have to relate to other people. In fact, most working situations rely upon teamwork.
2.5.1 Positive attitudes
At work you should always try to adopt a positive and constructive attitude to other people. This can be diffi cult when you are tired or the person you are relating to is off-hand, aggressive, demanding, and asking for the near impossible. However, they are often under pressure themselves and allowances have to be made. Sometimes people are just out to annoy and provoke a confrontation. Try not to become involved. It is better to walk away from a quarrel than let it get out of hand. Always try to cool down the aggressor.
Sooner or later you are bound to come up against someone with whom you can- not get on. This may be a workmate, or an instructor. Often there is no apparent
To trace the progress of all goods from supplier to customer, records must be kept and fi led
reason for this; it is simply a clash of incompatible personalities. If you cannot resolve the matter amicably yourself, don’t leave the situation to deteriorate, but seek advice from the appropriate member of staff such as your supervisor or man- ager. He or she may be able to solve the problem even if it may involve you being moved to another section. Remember that, during your training, your personal atti- tudes and your ability to work as a team member is as much under scrutiny as the products that you produce.
2.5.2 Teamwork
Quite often you will have to work as a member of a team. This requires quite dif- ferent skills in interpersonal relationships than when you are working on your own or under the guidance of your instructor. For example, consider the lifting of a large and heavy packing case when mechanical lifting gear is not available. Like any team, the lifting party has to have a team leader (captain). That person must have the respect and confi dence of all the other members of the team because of his or her experience and expertise. The team should be picked from people who it is known can work together amicably and constructively. One ‘ oddball ’ going his or her own way at a crucial moment could cause an accident and injury to other members of the team.
Although the team leader is solely responsible for the safe and satisfactory com- pletion of the task, he or she should be sensible enough to consider comments and contributions from other members of the team. If you are a member of such a team and you think you have spotted a potential hazard in the job to be done, then it is your duty to draw it to the attention of the team leader. Eventually, however, discus- sion has to cease and the job has to be done. At this point the team leader has to make up his or her mind about how the job is to be done.
The team leader should not take an active part in the exercise, but should stand back where he or she can see everything that is going on. So, in the event of a poten- tially hazardous situation developing, the team leader is free to step in and correct the situation in order to prevent an accident.
2.5.3 Personal property
During a working lifetime most workers acquire an extensive set of personal tools. Some may be bought and some may be made personally. You will be mightily unpopular in any workshop if you borrow any of these tools without the owner’s consent. The same applies to overalls or any other personal belongings.
Although we have considered company policy, each and every workshop has a code of conduct all of its own. This is not written down, it is not company policy, it is a code of behaviour that has grown up over the years amongst the people working in that shop.
Respect it, obey it, and you will fi nd that your relationships with your work- mates and supervisors will be much improved. You will receive more useful help and wise advice and will establish worthwhile friendships that can stand you in good stead throughout your working life.
Woebetide anyone who disregards this code of conduct
Exercises
2.1 Effective working relationships
a) You are engaged in an intricate welding oper- ation when a colleague asks for your assistance.
Explain how you would deal with this situation.
b) You are having diffi culty in understanding an engin- eering drawing and you want advice. Your instructor is engaged in conversation with the training man- ager. Explain what you should do in this situation.
c) Your supervisor has directed you to help with a team activity in another department. Explain how you would introduce yourself to the team leader and how you would try to relate to the other members of the team.
2.2 Dress, presentation and behaviour
a) Describe the dress code at your place of work or your training centre and explain why the dress code should be adhered to.
b) Explain three possible consequences of ‘ fooling about ’ in an engineering workshop.
c) Explain why you, as an engineering trainee, should:
i) Adopt a short, neat hair style.
ii) Not wear dirty overalls.
iii) Write up your logbook carefully and neatly, keep it in a plastic folder, and make sure it is available on demand for examination by your supervisor.
2.3 Instructions
a) Draw an organization chart to show the chain of command in your training centre or in a company with which you are familiar.
b) Upon receiving a verbal instruction, describe what you would do to ensure that you have understood it correctly.
c) If a written instruction is unclear or badly printed, describe what you would do to avoid making a mistake in carrying out the instruction.
2.4 How to ask for help
a) Describe a situation where your instructor might have sent you to another person, such as a more senior colleague, for advice. Explain who that per- son might be in your training centre or company.
b) To avoid bothering your instructor when he or she is busy, describe:
i) The sort of practical assistance you might seek from a colleague.
ii) The sort of information you might seek from a colleague.
c) State whom you would approach for advice, and why you have chosen that person, in the follow- ing circumstances:
i) Clarifi cation of instructions or unclear advice from a colleague.
ii) Safe working practice concerning a new material that has been introduced into the workshop.
iii) Assistance in completing forms.
iv) Reporting personal injuries and accidents.
v) Discussing personal problems.
d) Give one example of the correct approach to another person when seeking that person’s help or advice, and one inappropriate approach to another person when seeking that person’s help or advice.
2.5 How to give help when asked
a) List fi ve important criteria that you must remem- ber when giving help or advise to another person.
b) Describe three situations when you should refuse to offer help or advice.
c) Explain how you would try to make such a refusal without giving offence.
2.6 Reporting defi ciencies in tools, equipment and materials
a) Give fi ve reasons why it is necessary to report defi ciencies in tools, equipment and materials.
b) Briefl y describe the procedures used in your training centre or company for reporting defect- ive tools, equipment and materials.
2.7 Respect for other people’s opinions and property a) You may have to work with people whose values
on work and life in general disagree with your own. Should you:
i) Argue aggressively with them OR
ii) Respect their views despite your personal reservations.
b) You are in a hurry and a long way from the stores.
You know that your workmate has the equipment you need in his or her personal toolkit. Describe the correct procedure for borrowing and return- ing such equipment.
c) You are in a hurry to get home at the end of your shift. You are returning the tools you have been using to the stores. Should you clean them and check them or leave that to the stores person- nel to save yourself time? Give reasons for your answer.
2.8 Teamwork and co-operation
a) Why is it necessary to take the time and trouble to gain some knowledge and understanding of what other people do in your training centre or com- pany, both within your department and in other departments? How could this lead to improved co-operation and teamwork?
b) How do some companies expand their trainees ’ and apprentices ’ insight into the work of other departments in the organization?
c) Give reasons for your answers to the following.
When working as a team:
i) should you take part in discussions concerning the work to be done?
ii) should you ask for clarifi cation of matters you do not understand?
iii) from whom should you take instructions?
2.9 Diffi culties in working relationships
a) State fi ve possible causes of diffi culty that may arise in your relationships with your work-mates and more senior staff.
b) With whom should you discuss such problems in the fi rst place?
c) Describe the procedures that exist for formally reporting such diffi culties in your training centre or company if you can get no satisfaction from b) above?
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