in your project. The individual assigned the
assignment must possess the necessary abilities to complete it. (Harrin, 2023)

Of course, there are always exceptions, and as part of their on-the-job training,
we frequently use employees with less experience or those on an
apprenticeship to execute duties. Although an experienced colleague will assist
them, you won't gain the confidence or abilities to do it on your own in the
future if you don't study. If more time, assistance, or funding for training is
required, account for it so you can ensure those taking on responsibilities are
qualified to complete them.

2. Availability
A timeline limitation of your project is the availability of the people. The task
is delayed if the person assigned to it is busy with other work and will not
complete it. That could work out just fine; maybe you can work around the
most suitable candidate for the position and wait to do the work until you
return.
Perhaps you need to find someone else because you have a deadline to
meet.(Harrin, 2023)

8|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 3. Location
It depends on the function, in my opinion. They must be able to travel if I wish
to conduct in-person, classroom-based train-the-trainer sessions to prepare my
team to conduct on-site training. If the job is graphic design, they
can operate anywhere. We consider whether the location of the team members
is important for the current work. (Harrin, 2023)

4. Cultural Add
The problem with cultural fitness is that it might be mistaken for hiring people
who merely share their appearance and worldview, allowing them to blend in
with the group without causing any problems. However, this is not the case.
Instead, think about "cultural add." We desire a range of viewpoints. We want
fresh perspectives and divergent interpretations. We sought challenges and
disruptions. Your teammates should encourage you and improve both the team
and solution.(Harrin, 2023)

Figure 2 Factors to be considered when assigning roles.

9|Page W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

1.3 Interpersonal Skills
1.3.1 What are Interpersonal Skills
Interpersonal skills refer to a person's capacity and methods of communicating
with other people(Maciej Duszyński, 2019). They can support you in
effectively communicating and collaborating with others as well as in
developing personal and professional relationships. Social skills and
personality traits were combined to form the interpersonal skills. A certain
amount of cooperation and teamwork is required for many vocations.
Employee ineffectiveness, a lack of ability to come to consensus, or reluctance
to support one another can lead to more stressful work environments, lower
productivity, and a poisonous workplace culture.
There is more to it than to it. The 2020–2025 Future of Jobs research states
that interpersonal skills such as emotional intelligence and negotiation will be
in high demand.

Following are some example Interpersonal skills,

• Emotional Intelligence
• Communication
• Reliability
• Leadership
• Positivity
• Openness to feedback.
• Empathy
• Active listening
• Teamwork

10 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 1.3.2 Why Interpersonal skills are important.

Managers place the value of having strong interpersonal skills at 4.37 on a

scale of 1 to 5, somewhat lower than the importance of being able to operate
in a team. (Jouany and Martic, 2022)
They are highly regarded for a variety of reasons, including the fact that even
though most work-related communication is now done online, verbal abilities
are still required to collaborate with coworkers and superiors.
Therefore, interpersonal skills are essential for business success.

1.3.3 Benefits of having wide range of Interpersonal Skills

1. Problem Solving

Interpersonal communication skills are essential because they

enable individuals to debate issues and carefully consider the
advantages and disadvantages of several options before arriving
at a decision.

Interpersonal communication, for instance, is necessary during

brainstorming sessions because it is crucial for everyone to feel
valued and free to express their opinions.

2. Trust
According to the American Psychological Association, a
quarter of American workers do not trust their employers, and
only roughly half of them think that their managers are honest
with them.
Some of the most frequent reasons for ineffective professional
communication include lack of trust and transparency.

11 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 Because interpersonal communication skills are essential for
enhancing trust and communication in the workplace, all
employees, especially company leaders, should endeavor to
communicate better with their staff members.

3. Alignment with Business Goals

Numerous ways exist for poor employer-employee
communication to negatively impact a company. When
managers and leaders are unable to communicate clearly,
workers quickly become frustrated and disconnected from their
business goals.
Furthermore, many workers complained that their bosses did
not provide clear instructions and objectives for their work.
Ultimately managers should be able to, with proper online and
offline communication, and the right internal communication
tools, continuously align employees with the business strategy.

4. Employee Recognition
Increased employee recognition results from effective
interpersonal communication. Employees are more inclined to
complement one another's work and offer helpful criticism
when they get along well with one another and their superiors.

Figure 3 Different Interpersonal skills.

12 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

1.4 Our Team

Figure 4 Our team.

Our team consisted of seven members with different interpersonal skills. Therefore,
when assigning roles, we considered the abovementioned factors and obtained the
maximum result for each person.

13 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 Name Role Responsibilities Interpersonal
Skills
Ravi Project Manager • Project planning • Leadership
Rathnayake • Task assignment • Emotional
• Risk Management Intelligence
• Monitoring progress • Empathy

Rowen Quality Assurance • Quality control of the • Negotiation

Fernando Manager product • Active
• Quality standard Listening
compliance • Communication
• Testing process

Anuja Dilshan Senior Software • Product Development • Communication

Engineer • Debugging • Dedication
• Problem solving • Teamwork
• Analytical Thinking
Shenith Senior Software • Product Development • Communication
Kurukulasuriya Engineer • Debugging • Teamwork
• Problem solving • Reliability
• Analytical Thinking • Adaptability
Vimukthi Finance Manager • Financial planning • Communication
Dharshana • Cash management. • Negotiation
• Financial strategy • Emotional
Intelligence
• Adaptability
Savini Senior Designer • Creating social media • Collaboration
Nimanthi posts • Adaptability
• Creating presentations • Influencing
• Marketing campaigns Skills
Sheron Senior Designer • Creating social media • Conflict
posts resolution
• Creating presentations • Adaptability
• Marketing campaigns • Communication
Table 1 Roles of our team members

14 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

1.5 The project

As the 6th batch of HND in Computing, we organized an IT training session based on

Artificial Intelligence and Machine Learning, conducted by Abacalure. As a practical
session, we demonstrated our product, AI-based Face Recognition Software, which
can distinguish between real human faces and photos.

1.5.1 The Goals and objectives of the project

GOALS
• Educational Empowerment
Give students the opportunity to have hands-on experience creating AI-
based solutions, particularly in facial recognition technology.
• Skills Development
Through practical project work, students can improve their skills in
deep learning, computer vision, and machine learning.
• Innovation
Encourage students to investigate cutting-edge AI methods and apply
them to practical issues to promote creativity.
• Industry Relevance
Make sure that students acquire the information and abilities that
businesses need, especially in fields like artificial intelligence and
machine learning.

OBJECTIVES

• Model Development
Develop a robust AI-based face recognition model capable of
accurately identifying individuals under various conditions (e.g.,
different lighting, angles, and facial expressions).

• Upgrading the product to Industrial Scale

One of our main objectives is to further develop the product to
industrial scale which we can introduce our product to the local

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 companies and integrate the product into their employee attendance
management systems.

• Algorithm Optimization
Optimize the algorithms for feature extraction, face detection, and face
matching to improve the accuracy and efficiency of the model.

1.6 What is Communication

The root of the word “communication” in Latin is communicare, which means to

share or to make common. Communication is defined as the process of understanding
and sharing meaning. (of Minnesota, 2015)

The relationship that incorporates participant involvement is at the heart of our

research on communication. This term is helpful to us because it emphasizes the
process of properly understanding and sharing the viewpoint of another person, a
topic we will cover extensively throughout this course.

Figure 5 Different components of communication.

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 1.6.1 Different Modes of Communication

There are seven modes of communication.

1. Verbal Communication

Verbal communication and the application of language and speech

to transmit ideas. Speaking to others causes this to occur. Both
formal and informal verbal communication is possible.
Nonetheless, verbal and nonverbal communication go hand-in-
hand when it happens face-to-face.(Team, 2020)

Figure 6 Verbal Communication

2. Non-verbal Communication

Sign language, appearance, eye contact, facial expression, and

body language. Nonverbal communication serves as a helpful
substitute for words in addition to enhancing verbal
communication. They place high value on this kind of
communication, which makes it crucial in discussions and
interviews.(Team, 2020)

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 .

Figure 7 Nonverbal communication.

3. Written Communication

Communication of ideas using written language. Written

correspondence can be exchanged via email, postings, memos,
messages, etc.. Although written communication facilitates
effective concept sharing, there are situations in which the feeling
that one is attempting to express is not entirely conveyed.(Team,
2020)

Figure 8 Written communication.

4. Listening Communication
One of the most crucial aspects of communication is listening since
it enables you to successfully engage with the communicator and

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 comprehend their points of view. Correct listening and appropriate
responses are critical components of all communication
processes.(Team, 2020)

Figure 9 Listening Communication

5. Visual Communication
via visual clues such as images, graphs, objects, and other visual
elements.

One of the most important components of today’s information

delivery techniques is visual communication. Television,
presentations, and other devices were used.(Team, 2020)

Figure 10 Visual communication.

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 6. Aural Communication

The sense of hearing is involved in aural communication. It

comprises several communication methods that rely on sound,
spoken words, and other auditory cues. Spoken words and
nonverbal cues such as voice tone, pitch, rhythm, attentive listening
techniques, speech content, and delivery are all part of auditory
communication.(Team, 2020)

Figure 11 Structure of Aural Communication.

7. External Communication
The exchange of data and information, both inside and outside an
organization, is referred to as external communication. Customers,
suppliers, partners, investors, regulatory authorities, the media, and
the public are involved in this external manner of
communication.(Team, 2020)

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 Figure 12 Tools for External communication.

1.6.2 Importance of Effective Communication

1.6.2.1 What is Effective Communication

A company's ability to successfully communicate in the

workplace is critical to its success because it fosters
relationships with clients and other employees, boosts team
effectiveness, and increases employee engagement.

1.6.2.2. Why is Effective Communication important?

1. This improves teambuilding.

A strong team can be formed through open, efficient
communication. Workers are more inclined to work together
when conferred, consider other viewpoints, and talk about
their advancement. Because of this, they build a strong team
that makes work more pleasurable, and they are motivated to
work hard, so they do not let their teammates
down.(Zambas, 2021)

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 2. It boosts the growth.
Effective communication helps firms grow, which also
benefits their careers. To guarantee seamless project
delivery, it removes uncertainty and expedites the
policymaking process.
Take eCommerce website Zappos, for example: their ethos
relies on great communication within the organization and
with their clients — something that earned them a spot-on
Fortune magazine’s 2015 list of the 100 best companies to
work for(Zambas, 2021)

3. Improves productivity.
Particularly for small organizations, having the ability to
speak diplomatically and effectively at work can boost
overall productivity. The ability of managers to recognize
the abilities and skills of their staff members allows them to
assign tasks to those who are most qualified for them,
which speeds up the overall completion of
projects.(Zambas, 2021)

4. Increase efficiency.
Ineffective communication lowers productivity and job
standards. Errors are inevitable when instructions are not
given in a clear and concise manner. Conversely,
unambiguous instructions do away with the necessity for
clarification and problem-solving.(Zambas, 2021)

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 5. This reduces conflict mitigation.
Even though two coworkers may think they are talking
effectively, their disparate communication styles cause them
to misinterpret one another. Thus, to minimize conflict in
the job, dealing with diverse personalities requires strong
communication skills.(Zambas, 2021)

Figure 13 Benefits of Effective Communication

1.6.3 How does we utilizes the power of Effective Communication

Our company Abacaulre IT solutions heavily utilized effective

communication strategies to achieve our goals and objectives within
predefined time periods. We used efficient communication methods
such as WhatsApp messaging and Google Meet meetings to
communicate with each other and to discuss the problems that we
faced during the journey. We formed a WhatsApp group for ease of
daily communication.

We also had some physical meetings. Physical meetings are more

efficient and productive than online communication. During physical
meetings, it is easy to share our ideas more effectively and

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 engagement of team members in discussions was higher than that of
online meetings.

Figure 14 Screenshot of one of the Google Meets that we conducted.

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 Figure 15 Screenshots of WhatsApp group chats.

Figure 16 Screenshots of WhatsApp group chats.

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1.6.4 Special findings/outcomes were observed after using different
communication modes.

1. Physical meetings

• Nonverbal cues

Participants in in-person meetings can watch nonverbal clues like

gestures, body language, and facial expressions, which can offer more
depth and context to conversations.

• In-person collaboration

In-person meetings allow for real-time brainstorming, idea generating,

and cooperation, which strengthens participant unity and teamwork.

2. Online meetings

• Remote collaboration

Google Meet facilitates remote collaboration by enabling participants

from different places to virtually join meetings at any time, potentially
saving travel-related time and expenses.

• Recording and documentation

Google Meet offers the feature of recording meetings, making it an

invaluable tool for participants who were unable to attend in person to
review, document, and refer to the meeting.

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 3. WhatsApp Communication

• Instant communication

Members of a group can communicate instantly and quickly share

announcements, updates, and information thanks to WhatsApp group
chat.

• Accessibility

Because WhatsApp is widely available on mobile devices, users may

stay involved and connected no matter where they are or what time
zone they are in.

1.7 The Event

We conducted our event (IT training programme) on 24th of March 2024 to the 7th
batch of HND in Computing at ESOFT Metro Campus Negombo.

Figure 17 Invitation for the event.

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 Figure 18 Handing over the invitations to the lecturers.

Figure 19 Conducting the event.

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 Figure 20 Conducting the practical session.

Figure 21 The QR code for the feedback form.

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1.8 Challenges we faced, and plans used to overcome them.

1.8.1 What is a Challenge

According to Cambridge English dictionary, the word Challenge is
defined as follows,

(the situation of being faced with) something

that needs great mental or physical effort in order to be
done successfully and therefore tests a person's ability(Dictionary,
2019a)

Figure 22 What is a Challenge

1.8.2 The challenges we faced.

• Resource Allocation

We had to allocate right person in right place. During that process we

had to identify each person’s strengths and weaknesses. Some
members were busy with their possessions, and we had to manage our
time in the most efficient way possible.
We had to manage our budget since we were on a strict budget.

• Technical Infrastructure

During developing our software, we had to face lots of technical

issues. We had to spend lots of time for debugging purposes. We had to

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 address compatibility issues, lack of resources, issues in software
dependencies, and lack of access to specialized tools and datasets
related to AI and ML etc.

• Participant Engagement

We had to participants motivated and involved throughout the training

programme, particularly in lengthy presentation slides that cover
difficult concepts.

• Logistics and Scheduling

communicating with lecturers, setting up venue facilities, and

scheduling training sessions are examples of managing logistics.
communicating with lecturers, setting up venue facilities, and
scheduling training sessions are examples of managing logistics.

1.8.3 What is a Plan

According to Cambridge English dictionary, the word Plan is
described as follows,

a set of decisions about how to do something in the future.(“PLAN |

meaning in the Cambridge English Dictionary,” n.d.)

Figure 23 Steps of planning.

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 1.8.4 Plans we used to overcome the challenges we faced.

• Resource Allocation

Create a thorough budget and resource allocation plan that includes the
essential resources needed for training materials and computing
infrastructure.

Creating a Gantt chart and allocate tasks to members with predefined

deadlines.

• Technical Infrastructure

We got the help from the resource persons when building the software.
We referred to several free tutorials which were available on the
internet.

• Participant Engagement

We organized an interactive practical session at the end of the session,

and we included few interesting short videos in between presentation
slides to maintain consistent participant engagement.

• Logistics and Scheduling

We prepared a detailed schedule for our presentation and rehearsal

sessions. We used effective communication modes such as WhatsApp
and Google Meets for scheduling and discussing the progress. We
identified what are the supportive materials that are required to make
our session more successful, and we supplied those things few weeks
prior to the presentation day.

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1.9 Time Management Strategies

1.9.1 What is Time Management?

According to Cambridge English dictionary, Time Management means,

the practice of using the time that you have available in

a useful and effective way, especially in your work(Dictionary, 2020)

Time management is a crucial part in problem solving strategies. We

utilize the power of time management when facing the above-
mentioned challenges.

Figure 24 Importance of time management.

1.9.2 Why Time Management is Important?

Below are few reasons why time management is important.

• It ensures less stress and fatigue.

Effective time management enables you to allot the appropriate

amount of time for every work. As a result, working at an unpleasant
pace is less likely. Effective time management enables you to finish
things on schedule, which keeps incomplete work from piling up.

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 Additionally, this keeps you from hurrying, which is a big source of
stress. You won't need to put in as much overtime to fulfil deadlines if
you have solid time management skills.(E. T. Indeed, 2023)

• It makes you more productive.

By allocating the necessary time for each task, you can relax and focus
on each task properly. This allows you to complete more tasks, which
increases your productivity. Proper time management ensures you can
rest and eat well since you hardly must worry about overdue tasks.

Resting and eating well can benefit your energy levels and make you
more mentally alert.(E. T. Indeed, 2023)

• It improves your image.

Being on time and having good time management skills are vital for
any person or employee. For example, being on time preserves the
goodwill of your employer when you offer direct customer service.
Additionally, effective time management might boost your employer's
perception of you. Friends and family are also likely to appreciate your
punctuality.(E. T. Indeed, 2023)

• It allows you more personal time.

You can operate more efficiently if you can set out time for a task and
devote your whole attention to it. This enables you to finish
assignments on time and have enough free time. You can also take use
of your free time to relax or take care of other personal tasks.(E. T.
Indeed, 2023)

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 1.9.3 How we managed our time effectively.

Following are the resources we used to manage our time effectively and
deliver the final product prior to the deadline.

• Gantt Chart
• ClickUp™ for task allocation

ClickUp™ task allocation

Figure 25 ClickUp™ dashboard of our project.

ClickUp™ is a free to use web application which is widely used to

manage work and helps to deliver projects on time.

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 Gantt Chart

An illustration of a project schedule that plots tasks against time is

called a Gantt chart. It facilitates time management in collaborative
projects by giving a clear schedule of all the tasks, their due dates, and
dependencies. This makes it easier for team members to coordinate,
schedule, and manage their time by letting them know what needs to
be done, when it needs to be done, and who is responsible for each job.
Above Gantt chart is the one we used in our project to manage our time
effectively.

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TASK 2

2.1 What is a problem.

According to Cambridge English Dictionary, the word Problem is defined as
follows,

a situation, person, or thing that needs attention and needs to be dealt with
or solved(Dictionary, 2019b)

2.2 What is the difference between a Challenge and a Problem

The difference between a challenge and a problem can defined as follows,

The problem is the situation, and the challenge is the response. When we
ignore the problem, it gets worse; when we overcome the challenge it gets
better (Lazenbury, n.d.)

2.3 What is the meaning of problem solving?

The meaning of problem solving can be defined as follows,

Problem solving is the act of defining a problem; determining the cause of

the problem; identifying, prioritizing, and selecting alternatives for a
solution; and implementing a solution.

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 Figure 26 Steps of problem solving.

2.4 Problem solving steps.

Problem solving process consists of 4 steps,
1. Define the problem.

Make a diagnosis so that you may concentrate on the issue at hand

rather than merely its symptoms. Using cause-and-effect diagrams
to define and analyse root causes as well as flowcharts to outline
expected steps in a process are helpful problem-solving strategies.

2. Generate alternative solutions.

Wait to choose a solution until several other approaches to tackling

the issue have been put forth. The value of your perfect solution
might be greatly increased by considering several options. Once the
"what should be" model has been determined, this goal standard
serves as the foundation for creating a plan for exploring potential
alternatives. During this phase of problem solving, brainstorming
sessions and group problem-solving methods are both beneficial.

Prior to the final review, many different solutions to the problem

should be developed. When addressing problems, it's usual to
evaluate alternatives as they are put out, choosing the first
workable solution—even if it's not the best fit—instead of the ideal
one. If our attention is only on attempting to achieve the desired
outcomes, we lose out on the chance to pick up new knowledge
that could significantly enhance our ability to solve problems.

3. Evaluate and select an alternative.

When choosing the optimal option, proficient problem solvers take

several factors into account. They think about the degree to which:

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 • A particular alternative will solve the problem without
causing other unanticipated problems.
• All the individuals involved will accept the alternative.
• Implementation of the alternative is likely.
• The substitute is compliant with the limitations of the
organisation.

4. Implementation and follow-up on the solution

Leaders may be asked to "sell" the solution to others, lead others in

implementing it, or assist in its execution with the assistance of
others. One of the best ways to minimise resistance to future
changes and obtain buy-in and support is to involve people in the
implementation process.

Feedback channels ought to be integrated into the implementation

process, regardless of the method used to roll out the solution. This
makes it possible to continuously test and monitor actual
occurrences against predictions. The best results from problem
solving and the methods of obtaining clarity come from solutions
that are maintained and modified to accommodate new
developments.

Figure 27 Steps of solving a problem.

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2.5 Problem Methods and techniques.

1. The Round-Robin technique for brainstorming

Try the Round-Robin problem-solving technique if your team members

just sit around and wait for someone else to solve their problems. Put
another way, using this method will need that each person participate fully
in the brainstorming session.
There are 2 rules in this technique,
• Participants take turns to contribute ideas, using the option to
“pass” if they have nothing to contribute to that round.
• The brainstorming session is over once everyone makes a pass.

2. Silent brainstorming method

The issue with most brainstorming groups is that the most talkative
participants are most likely to have their suggestion selected as the answer.
Even though the silent people have great ideas, they merely loiter and
never get an opportunity to be heard. You get the impression that having a
fantastic concept is less essential than being loud and engaged.

Should that occur frequently, it might be time for a private brainstorming

session. It can be completed in person or virtually; the procedure is the
same. Without seated at a table, the entire team generates and shares ideas
independently. The key thesis is that all opinions are equally valid.
Deciding is considerably simpler if you decide to do it online.

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 3. Six Thinking Hats

Fans of Harry Potter will be familiar with the Sorting Hat. Students wear a
hat that assigns them to the Hogwarts house that most closely fits their
characteristics. In keeping with it, Edward de Bono developed a method
known as "The Six Thinking Hats." You can solve problems by wearing
six different hats and seeing things from six different angles.

Figure 28 Six Thinking Hats

Following are the hats that you can wear for an effective problem solving,
• White Hat
This is the impartial party that applies the data and facts needed to
resolve an issue. This is the hat you want to wear when the issue
first arises.

• Red Hat
It's all about feeling and instinct with this hat. Wearing this
headgear allows you to openly express your emotions and reveal
your first thoughts in response to concepts.

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 • Black Hat
This is the hat to wear when you want to be cautious and voice a
critical opinion. The black hat will ensure that you avoid making
poor choices.

• Yellow Hat
This is the hat to wear when you want to feel optimistic. It is a
great way to counterbalance the black hat and assists you in
recognising the advantages of a concept.

• Green Hat
Put on a green hat to explore your creativity, possibilities,
alternatives, and new ideas. It is important for everyone to
contribute fresh perspectives, which is why wearing a green hat is
advised.

• Blue Hat
The hat that arranges everything else is this one. This individual
oversees the entire decision-making process and ensures that all
other hats adhere to the regulations.

4. The 5 whys

Try this method when you need to identify the source of an issue fast.
Asking "Why" five times is all that is required. Make sure your response is
unbiased and begin by addressing the current issue and asking why it
occurred. Go back and ask "Why" four more times. At some point, you’ll
reach the true answer to your question, and you can start looking for a
solution.
The largest obstacle when using this method is coming up with logical,
impartial responses for every "why." Resist the need to respond with your
perspective. Consider the rational explanation for why the event occurred

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 instead. Recall that offering an arbitrary response is significantly worse
than owning up to your ignorance.

5. Failure Mode and Effect Analysis (FMEA)

Do you want to handle issues like the big guys at General Motors, Ford,
and Chrysler? You can solve difficulties more quickly and easily with this
sophisticated approach. It can be used to dissect every component of your
plan and determine when and how it might falter. You can choose the most
effective problem-solving strategies by considering the impact of each
failure and its likelihood. Finally, state the procedures you need to take to
avoid each of the failures you mentioned in the earlier steps.

2.6 What is Critical Reasoning

According to the University of Louisville, the most comprehensive and

concise definition for the Critical Reasoning adopted by Michel Scriven and
Richard Paul (2003) as follows,

Critical thinking is the intellectually disciplined process of actively and

skillfully conceptualizing, applying, analyzing, synthesizing, and/or
evaluating information gathered from, or generated by, observation,
experience, reflection, reasoning, or communication, as a guide to belief
and action.

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 Figure 29 Critical Reasoning Example

2.7 How Critical Reasoning important for problem solving.

Effective issue solving absolutely requires critical reasoning. It's the toolkit
that gives you the ability to approach problems rationally and methodically.
This is the reason it's crucial,

• Analyse Information: You can evaluate material objectively if

you possess critical reasoning abilities. You can distinguish
between truth and opinion, recognise biases, and assess the
reliability of sources. This guarantees that the solutions you base
them on accurate information.

• Evaluates the solution: When you use critical reasoning, you don't
automatically choose the first answer that occurs to you. You can
weigh the pros and cons of each option and select the one with the
best chance of success.

• Identifies Underlying Causes: Thinking critically enables you to

look past the obvious surface of an issue. You can examine the
underlying reasons, consider many viewpoints, and foresee
possible outcomes.

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TASK 3

3.1 What is a “Team”

According to American Society for Quality (ASQ) the term team is defined as
follows,

A team is defined as a group of people who perform interdependent tasks to

work toward accomplishing a common mission or specific objective.(ASQ, 2019)

3.2 Types of teams

There are mainly 3 types of teams,

1. Process Improvement Teams

Process improvement teams are project teams dedicated to improving or
enhancing specific business processes. These teams work together to achieve a
specific purpose, are driven by a well-defined project plan, and have an
agreed-upon start and end.(ASQ, 2019)

2. Work Groups or Natural Teams

Work groups, often known as "natural teams," are responsible for a certain
process (such as a department, product line, or step of a business process) and
collaborate in a participative atmosphere. The team's authority and autonomy
can range from limited to full self-management. The participative method is
founded on the notion that giving employees more responsibility for their job
will increase their productivity.(ASQ, 2019)

3. Self-Managed Teams
Self-managed teams oversee the day-to-day operations of their specific
process or department. They are authorized to make judgements on a wide
range of topics, including safety, quality, maintenance, scheduling, and

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 personnel. Their tasks also encompass activities that managers have
historically handled, such as goal setting, assignment allocation, and conflict
resolution.(ASQ, 2019)

3.3 Advantages of working as a team

1. It builds trust.
This is likely the most advantageous reason employers may form teams.
Because wins and losses can influence the entire team, members are more
likely to rely on one another to attain a shared goal. The trust gained from
relying on other team members can extend beyond group work and build
an overall healthy environment.

Team members may also learn how to manage conflicts and collaborate
based on each other's abilities, resulting in a stronger team relationship.
This allows people to operate more efficiently, overcome minor
disagreements, and set aside their differences for the sake of the team.
They may develop the ability to comprehend and motivate one another on
a continuous basis.(Team, 2021)

2. It encourages risk-taking.
Business and entrepreneurship require a great deal of risk-taking, and
cooperation encourages it. This is because teams feel more secure in
introducing new ideas when accountability is shared rather than assigned
to a single person. Furthermore, as teams discuss their triumphs, they are
more likely to desire to expand on them with new and groundbreaking
ideas.(Team, 2021)

3. It reduces the risk in the workplace.

As team members develop a closer personal bond through friendship and
trust, they are more inclined to rely on one another while dealing with
work-related stress or anxiety. Teamwork creates a support network in

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 which people may openly express their problems and obtain insight from
someone who is likely to understand them.

Team leaders can help with this by organizing team-building activities

that allow members to engage more casually. Icebreakers and chats about
common interests are some examples. Additionally, cooperation can
reduce stress because all members share responsibility for a task. This
relieves stress and helps an individual to distribute their workload if they
are unable to reach a deadline.(Team, 2021)

Figure 30 Importance of working as a team.

3.4 Disadvantages of working as a team

1. People might not work as hard.

One consequence of cooperation is that people may be less motivated
to work hard because they believe they are bearing a lighter load.
Accountability is divided among everyone, and you may end up with
the bystander effect: no one acts because they believe someone else
will intervene.(Harrin, 2022)

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 2. Personality Clashes.
In teams, personality conflicts can also arise and cause tension and
discomfort.
Beyond team building and attempting to establish an environment
where everyone feels heard and valued, there isn't much you can do
about that. Your aim as a team leader is to make wise hiring decisions
so that you don't end up in this situation.
It could be simpler to relocate to a different place of employment if
you are currently employed in a toxic atmosphere.(Harrin, 2022)

3. Higher risk of conflict

There's a greater chance of anger outbursts when there are more
individuals present. In teams, disagreements can be constructive when
they help identify potential solutions to problems and brainstorm
various approaches. But occasionally, disagreement is just
inconvenient. You won't often experience soul-crushing confrontation
with yourself if you work alone.(Harrin, 2022)

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3.4 What is a “Dynamic team”
According to Harvard Business School the term “Dynamic Team” defined as
follows,

Dynamic teaming is the process of working in groups that have fluid

membership—meaning, they may need to gather in the moment
across industries, functions, time zones, and languages without
proper preparation—to navigate ever-shifting circumstances and
tasks.

Figure 31 A Dynamic Team

3.4.1 Key elements in a dynamic team

• Communication
For a team to function well, communication must be effective.
This entails giving feedback, speaking up when necessary, and
attentively listening.

• Trust
Team members must be at ease and secure enough to exchange
concepts and knowledge without hesitation or shame. Better
ideas and creativity are the result of established trust.

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 A team leader oversees ensuring that everyone is involved,
motivated, and meets deadlines. He also needs to concentrate
on elements that enhance team chemistry.

• Roles and Responsibilities

Is there anyone on your team that you might approach to clarify
their roles and responsibilities? Is there a team member you
may ask to clarify the duties and obligations of each person in
the team, including the team leader? When a team member
performs this task effectively, they are aware of the
expectations placed on them by the team. Additionally, they are
aware of who to contact in case of issues at work, which
promotes positive team chemistry.

• Diversity and Inclusion

One aspect of diversity is the ability to think and feel
differently, which can result in original and creative solutions.
Diversity in cross-functional teams focuses on elements that
improve team dynamics. One such approach would be to
integrate team members from diverse departments, each
possessing unique perspectives and abilities.

• Conflict Resolution
Although disagreements will inevitably arise in a team, a
constructive approach to resolving them is essential to
preserving harmonious team dynamics.

3.4.2. Factors affecting dynamic team.

• Psychological Forces
People's needs for security, experience, recognition, belonging,
and prestige are central to their psychology and wants. It all has
an impact on how well they adjust to the group.

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 • Experience
A person's behavior in a group is determined by the lessons
they have learned from their past experiences, which include
habits, values, attitudes, perceptions, and more.

• Goals and Ideology

The individual's objectives and views, which may or may not

coincide with those of the entire group, are another crucial
element that might cause conflict and an inability to perform.

• Associational Forces

The individual's objectives and views, which may or may not

coincide with those of the entire group, are another crucial
element that might cause conflict and an inability to perform.

Figure 32 Factors Affecting to a Dynamic Team

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 3.4.3 Benefits of having a dynamic team
• Improved Productivity
Collaboratively, team members can accomplish tasks faster,
resulting in higher production. Team members can work
productively and cooperatively towards common goals when
they are in sync and are aware of their duties and how they fit
within the group. As a result, more work is generated overall,
both in terms of quality and quantity.(J, 2019)

• Higer Job Satisfaction

Team members are more likely to be involved in their work and
have more job satisfaction when they perceive that their
colleagues value and support them.(J, 2019)

• Increased Innovation
Diverse viewpoints and collaboration can produce creative
solutions and novel ideas for challenging issues.(J, 2019)

• Better Employee Retention

Good team dynamics create a more favorable, inviting, and
professional atmosphere, which helps with staff retention.(J,
2019)

• Better Decision Making

Collaboratively, team members can come to more intelligent
and deliberate conclusions.(J, 2019)

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 3.4.4 Why it is important to have dynamic team members.

It takes energetic team members to accomplish a group's objectives.

The perspectives, abilities, and experiences that dynamic team
members bring to the table can significantly improve the group's
capacity to take on difficult tasks and accomplish its goals. Group
members' distinct skills and talents can be utilized to optimize the
team's performance by giving them defined roles.

Each member of a productive team is usually given a role that matches

their skills, interests, and areas of expertise. A team may consist of a
project manager who is responsible for overseeing coordination and
timeliness, a research analyst who collects and synthesizes pertinent
data, a creative lead who stimulates creativity and ideation, and a
technical specialist who guarantees the project's practical
implementation.

To keep the team on track, create milestones, and facilitate

communication, the project manager is essential. To make sure that
everyone is working towards the same goal, they supervise disputes,
guide the team, and coordinate the efforts of the members. The job of
the research analyst is to collect and evaluate pertinent data, offering
recommendations and insights that guide the team's decision-making.
The creative lead promotes unconventional thinking, questions
presumptions, and cultivates an atmosphere that supports creativity.
The technical specialist addresses any obstacles or issues related to
technology to guarantee that the team's ideas are workable and can be
implemented successfully.

Having a cohesive team can make a big difference in reaching the

project's common objective. Respecting and appreciating one another's

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 duties and contributions promotes a cooperative and encouraging work
atmosphere. Constructive criticism, attentive listening, and open

communication becomes essential components of the team culture.

Team members can benefit from each other's knowledge, capitalize on
one another's advantages, and work together to overcome deficiencies
thanks to this synergy.

Moreover, dynamic team players frequently possess adaptability and a

willingness to assume various tasks and positions as required. This
adaptability guarantees that the group can react to evolving situations
or unforeseen difficulties without jeopardizing the project's
advancement. For example, if the research analyst runs into a snag, the
technical specialist might provide alternate solutions or workarounds,
while the creative lead might offer new insights or ideas to get over the
issue.

In conclusion, having dynamic team members with distinct tasks is

necessary for a group to successfully accomplish its objectives. The
group may overcome obstacles, welcome creativity, and eventually
accomplish its common project goal by utilizing the varied
perspectives, abilities, and experiences that each member brings to the
table as well as cultivating a cooperative and encouraging team
dynamic.

Figure 33 A team consists of dynamic members.

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 3.4.5 How do I contribute to my team as a dynamic team member.

In this project, I act as a senior software engineer in our team. As a

dynamic team member here is how I contributed to the team by my
expertise and dynamic approach,

• Technical Leadership
My vast experience and in-depth technical expertise enable me
to offer the team invaluable leadership and mentoring. I can
assist in defining the architectural design, guarantee that best
practices for coding are followed, and give junior developers
technical guidance. My capacity to simplify difficult issues and
provide workable answers can make it easier for the team to
overcome technological obstacles.

• Adaptability and Problem-solving

I am a dynamic team player who can adjust to shifting needs,
project detours, or unforeseen difficulties. I can approach
problems from numerous aspects thanks to your analytical
mindset and problem-solving abilities, which encourages
creative solutions. My expertise can assist in finding different
strategies or workarounds when the team hits obstacles,
keeping the project moving forward.

• Knowledge Sharing and Collaboration

I am an invaluable member of the team due to my breadth of
expertise and experience. To promote a cooperative learning
atmosphere, I can lead knowledge-sharing sessions, code
reviews, and pair programming exercises. One way to help
team members become more skilled is to promote open
communication and knowledge sharing, which will guarantee
uniform coding methods across the project.

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 • Stakeholder Communication

My ability to successfully connect with stakeholders and bridge

the gap between technical and non-technical viewpoints stems
from my strong understanding of technical topics and
experience working on similar projects. My capacity to
communicate intricate technical details in a way that is easy to
grasp can help the development team and project stakeholders
make better decisions and guarantee alignment.

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TASK 4

4.1 What is “Continuing Professional Development”

According to University of Technology Sydney, the term Continuing
Professional Development defined as follows,

Continuing Professional Development is a combination of ideas, techniques,

and approaches that are designed to help you manage and enhance your
growth, abilities and learning as a professional.

Figure 34 Continuing Professional Development.

4.2 Why CPD is important?

CPD may be useful for managers who support staff members' professional
development or for staff members who wish to keep learning new skills. It
offers a rigorous and disciplined framework for learning that enables you to
focus on enhancing your knowledge and abilities in the job. These are a few of
the primary benefits of CPD.(Parsons, 2022)

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 • Keep pace with others in your industry.

Maintaining your current level of academic and practical

qualifications is made easier with CPD. There are many
different reasons why professionals might want to advance their
careers, but not everyone gains new abilities quickly.
Professionals may stay on top of their game and stay up to date
with other professionals in their area who are also pursuing
CPD by investing in CPD throughout their careers. CPD is
mandated in certain professions. The Association of Chartered
Certified Accountants, for instance, mandates that its members
obtain 40 CPD units annually, divided into 19 non-verifiable
and 21 verifiable units.(Williams, 2022)

• Be more successful in your role.

You may succeed in your profession and become more

productive in your role with the aid of CPD. You can raise your
chances of making career advancements by expanding your
knowledge and skill set. Continuing professional development
(CPD) can also help you acquire the transferable skills you
might need to get a promotion or move jobs. This can entail
taking on a managerial or leadership role where you can serve
as a mentor to others. Recognizing the value of continuing
education, the Institute of Sales and Marketing Management
encourages its members to complete at least 20 hours
annually.(Williams, 2022)

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 • Keep up to date with industry trends.

Making ensuring your knowledge and abilities are applicable to

your present work and field is made easier with CPD.

Since industry trends can shift quickly, it's critical that you keep
up with the latest developments to make sure you have the
abilities and information necessary to carry out your job well.
You can improve your abilities and understanding by keeping
up with the latest developments in your field's knowledge and
technology. Since the discipline of marketing is always
changing, members of the Chartered Institute of Marketing are
required to document a minimum of 35 hours of continuing
professional development annually.(Williams, 2022)

• Increase your confidence.

Participating in CPD can help you demonstrate your continued

learning and growth, which can boost your self-esteem. It can
also boost other people's confidence in your talents, particularly
the confidence of your employers. By investing in continuing
professional development, a business can also boost public
confidence by demonstrating to the public that its workers'
professional skills are developing and adapting to
accommodate changes in the sector. For example, to remain on
the Nursing and Midwifery Council register, all registered
nurses and midwives must complete 35 hours of professional
development every three years.(Williams, 2022)

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4.3 Types of CPD

There are mainly 2 types of CPD,

1. Formal CPD
Formal continuing professional development (CPD) is typically organized and
includes interactive, participation-based activities like taking e-learning
courses, presenting at conferences, writing articles, attending workshops,
seminars, special interest groups, and local group gatherings.

These kinds of activities are easier to monitor and verify independently thanks
to things like test results, written materials prepared, attendance certificates,
and so on.(of Risk Management, n.d.)

2. Informal CPD
Self-assessed or informal CPD is less regimented.

Reading pertinent books, news stories, trade journals, podcasts, case studies,
and business updates are typical activities. It can also involve researching
related topics, reading newsfeeds tailored to a particular industry, and studying
and revising for professional exams.(of Risk Management, n.d.)

4.4 Five steps to perfect CPD

According to Chartered Institute of Personnel Management Sri Lanka (CIPM),

there are 5 steps to a perfect CPD,

1. Plan
Give a sincere evaluation of your existing situation. Establish goals for your
professional growth that are both short- and long-term. It is important to assess
one's own requirements as well as opportunities both within and beyond the
job. Then, to accomplish your goals, establish an action plan. Connect
Personal Development Plans (PDP) with CPD. (CIPM, n.d.)

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 2. Do
Get out there and begin creating CPD. Enhance networking as a top priority
since networking leads to greater learning. When travelling, it's critical for
people to "Reflect" on who they are.(CIPM, n.d.)

3. Record
Maintain a record of your CPD activities. Track and document the plan's
progress. Keep track of any education, experience, and training that has aided
in your professional growth. The primary focus of CPD is "Quality," not
"Quantity." As a result, output-focused CPD recording is required. (CIPM,
n.d.)

4. Reflect
The most crucial component of CPD is introspection. It prompts you to
consider the worth of what you have produced. You need to consider the
following.(CIPM, n.d.)
• What you got out of your work
• What you learned
• How you learned
• How you will apply it in practice
• What is the resulting change?
• Will this need any additional development?
• What is the benefit to you? To client? To others?
• How does this help you develop or take on a new role?

5. Submit
Send CPD for annual assessment when it's ready.

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4.5 Different categories of CPD activities and examples
CPD can be earned from any professional development or learning activity, but it's
important to make sure these activities advance your practice and improve the
services you offer.(HCPC, 2019)

• Work based learning.

❖ Learning by doing.
❖ Reflective practice
❖ Peer review
❖ Coaching from others
❖ Secondments
❖ Significant analysis of events

• Professional Activity
❖ Lecturing or teaching
❖ Giving presentations at conferences
❖ Organizing accredited courses
❖ Being an examiner
❖ Mentoring

• Formal Education
❖ Courses
❖ Research
❖ Writing articles
❖ Distance or online learning.
❖ Going to seminars
❖ Attending conferences

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 • Self-directed activities

❖ Reading journals or articles

❖ Keeping a progress report
❖ Reviewing books or articles

4.6 Models of CPD

There are several models of CPD,

1. The training model.

In essence, you have a common transmission paradigm for content
development where “is ‘delivered’ to the teacher by an ‘expert’, with the
agenda determined by the deliverer, and the participant placed in a passive
role”.(Kennedy, 2014)

2. The award-bearing model

An improvement over the training paradigm with outside validation primarily
from academic institutions. Establishing bodies exercise control.(Kennedy,
2014)

3. The deficit model.

Essentially, CPD emphasizes the limitations of teachers. Since someone must
evaluate teachers in this situation, power is once more centralized at the top.
Management of performance is the focus here.(Kennedy, 2014)

4. The cascade model.

A fascinating model that is, I believe, well-known in many ELT settings. In
essence, this is where, “individual teachers [attend] ‘training events’ and
then [cascade or disseminate] the information to colleagues.” This is
probably what most of us who have been "sent" to conferences have had to
do.(Kennedy, 2014)

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 5. The coaching/mentoring model.
Briefly put, a model that prioritizes a one-on-one interaction between two
experts. As stated in the text, the distinction between the two is that mentoring
is very much the critical buddy, whilst coaching is skills-based. There are
numerous "combinations" that may be made in this situation. For instance, two
experienced teachers or an early-career teacher could be coupled.
Alternatively, like in my situation, the teacher and a DoS/trainer hold the
sessions. I think that the power differential has an impact on these sessions,
and that the "coaching" sessions are heavily skills-based. However, I also
think that the coach's skillful questioning and "opening up" allows for a more
reciprocal relationship.(Kennedy, 2014)

4.7 How to evaluate your CPD.

The five CPD evaluation levels proposed by Thomas Guskey offer a solid
foundation for ensuring the efficacy of the CPD offered by your initiative.
Let's examine some possible applications for these ideas.

1. Participants’ Reaction
This reveals the initial reactions of coworkers to an activity related
to professional learning. It could cover things like how relevant the
information felt, how well it was delivered, or even if they simply
enjoyed the experience.

Usually, surveys are used to gather this at the conclusion of

sessions. This can be assisted using tools like Google surveys and
other internet resources.(Clay, 2016)

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 2. Participants’ Learning
This informs you of any new information or understanding that
colleagues may have picked up, as well as what that information or
understanding is. Coworkers may consider this, discuss it amongst
themselves, or even write it down and record it. Line management
or team meetings could serve as a means of facilitating this.(Clay,
2016)

3. Organization Support
This stage looks at the organization's impact and if the organization
encouraged the application of any fresh knowledge. Was there help
from the organization? Was there sufficient time or were there
sufficient resources? This may become clear in meetings, in staff
comments, or in school plans. Tools like the CPD Audit from TDT
Network examine organizational support for team members'
efficient CPD.(Clay, 2016)

4. Participants’ use of new skills/knowledge

Are the members applying the new information or comprehension
they have acquired then? This indicates the degree to which the
professional learning has been put into practice. It could be clear
from staff observations of lessons or from surveys or chats. This
can be supported by low-stakes learning walks, line-management
meetings, peer observations like Lesson Study, and online
performance management systems that incorporate self-evaluation
tools to assist members in thinking about this.(Clay, 2016)

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 5. Participants’ learning outcomes.
And lastly, how has it affected the students? This could take several
forms, such as accomplishment, conduct, or attitude, based on the
need that your CPD was designed to address.(Clay, 2016)

4.8 Our CPD plan

To deliver a quality product we build up a well-planned CPD plan.

Training Activities:

Module 1: Facial Recognition Technology Fundamentals

• Target Audience: All Team Members

• Duration: 2 Days
• Delivery Method: Instructor-led workshop with hands-on exercises
• Learning Objectives:
o Understand the core principles of facial recognition technology.
o Identify different types of facial recognition algorithms and
their strengths/weaknesses.
o Gain familiarity with common facial recognition applications.
• Evaluation:
o Pre- and post-training quizzes to assess knowledge gain.
o Feedback survey on participant engagement and understanding
of the material.

Module 2: Implementation of Facial Recognition in Attendance Systems

• Target Audience: Developers and System Integrators

• Duration: 1 Day
• Delivery Method: Online training with live Q&A session and access
to code samples.
• Learning Objectives:

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 o Learn how to integrate facial recognition APIs into attendance
systems.
o Gain practical experience working with facial recognition
libraries/frameworks.
o Understand security considerations for facial recognition
systems.
• Evaluation:
o Coding challenge to assess participants' ability to implement
facial recognition within the project.
o Peer evaluation on collaboration and knowledge sharing during
the training.

Module 3: Data Privacy and Security in Facial Recognition Systems

• Target Audience: All Team Members

• Duration: Half Day
• Delivery Method: Webinar with guest speaker from a data privacy or
security firm.
• Learning Objectives:
o Understand data privacy regulations relevant to facial
recognition (e.g., GDPR, CCPA).
o Learn best practices for securing facial recognition data.
o Identify potential ethical considerations surrounding facial
recognition technology.
• Evaluation:
o Case study analysis on data privacy and security concerns in
facial recognition systems.
o Participation in discussions during the webinar.

Organizational Support:

• Management will allocate dedicated time for training during work

hours.
• The organization will cover the cost of training materials and any
necessary software licenses.

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 • Team members will be encouraged to attend relevant industry
conferences and workshops related to facial recognition technology.

Post-Training Support:

• A dedicated online forum will be created for team members to ask

questions and share knowledge related to the project.
• Mentorship opportunities will be provided for junior team members by
senior developers experienced in facial recognition.
• Regular team meetings will be used to discuss challenges and progress
related to integrating facial recognition into the attendance system.

Monitoring and Evaluation:

• Participant feedback surveys will be conducted after each training

module.
• Team leads will monitor the use of new skills and knowledge by
observing project progress and code reviews.
• The success of the CPD plan will be measured by the effectiveness of
the implemented facial recognition system, including accuracy,
security, and user satisfaction.

4.9 What is “Motivation”

According to Cambridge English Dictionary, the term “Motivation” is
described as follows,

The need or reason for doing something.(Dictionary, 2019c)

4.9.1 Different Motivational Theories

Cognitive, process, and content-based theories are examples of

motivational theories. While process theories explain how motivation
occurs, content theories highlight the demands that might motivate

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 people. Cognitive theories look at how a person's surroundings and
perceptions impact their motivation. These theories can be used by
coaches to enhance athletes' performance and by teachers to inspire
their students.

1. Maslow’s theory of hierarchical needs

A notion of motivation based on content is Maslow's hierarchy.

Prior to moving on to more complicated demands, it lists a few
fundamental needs that an individual hopes to satisfy. This
hierarchy divides requirements into five groups:

• Physiological:
The four essential physiological demands of a human
are food, clothes, shelter, and water. An employee's pay
may meet their physiological needs in the workplace.

• Safety:
This level describes the sense of security that people
feel. This requirement might coincide with a worker's
expectation of job stability.

• Love/Belonging:
Employees may form friendships at work to satisfy their
desire for socialisation and to feel like they belong.
Management can meet this demand by organising team-
building exercises like business lunches, which provide
an avenue for employees to connect.

• Esteem:

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 Workers frequently get to this point through
acknowledgment, which can boost their self-esteem and
give them confidence in their profession. Two strategies
that can support the development of a professional's
self-esteem include acknowledging their
accomplishments and giving them good comments.

• Self-actualization:
Employees may attempt to accomplish difficult, long-
term career or personal goals to get to this level.
Employees that are self-actualized can effectively
motivate themselves to accomplish job goals.

An administrative specialist can comprehend their team's goals

and strive towards achieving them by applying Maslow's theory
of hierarchical needs. In addition to the salary, benefits, and
perks that an employee receives, they can plan team-building
and professional development events. To help staff feel like
they are a part of the company, managers can start by
periodically updating them on goals or activities. They have the
power to establish an atmosphere that is ripe with opportunities
for cooperation and teamwork. Work-life balance, advancement
possibilities, and the calibre of projects are some of the things
that can inspire a worker to do well in a position.(E. Indeed,
2023)

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 Figure 35 Maslow's Hierarchy of Needs

2. McClelland’s theory of needs

This hypothesis, which is content based, confirms that all

people, regardless of age or gender, have three motivational
drives. Depending on their experiences in life, each person may
exhibit a dominating one of the three drivers. The trio of drivers
consists of:

• Achievement:
Individuals who are driven to succeed may feel a strong
desire to establish objectives, see them through, and
take measured risks along the way. They might prefer to
work alone and want praise, comments, and
acknowledgment for their efforts.

• Affiliation:
Individuals who get their energy from affiliation are
more likely to collaborate and may even favour

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 teamwork. To win over their teammates and other team
members, they can take the majority's position and do
what most of the group demands.

• Power:
Those who are driven by power may exhibit inclinations
to dominate and sway others as well as win debates.
They could be quite competitive and take pride in their
rank and reputation.

An administrative professional can create a team with a variety

of abilities and character qualities by using McClelland's theory
to determine the main motivators of team members.

This idea aids recruiting managers and team managers in

selecting the best applicants for open positions. Power-hungry
workers can make excellent mentors, managers, and leaders.
Workers who get a lot of satisfaction from affiliation might not
make good managers because they could find it difficult to
make difficult choices while trying to satisfy everyone.(E.
Indeed, 2023)

Figure 36 McClelland's Theory of Needs

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 3. Herzberg’s Two factor Theory

Content-based theory is what Herzberg's two-factor theory is. It

outlines two categories of elements that could result in
contentment or discontent. According to Herzberg, motivational
elements and hygienic considerations are what determine
whether a person is satisfied or not.

• Hygiene Factors:
These include things like office policies, supervisor
attitudes, professional relationships, norms of conduct,
and working environment that have an impact on
employee satisfaction. Employee motivation can be
raised, and unhappiness can be reduced by making
improvements to some or all the hygiene elements.

• Motivating Factors:
Professionals are motivated by things like career and
personal growth, recognition, responsibility, and
professional accomplishments. Taking care of these
issues improves job happiness.

Herzberg's two-factor theory can be put into practice by

management through policy changes, competitive pay,
efficient oversight, more autonomy, and job security. When it
comes to programmes for employee wellness, administrative
professionals can be proactive. By providing tools for
professionals to discover a sense of purpose in their work and
personal lives, a corporation can lower employee
discontent.(E. Indeed, 2023)

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 4. Vroom’s Expectancy Theory
Vroom's expectation theory is a process-based explanation of
motivation that postulates that a person's actions are the outcome
of deliberate decisions they make from a variety of options.
People make some decisions in the hopes of achieving greater
comfort and contentment. According to Vroom's idea, a person
can become motivated by the following three things:

• Expectancy is the conviction that one's chances of

success rise with increased effort.

• An individual who believes they might be rewarded for

meeting performance standards is said to be instrumental.

• The value that a person assigns to an anticipated result

is known as valence.

According to Vroom's expectation theory, an employee may be

more motivated to work harder if they have confidence in their
ability to complete a task. A goal that is imaginary or
unachievable might demotivate professionals. Supervisors can
evaluate how well workers comprehend their part in
accomplishing company objectives. Managers can coach staff
members to match their performance with organisational goals if
they are uncertain of their own abilities or believe that a goal is
difficult.(E. Indeed, 2023)

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4.10 How motivation improve performance.

• Motivated members are more productive.

Motivated workers see value and social standing in their employment

and are devoted to their company. They are therefore motivated to
become the finest versions of themselves for the company.

The entire process improves when workers are putting forth their best
effort at work. As a result, organisations are better able to deliver high-
quality work. Employees can assume greater responsibility over time
without sacrificing the calibre of their work.

As a result, the company may successfully raise quality and production

with the aid of its driven employees. As a result, businesses may hire
new talent and offer their current staff the proper rewards and
incentives, thus boosting overall productivity.(Recognize, 2022)

• Motivated members bring more profits.

To stay afloat, any business must generate a profit margin that can be
sustained. The amount and level of work produced by an organisation
determine this profit.

There are various steps that organisations can take to maintain

employee motivation. Organisations can create more work of higher
quality and quantity when their staff are motivated. As a result, the
profit margin may be raised appropriately.

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 Increased profit enables managers of the company to provide greater
pay, incentives, perks, and recognition to their workforce, so
improving their quality of life. Employees continue to be interested
and devoted to the company, growing together with it. (Recognize,
2022)

• Member motivation reduce member turnover.

Employers incur a fair amount of financial loss due to employee

turnover. Every organisation devotes a significant amount of time and
resources to providing employees with skill development and
wellbeing maintenance. Therefore, the organisation loses all of this
time and resources when employee churn happens. Motivation is
crucial in an organisation for this reason.(Recognize, 2022)

Companies may drastically lower turnover if they maintain employee

motivation. Organisations can bring out the best in their workers and
maintain their engagement with their culture by adopting the correct
incentive strategy. As a result, workers typically switch employment
less frequently.

As a result, businesses can successfully lower both the expense of

hiring new staff and the cost of employee turnover. It enables
businesses to expand smoothly while maintaining a constant
output.(Recognize, 2022)

• Member motivation improves the work-life quality.

Nowadays, most workers are increasingly concerned with maintaining

a healthy work-life balance. This trend has been observed among

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 millennial employees, who comprise a significant portion of modern
workplaces.

Companies that maintain employee motivation are able to provide a

healthy work-life balance. This affords the workers the chance to
maintain a healthy distance between their personal and professional
lives and to give each one the respect it deserves.

Employees will be able to contribute optimally to their work and

handle any personal matters on their own schedules thanks to this
option. As a result, there is a rise in workplace productivity and the
development of a great office culture.(Recognize, 2022)

Figure 37 Effects of motivation on a team success.

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4.11 How CPD improves the team motivation.

There are various methods in which Continuing Professional Development

(CPD) can greatly enhance team motivation.

1. Skill Enhancement:

Team members can learn new skills and information related to their
roles through CPD programmes. Since they can clearly identify a path
for their professional development within the team, individuals who
feel that they are progressing and improving tend to be more
motivated.

2. Increased Confidence:

Team members gain confidence in their capacity to carry out duties

successfully as they acquire new skills through CPD. People may
become more motivated because of their enhanced confidence, which
gives them the courage to take on new tasks and make significant
contributions to the team's objectives.

3. Recognition and Reward:

Employees that actively participate in professional development

activities are frequently acknowledged and rewarded by employers
who support CPD efforts. This acknowledgement can take many
different forms, including pay raises, promotions, or just plain
acknowledgment of accomplishments. These kinds of incentives are
quite effective at encouraging people to take part in CPD programmes.

78 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

 4. Fostering a learning culture:

A culture of continuous learning is fostered within a team when CPD is

supported and promoted. Team members are more motivated and
satisfied with their jobs when they believe that their company values
and supports them. A learning culture also fosters collaboration and
knowledge exchange among team members, which can boost
motivation even more by fostering a sense of camaraderie and support
among one another.

All things considered, through offering chances for skill development,

cultivating a culture of learning and progress, and exhibiting organisational
support for workers' career goals, CPD plays a critical role in raising team
motivation.

79 | P a g e W.H.M.A.D. Dharmadasa Professional Practice Assignment No. 01

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