working in assignment

Ideas for Great Group Work

Many students, particularly if they are new to college, don’t like group assignments and projects. They might say they “work better by themselves” and be wary of irresponsible members of their group dragging down their grade. Or they may feel group projects take too much time and slow down the progression of the class. This blog post by a student— 5 Reasons I Hate Group Projects —might sound familiar to many faculty assigning in-class group work and longer-term projects in their courses.

We all recognize that learning how to work effectively in groups is an essential skill that will be used by students in practically every career in the private sector or academia. But, with the hesitancy of students towards group work and how it might impact their grade, how do we make group in-class work, assignments, or long-term projects beneficial and even exciting to students?

The methods and ideas in this post have been compiled from Duke faculty who we have consulted with as part of our work in Learning Innovation or have participated in one of our programs. Also included are ideas from colleagues at other universities with whom we have talked at conferences and other venues about group work practices in their own classrooms.

Have clear goals and purpose

Students want to know why they are being assigned certain kinds of work – how it fits into the larger goals of the class and the overall assessment of their performance in the course. Make sure you explain your goals for assigning in-class group work or projects in the course. You may wish to share:

• Information on the importance of developing skills in group work and how this benefits the students in the topics presented in the course.
• Examples of how this type of group work will be used in the discipline outside of the classroom.
• How the assignment or project benefits from multiple perspectives or dividing the work among more than one person.

Some faculty give students the option to come to a consensus on the specifics of how group work will count in the course, within certain parameters. This can help students feel they have some control over their own learning process and and can put less emphasis on grades and more on the importance of learning the skills of working in groups.

Choose the right assignment

Some in-class activities, short assignments or projects are not suitable for working in groups. To ensure student success, choose the right class activity or assignment for groups.

• Would the workload of the project or activity require more than one person to finish it properly?
• Is this something where multiple perspectives create a greater whole?
• Does this draw on knowledge and skills that are spread out among the students?
• Will the group process used in the activity or project give students a tangible benefit to learning in and engagement with the course?

Help students learn the skills of working in groups

Students in your course may have never been asked to work in groups before. If they have worked in groups in previous courses, they may have had bad experiences that color their reaction to group work in your course. They may have never had the resources and support to make group assignments and projects a compelling experience.

One of the most important things you can do as an instructor is to consider all of the skills that go into working in groups and to design your activities and assignments with an eye towards developing those skills.

In a group assignment, students may be asked to break down a project into steps, plan strategy, organize their time, and coordinate efforts in the context of a group of people they may have never met before.

Consider these ideas to help your students learn group work skills in your course.

• Give a short survey to your class about their previous work in groups to gauge areas where they might need help: ask about what they liked best and least about group work, dynamics of groups they have worked in, time management, communication skills or other areas important in the assignment you are designing.
• Allow time in class for students in groups to get to know each other. This can be a simple as brief introductions, an in-class active learning activity or the drafting of a team charter.
• Based on the activity you are designing and the skills that would be involved in working as a group, assemble some links to web resources that students can draw on for more information, such as sites that explain how to delegate and share responsibilities, conflict resolution, or planning a project and time management. You can also address these issues in class with the students.
• Have a plan for clarifying questions or possible problems that may emerge with an assignment or project.   Are there ways you can ask questions or get draft material to spot areas where students are having difficulty understanding the assignment or having difficulty with group dynamics that might impact the work later?

Designing the assignment or project

The actual design of the class activity or project can help the students transition into group work processes and gain confidence with the skills involved in group dynamics.   When designing your assignment, consider these ideas.

• Break the assignment down into steps or stages to help students become familiar with the process of planning the project as a group.
• Suggest roles for participants in each group to encourage building expertise and expertise and to illustrate ways to divide responsibility for the work.
• Use interim drafts for longer projects to help students manage their time and goals and spot early problems with group projects.
• Limit their resources (such as giving them material to work with or certain subsets of information) to encourage more close cooperation.
• Encourage diversity in groups to spread experience and skill levels and to get students to work with colleagues in the course who they may not know.

Promote individual responsibility

Students always worry about how the performance of other students in a group project might impact their grade. A way to allay those fears is to build individual responsibility into both the course grade and the logistics of group work.

• Build “slack days” into the course. Allow a prearranged number of days when individuals can step away from group work to focus on other classes or campus events. Individual students claim “slack days” in advance, informing both the members of their group and the instructor. Encourage students to work out how the group members will deal with conflicting dates if more than one student in a group wants to claim the same dates.
• Combine a group grade with an individual grade for independent write-ups, journal entries, and reflections.
• Have students assess their fellow group members. Teammates is an online application that can automate this process.
• If you are having students assume roles in group class activities and projects, have them change roles in different parts of the class or project so that one student isn’t “stuck” doing one task for the group.

Gather feedback

To improve your group class activities and assignments, gather reflective feedback from students on what is and isn’t working. You can also share good feedback with future classes to help them understand the value of the activities they’re working on in groups.

• For in-class activities, have students jot down thoughts at the end of class on a notecard for you to review.
• At the end of a larger project, or at key points when you have them submit drafts, ask the students for an “assignment wrapper”—a short reflection on the assignment or short answers to a series of questions.

Further resources

Information for faculty

Best practices for designing group projects (Eberly Center, Carnegie Mellon)

Building Teamwork Process Skills in Students (Shannon Ciston, UC Berkeley)

Working with Student Teams   (Bart Pursel, Penn State)

Barkley, E.F., Cross, K.P., and Major, C.H. (2005). Collaborative learning techniques: A handbook for college faculty. San Francisco: Jossey-Bass.

Johnson, D.W., Johnson, R., & Smith, K. (1998). Active learning: Cooperation in the college classroom. Edina, MN: Interaction Book Company.

Thompson, L.L. (2004). Making the team: A guide for managers. Upper Saddle River, NJ: Pearson Education Inc.

Information for students

10 tips for working effectively in groups (Vancouver Island University Learning Matters)

Teamwork skills: being an effective group member (University of Waterloo Centre for Teaching Excellence)

5 ways to survive a group project in college (HBCU Lifestyle)

Group project tips for online courses (Drexel Online)

Group Writing (Writing Center at UNC-Chapel Hill)

Understanding Assignments

What this handout is about.

The first step in any successful college writing venture is reading the assignment. While this sounds like a simple task, it can be a tough one. This handout will help you unravel your assignment and begin to craft an effective response. Much of the following advice will involve translating typical assignment terms and practices into meaningful clues to the type of writing your instructor expects. See our short video for more tips.

Basic beginnings

Regardless of the assignment, department, or instructor, adopting these two habits will serve you well :

• Read the assignment carefully as soon as you receive it. Do not put this task off—reading the assignment at the beginning will save you time, stress, and problems later. An assignment can look pretty straightforward at first, particularly if the instructor has provided lots of information. That does not mean it will not take time and effort to complete; you may even have to learn a new skill to complete the assignment.
• Ask the instructor about anything you do not understand. Do not hesitate to approach your instructor. Instructors would prefer to set you straight before you hand the paper in. That’s also when you will find their feedback most useful.

Assignment formats

Many assignments follow a basic format. Assignments often begin with an overview of the topic, include a central verb or verbs that describe the task, and offer some additional suggestions, questions, or prompts to get you started.

An Overview of Some Kind

The instructor might set the stage with some general discussion of the subject of the assignment, introduce the topic, or remind you of something pertinent that you have discussed in class. For example:

“Throughout history, gerbils have played a key role in politics,” or “In the last few weeks of class, we have focused on the evening wear of the housefly …”

The Task of the Assignment

Pay attention; this part tells you what to do when you write the paper. Look for the key verb or verbs in the sentence. Words like analyze, summarize, or compare direct you to think about your topic in a certain way. Also pay attention to words such as how, what, when, where, and why; these words guide your attention toward specific information. (See the section in this handout titled “Key Terms” for more information.)

“Analyze the effect that gerbils had on the Russian Revolution”, or “Suggest an interpretation of housefly undergarments that differs from Darwin’s.”

Additional Material to Think about

Here you will find some questions to use as springboards as you begin to think about the topic. Instructors usually include these questions as suggestions rather than requirements. Do not feel compelled to answer every question unless the instructor asks you to do so. Pay attention to the order of the questions. Sometimes they suggest the thinking process your instructor imagines you will need to follow to begin thinking about the topic.

“You may wish to consider the differing views held by Communist gerbils vs. Monarchist gerbils, or Can there be such a thing as ‘the housefly garment industry’ or is it just a home-based craft?”

These are the instructor’s comments about writing expectations:

“Be concise”, “Write effectively”, or “Argue furiously.”

Technical Details

These instructions usually indicate format rules or guidelines.

“Your paper must be typed in Palatino font on gray paper and must not exceed 600 pages. It is due on the anniversary of Mao Tse-tung’s death.”

The assignment’s parts may not appear in exactly this order, and each part may be very long or really short. Nonetheless, being aware of this standard pattern can help you understand what your instructor wants you to do.

Interpreting the assignment

Ask yourself a few basic questions as you read and jot down the answers on the assignment sheet:

Why did your instructor ask you to do this particular task?

Who is your audience.

• What kind of evidence do you need to support your ideas?

What kind of writing style is acceptable?

• What are the absolute rules of the paper?

Try to look at the question from the point of view of the instructor. Recognize that your instructor has a reason for giving you this assignment and for giving it to you at a particular point in the semester. In every assignment, the instructor has a challenge for you. This challenge could be anything from demonstrating an ability to think clearly to demonstrating an ability to use the library. See the assignment not as a vague suggestion of what to do but as an opportunity to show that you can handle the course material as directed. Paper assignments give you more than a topic to discuss—they ask you to do something with the topic. Keep reminding yourself of that. Be careful to avoid the other extreme as well: do not read more into the assignment than what is there.

Of course, your instructor has given you an assignment so that they will be able to assess your understanding of the course material and give you an appropriate grade. But there is more to it than that. Your instructor has tried to design a learning experience of some kind. Your instructor wants you to think about something in a particular way for a particular reason. If you read the course description at the beginning of your syllabus, review the assigned readings, and consider the assignment itself, you may begin to see the plan, purpose, or approach to the subject matter that your instructor has created for you. If you still aren’t sure of the assignment’s goals, try asking the instructor. For help with this, see our handout on getting feedback .

Given your instructor’s efforts, it helps to answer the question: What is my purpose in completing this assignment? Is it to gather research from a variety of outside sources and present a coherent picture? Is it to take material I have been learning in class and apply it to a new situation? Is it to prove a point one way or another? Key words from the assignment can help you figure this out. Look for key terms in the form of active verbs that tell you what to do.

Key Terms: Finding Those Active Verbs

Here are some common key words and definitions to help you think about assignment terms:

Information words Ask you to demonstrate what you know about the subject, such as who, what, when, where, how, and why.

• define —give the subject’s meaning (according to someone or something). Sometimes you have to give more than one view on the subject’s meaning
• describe —provide details about the subject by answering question words (such as who, what, when, where, how, and why); you might also give details related to the five senses (what you see, hear, feel, taste, and smell)
• explain —give reasons why or examples of how something happened
• illustrate —give descriptive examples of the subject and show how each is connected with the subject
• summarize —briefly list the important ideas you learned about the subject
• trace —outline how something has changed or developed from an earlier time to its current form
• research —gather material from outside sources about the subject, often with the implication or requirement that you will analyze what you have found

Relation words Ask you to demonstrate how things are connected.

• compare —show how two or more things are similar (and, sometimes, different)
• contrast —show how two or more things are dissimilar
• apply—use details that you’ve been given to demonstrate how an idea, theory, or concept works in a particular situation
• cause —show how one event or series of events made something else happen
• relate —show or describe the connections between things

Interpretation words Ask you to defend ideas of your own about the subject. Do not see these words as requesting opinion alone (unless the assignment specifically says so), but as requiring opinion that is supported by concrete evidence. Remember examples, principles, definitions, or concepts from class or research and use them in your interpretation.

• assess —summarize your opinion of the subject and measure it against something
• prove, justify —give reasons or examples to demonstrate how or why something is the truth
• evaluate, respond —state your opinion of the subject as good, bad, or some combination of the two, with examples and reasons
• support —give reasons or evidence for something you believe (be sure to state clearly what it is that you believe)
• synthesize —put two or more things together that have not been put together in class or in your readings before; do not just summarize one and then the other and say that they are similar or different—you must provide a reason for putting them together that runs all the way through the paper
• analyze —determine how individual parts create or relate to the whole, figure out how something works, what it might mean, or why it is important
• argue —take a side and defend it with evidence against the other side

More Clues to Your Purpose As you read the assignment, think about what the teacher does in class:

• What kinds of textbooks or coursepack did your instructor choose for the course—ones that provide background information, explain theories or perspectives, or argue a point of view?
• In lecture, does your instructor ask your opinion, try to prove their point of view, or use keywords that show up again in the assignment?
• What kinds of assignments are typical in this discipline? Social science classes often expect more research. Humanities classes thrive on interpretation and analysis.
• How do the assignments, readings, and lectures work together in the course? Instructors spend time designing courses, sometimes even arguing with their peers about the most effective course materials. Figuring out the overall design to the course will help you understand what each assignment is meant to achieve.

Now, what about your reader? Most undergraduates think of their audience as the instructor. True, your instructor is a good person to keep in mind as you write. But for the purposes of a good paper, think of your audience as someone like your roommate: smart enough to understand a clear, logical argument, but not someone who already knows exactly what is going on in your particular paper. Remember, even if the instructor knows everything there is to know about your paper topic, they still have to read your paper and assess your understanding. In other words, teach the material to your reader.

Aiming a paper at your audience happens in two ways: you make decisions about the tone and the level of information you want to convey.

• Tone means the “voice” of your paper. Should you be chatty, formal, or objective? Usually you will find some happy medium—you do not want to alienate your reader by sounding condescending or superior, but you do not want to, um, like, totally wig on the man, you know? Eschew ostentatious erudition: some students think the way to sound academic is to use big words. Be careful—you can sound ridiculous, especially if you use the wrong big words.
• The level of information you use depends on who you think your audience is. If you imagine your audience as your instructor and they already know everything you have to say, you may find yourself leaving out key information that can cause your argument to be unconvincing and illogical. But you do not have to explain every single word or issue. If you are telling your roommate what happened on your favorite science fiction TV show last night, you do not say, “First a dark-haired white man of average height, wearing a suit and carrying a flashlight, walked into the room. Then a purple alien with fifteen arms and at least three eyes turned around. Then the man smiled slightly. In the background, you could hear a clock ticking. The room was fairly dark and had at least two windows that I saw.” You also do not say, “This guy found some aliens. The end.” Find some balance of useful details that support your main point.

You’ll find a much more detailed discussion of these concepts in our handout on audience .

The Grim Truth

With a few exceptions (including some lab and ethnography reports), you are probably being asked to make an argument. You must convince your audience. It is easy to forget this aim when you are researching and writing; as you become involved in your subject matter, you may become enmeshed in the details and focus on learning or simply telling the information you have found. You need to do more than just repeat what you have read. Your writing should have a point, and you should be able to say it in a sentence. Sometimes instructors call this sentence a “thesis” or a “claim.”

So, if your instructor tells you to write about some aspect of oral hygiene, you do not want to just list: “First, you brush your teeth with a soft brush and some peanut butter. Then, you floss with unwaxed, bologna-flavored string. Finally, gargle with bourbon.” Instead, you could say, “Of all the oral cleaning methods, sandblasting removes the most plaque. Therefore it should be recommended by the American Dental Association.” Or, “From an aesthetic perspective, moldy teeth can be quite charming. However, their joys are short-lived.”

Convincing the reader of your argument is the goal of academic writing. It doesn’t have to say “argument” anywhere in the assignment for you to need one. Look at the assignment and think about what kind of argument you could make about it instead of just seeing it as a checklist of information you have to present. For help with understanding the role of argument in academic writing, see our handout on argument .

What kind of evidence do you need?

There are many kinds of evidence, and what type of evidence will work for your assignment can depend on several factors–the discipline, the parameters of the assignment, and your instructor’s preference. Should you use statistics? Historical examples? Do you need to conduct your own experiment? Can you rely on personal experience? See our handout on evidence for suggestions on how to use evidence appropriately.

Make sure you are clear about this part of the assignment, because your use of evidence will be crucial in writing a successful paper. You are not just learning how to argue; you are learning how to argue with specific types of materials and ideas. Ask your instructor what counts as acceptable evidence. You can also ask a librarian for help. No matter what kind of evidence you use, be sure to cite it correctly—see the UNC Libraries citation tutorial .

You cannot always tell from the assignment just what sort of writing style your instructor expects. The instructor may be really laid back in class but still expect you to sound formal in writing. Or the instructor may be fairly formal in class and ask you to write a reflection paper where you need to use “I” and speak from your own experience.

Try to avoid false associations of a particular field with a style (“art historians like wacky creativity,” or “political scientists are boring and just give facts”) and look instead to the types of readings you have been given in class. No one expects you to write like Plato—just use the readings as a guide for what is standard or preferable to your instructor. When in doubt, ask your instructor about the level of formality they expect.

No matter what field you are writing for or what facts you are including, if you do not write so that your reader can understand your main idea, you have wasted your time. So make clarity your main goal. For specific help with style, see our handout on style .

Technical details about the assignment

The technical information you are given in an assignment always seems like the easy part. This section can actually give you lots of little hints about approaching the task. Find out if elements such as page length and citation format (see the UNC Libraries citation tutorial ) are negotiable. Some professors do not have strong preferences as long as you are consistent and fully answer the assignment. Some professors are very specific and will deduct big points for deviations.

Usually, the page length tells you something important: The instructor thinks the size of the paper is appropriate to the assignment’s parameters. In plain English, your instructor is telling you how many pages it should take for you to answer the question as fully as you are expected to. So if an assignment is two pages long, you cannot pad your paper with examples or reword your main idea several times. Hit your one point early, defend it with the clearest example, and finish quickly. If an assignment is ten pages long, you can be more complex in your main points and examples—and if you can only produce five pages for that assignment, you need to see someone for help—as soon as possible.

Tricks that don’t work

Your instructors are not fooled when you:

• spend more time on the cover page than the essay —graphics, cool binders, and cute titles are no replacement for a well-written paper.
• use huge fonts, wide margins, or extra spacing to pad the page length —these tricks are immediately obvious to the eye. Most instructors use the same word processor you do. They know what’s possible. Such tactics are especially damning when the instructor has a stack of 60 papers to grade and yours is the only one that low-flying airplane pilots could read.
• use a paper from another class that covered “sort of similar” material . Again, the instructor has a particular task for you to fulfill in the assignment that usually relates to course material and lectures. Your other paper may not cover this material, and turning in the same paper for more than one course may constitute an Honor Code violation . Ask the instructor—it can’t hurt.
• get all wacky and “creative” before you answer the question . Showing that you are able to think beyond the boundaries of a simple assignment can be good, but you must do what the assignment calls for first. Again, check with your instructor. A humorous tone can be refreshing for someone grading a stack of papers, but it will not get you a good grade if you have not fulfilled the task.

Critical reading of assignments leads to skills in other types of reading and writing. If you get good at figuring out what the real goals of assignments are, you are going to be better at understanding the goals of all of your classes and fields of study.

You may reproduce it for non-commercial use if you use the entire handout and attribute the source: The Writing Center, University of North Carolina at Chapel Hill

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How to Give Assignments to Team Members

Table of Contents

The project has been divided into milestones, goals and objectives broken into tasks, and now it’s time to assign them. But as you open the project management platform, you’re faced with the unflattering process of wording the tasks, and choosing whom to assign them to.

Well, in this article, we offer advice on how to make that jumbled first moment a little clearer. There are actionable tips, learning the difference between allocating and delegating tasks, and suggested criteria on how to choose the best person for the job.

For a more precise overview, here’s a table of contents:

How do you assign employees tasks?

We normally think that assigning tasks is a time-consuming process that focuses on clearing out task lists to keep the project going. However, task assignment should actually be a more employee-oriented process that requires additional dedication and effort, which yields incredible results. But what do we mean by that?

Properly assigned tasks push your employees, projects, and the overall company forward. Here’s how.

• They strengthen accountability and trust between managers and employees;
• They help teach new skills and perfect old ones;
• They allow employees to get familiar with other teams and avenues of work;
• It becomes easier to make project estimates;
• Makes for great bases for performance reviews, etc.

The list could go on, but we’ll stop there for now.

Of course, such long-term benefits don’t come without some proverbial blood and sweat in the planning stage. Let’s take a look at the general ideas on assigning employee tasks, and specific steps you can take.

Motivation comes from knowing the bigger picture

When we talk about the bigger picture in project management, we talk about each team member’s task affecting their peer’s down the line. Since all tasks are usually small pieces of the puzzle, it helps to remind employees how their work contributes. For example:

• A high-quality draft can make a great foundation for the final version, and it can be completed more quickly.
• A well-prepared presentation can shave time off unnecessary questions and additional email inquiries.

It comes as no surprise that people work better and are more productive, when they know that their work has an impact on the company level.

And so, when you assign tasks, try to emphasize how they fit in the bigger picture. Simply saying: “ You doing X will help with Y and Z ” and how it reflects on the project as a whole will let an employee know that the task they were assigned is important.

Get your employees excited to commit

Telling people about the bigger picture and showing them what’s possible can only get them so far. It’s enough to ignite the initial spark, but for them to fully commit to the task, you need to define what that task entails.

They should be able to picture how to go about the work, what skills to use, and how to reach the desired result. The clearer the instructions, the more motivated they will be to work.

Simply put, give directions on how the task should be done, and make sure they understand. You can’t read each other’s minds, so it’s important everyone is on the same page.

Ask for task transparency

One of the best practices a company can employ is transparency among coworkers.

This is achieved by having everyone input their tasks for the day in a timesheet. The purpose of timesheets is to get an accurate idea of what everyone is working on at any given time.

When people know who works on what tasks, it’s easier for them to know if a person is available or busy, how far along they are with a task, etc.

So, when you give assignments to employees, label them with deadlines. Alternatively, you can ask for employees’ assessments on how long the work would take them, and use those timeframes.

Source: Clockify team timesheet

Timesheets are a great way to keep an eye on tasks and the people doing them. You get to:

• see who struggles with what (helps assess people’s skill sets);
• who burns through their workload and is available for additional tasks;
• whether your time estimates need correction;
• identify any wasted time.

💡 If your employees are insecure about keeping public records of their tasks, here are a few resources that can help:

• How to create order in your daily work tasks
• How to be more efficient with your tasks

Keep a crystal clear timeframe

While we’re discussing timesheets and deadline transparency, it’s important to mention that the times you set for task completions need to be clear-cut.

As we’ve mentioned, the safest way to assign deadlines is to consult the employees. They are better at assessing how long it will take them due to the tasks’ difficulty, overall deadlines, the standards that need to be met, and the skill required to complete it.

When they get a say in how long they should be doing an assignment, people tend to feel more accountable for the whole process. They will do their best to finish in time, since they actively participated in setting the deadline.

Set very clear expectations

Assigning a task should always include your (the supervisor’s) expectations pointed out. For example:

• Does a logo pitch need as many drafts as possible, or just a few finished pieces?

If you ask a designer to make some drafts for a logo pitch, you must specify the kind of quality you’re looking for. Explain whether you are looking for some sketches and drafts for a brainstorming meeting, or if you want clean, presentable pieces to show.

Additionally:

• How many pieces should the designer do?
• Is there a specific color palette they need to follow?
• How important is the task? Is this the day they finally decide on a logo, or is it still in the brainstorming stage? (decides on the quality of the work itself)

Assigning the task using the above questions, you help the designer understand how much effort precisely they need to invest. They become more motivated with clear instructions, as they know what is expected of them. There’s no fear of having their work criticized for something that wasn’t communicated in the beginning. And on your end, it prevents breached deadlines or subpar results.

Avoid creating dependency by being less involved

It’s not unusual for employees to ask their supervisors for their opinion on a certain task, or their performance.

The problem arises when a supervisor makes themselves too involved with the process. When they feel like the project might fall apart if they don’t have their eyes on every moving part all of the time. And when you have, say, 20 people waiting for that person’s approval, advice, or consultation, the workflow runs into a gridlock.

And wait time is wasted time.

Plus, people lose motivation, patience, and grow frustrated, as they could be doing other things.

So, learn not to jump in every time people call for your aid. Assign reliable people who can address smaller issues, while you handle the big picture. Learn how to expend your own energy where it is needed more.

For example – making a pitch presentation for potential investors keeps getting put off because one person needs you to check a client email they want to send, another wants your signature on a form, and the third wants to ask something about employee feedback that’s coming up.

In order to not be stretched thin, and have your time wasted on menial tasks, here’s where you can start:

How to mitigate the risk of being over-involved when assigning

• Remember that you match tasks to people

Which means that, by matching the right people with the right tasks, your involvement will be minimal. Take time to carefully choose who gets to do what. What is the point of assigning tasks if they can’t be done without you?

• Have a 10-point scale to judge the importance of items

How important are certain aspects of your leadership role? Are you absolutely necessary in every meeting, or during every call? Which tasks need your approval, and which ones can be approved by someone under you?

Rank these items on a scale of 0 to 10, based on their importance to you and the project. Top priority tasks should get your undivided attention. And what can be delegated, should be.

• Analyze your schedule

Your energy and time are needed on a much broader scale. The best way to spot if you’re wasting time being too involved is to look at your schedule. Identify how much time you’ve spent on low-priority items, and assess which issues could’ve been solved without you.

• Take into account priorities and deadlines

Step in only when absolutely necessary. You are in charge of things getting done on time, by people most qualified for assigned tasks. Determine what your priorities are for each project, and concern yourself only with those issues, unless there is a risk of breaching a deadline.

• Formulate a list of dependable people

If you know your employees (or team members) well enough, then you should be able to single out those who are more dependable and ready to take on a little more responsibilities. Write out the reasons how they could help by getting involved on low-priority items instead of you. When the time comes, rally them and present them with the idea, keeping in mind that this solution helps push the project forward. When authority is delegated to several people, there’s fewer chances of a hold-up in the workflow.

This also falls into the realm of task delegation , which we’ll get into later.

How do you decide what tasks to assign to which employees?

1. assign based on priority.

Naturally, some tasks will be more important than others. When you break down a project into tasks , spend some time assessing their priority level.

High-priority tasks should be the first on your list to allocate. Whether it’s because they’re time-sensitive, or require more effort and dedication.

Low priority tasks can be allocated as fillers to the first available person.

2. Assign based on employee availability

Another factor to consider when assigning tasks is who is available at the moment.

As the project moves along, new tasks will be added. You will have to allocate new work, but odds are you won’t always be able to pick who you want. Especially if a deadline is approaching, the person with the smallest workload should be your first choice.

Overloading an already busy individual just because they’re more skilled or you have faith in them the most puts an unnecessary strain on them. It’s cause for frustration, poorer results, and decreased productivity.

And as we’ve mentioned, if you have a timesheet with an overview of all the tasks and employees working on them, it’ll be much easier to spot who is free and who isn’t.

3. Assign based on employee skill level

High-priority tasks should go to employees with more experience in a given field or skill. However, you should occasionally give such tasks to other employees as well, to help them grow and become just as dependable. Giving people challenging tasks that can boost their experience is essential to productivity and morale.

Not to mention you get to have multiple high-skilled employees.

Low-priority tasks can be assigned to anyone, despite their experience level. They’re a good opportunity to practice, pick up new skills, or get smaller tasks out of the way to make room for more important ones.

4. Assign based on preference

Last, but not the least, preference can also play a big part in how you assign tasks.

It’s a given that some employees will prefer certain tasks over others. So it could be good to assign tasks at a meeting with the team. As you discuss priorities, deadlines, and availability, ask them which tasks they would like to work on.

If someone shows interest in a specific type of work, they should (with some consideration), be allowed to take it. After all, people are more productive when they’re assigned to something they find new or exciting.

Note: Apply this rule with caution. Letting people do only the tasks they want can stunt their career growth. Getting out of our comfort zones and occasionally doing tasks that we don’t like is how we develop and learn. So, don’t forget to document assignments as you hand them out, to spot these potential issues early on.

Allocating vs delegating tasks

While semantically similar words, delegation and allocation in terms of tasks are two different things.

When you allocate tasks , you are assigning tasks without giving the employees much authority, challenge, or room to grow. It includes you keeping all of the responsibility – writing out the tasks, making deadlines, providing resources, tools, etc. These are usually recurring tasks that can become repetitive.

When you delegate tasks , you allow for some of that responsibility to fizzle out from your fingers. All you think about are the objectives, while letting the employees figure out the details and means to get there.

However, that doesn’t mean delegation is right and the allocation is wrong.

Task allocation has its own place. It is just as important, as a lot of tasks come down to repeated processes that are still vital to the project progress. Task delegation is just a good opportunity for employees to learn, challenge themselves, and assess their skills and performance.

When should you allocate tasks?

Management and BizDev consultant Artem Albul shared his concept on task assignment, which he dubbed an “algorithm”. He emphasized how these criteria are useful only and only when you wish that employees perform the tasks based on your guidelines and instructions (aka allocation).

Here is how Albul broke down the algorithm:

Source: Artem Albul, TWA Consulting

As we can see, task allocation, while the more “controlling” of the two, also gives in-depth instructions and asks for confirmation on task clarity. A lot of it comes down to everyone being on the same page, leaving little to no room for misinterpretation (but also creative freedom).

How should you allocate tasks?

With all that we’ve mentioned in the previous section, here’s how your task allotment could look like, step by step.

• Break down your project

Detail out the goals, objectives, and some individual tasks (not all, be careful not to start micromanaging). Place the most important deadlines.

• Prioritize tasks and sort them

It’s important to know what tasks need to be done faster/better, to properly allocate your resources and manpower from the start.

• Make a list of teams and team members

Assign team leaders (if you don’t have them), and alternatively, ask for their input on individual employees skills, for a more informed decision on who gets what.

• Schedule a meeting

Make a meeting with the team leads and go through the points above. Assign tasks according to each team’s availability, interest, and skill required to successfully push the project forward.

• As team leads – assign tasks further down the pipeline
• Track task completion and make necessary changes along the way

Whether it’s pushing deadlines, reassigning tasks, or shifting around resources. This is perfectly fine and expected, so long as it doesn’t happen on every task you’ve assigned. Then, it is an indicator of poor pre-planning.

• Offer feedback and write performances

Don’t forget to track the progress and make notes of important details that might help the next task allocation/delegation process. It’s also a useful piece of information for the employees on what they need to improve on.

Allocating tasks is somewhat more complicated than we want it to be. But, this kind of thorough research and preparation will make projects run more smoothly. Employees will also be more satisfied with their work, and there will be less hurdles as deadlines approach.

When should you delegate tasks?

Delegation is a great practice in trust for both the employer/supervisor and the employee. The employer learns how to give away some of their control over the process, while the employee learns how to take more accountability for their work.

This lets you focus on big-picture aspects of your job, since you deal less with assignments that are low-priority for you. You save time and energy, while helping others move up in their careers.

How do you effectively delegate tasks as a leader?

As we’ve mentioned, delegating includes more employee independence. There are some additional components which make this type of task assignment more appealing than allocation, with great opportunities for growth.

Focus on delegating objectives instead of actual tasks

When you delegate, you focus on the objective that needs to be done. You shouldn’t give employees a “color by numbers” instruction on how to complete a task.

Communicate clearly what the end result should be and what expectations you (or the higher-ups) have. Leave the means for reaching that end goal to the employees themselves. Because how you solve a task may be completely different to how they will. And that is perfectly fine, so long as the result is the one you are looking for.

Keep the objectives challenging

When the objectives you’re delegating are too easy, chances are the person will either procrastinate, or feel like you don’t trust them enough. And if they’re too difficult, they get frustrated, anxious, and begin to panic.

It’s a good idea to be aware of an employee’s skill level, so you can gauge how much challenge and responsibility they can take on. For them to be the most productive and achieve great results, they need to enter “the state of Flow”.

Source: Optimal Experience , M. Csikszentmihalyi

💡 We’ve discussed the state of Flow in more detail in an article on time organization.

Encourage discussion and feedback

Let employees voice their opinions on the topic.

They should ask anything about the task, the goals, or the overall impact their work will have on the later stages or others’ workflow. It means they are interested in the task, and getting involved.

And if they aren’t asking questions themselves, you can always nudge them into proactivity.

• Is there something you’d like me to clarify?
• Do you already have any ideas on how to go about the task?
• Is the time we agreed upon enough for you?
• Will you need other resources, tools, or support?
• Do you see any problems or risks?

Questions like these help them feel valued, their efforts acknowledged, and let them know you care about the task and how well they perform. Just be careful not to overdo it, or you’ll start to look like a micromanager.

Give employees free rein, but offer support

Speaking of micromanaging, delegation means you let people problem-solve their way out on their own. There should be no reason for a manager to step in and control or supervise any step of the process, unless absolutely necessary.

However, what you should do is let them know you’re available for any advice should they feel stuck. Just because employees get authority on a certain task, and are left to their own devices, doesn’t mean the project has to suffer until they pull themselves up.

From time to time, ask them if they need anything from you, and make sure they know you’re there for any kind of support, consultation, or mediation. ANother good practice is to also give them additional learning opportunities – such as training, conferences, courses, etc.

Delegate objectives that move people forward

Choose assignments that boost the skills and employ all of their experiences, instead of something that simply needs to be done. For example:

• Tasks that require they brush up on their team communication skills;
• Learning how to allocate smaller tasks;
• Supervising others’ work and doing quality control;
• Learning to work with a new tool;
• Holding a meeting (or more), etc.

Find out which skills your employees may want or need to develop, and then plan your delegations accordingly. You want them to complete the task while having learned something new at the same time.

How to choose who to delegate to

Paul Beesley, senior director and consultant at Beyond Theory proposed a nifty checklist for when you’re choosing an employee to delegate to. It’s meant to simplify and speed up the process.

To successfully complete the delegated task, your chosen employee needs:

S – the skill to perform and complete a task

T – the time to complete the task, and if needed, learn the required skill

A – the authority to handle everything concerning the task

R – the necessary level of responsibility

R – the recognition for successfully completing the task

This list is a set of important criteria that should be covered when you consider who to assign to a specific task. However, depending on your niche, type of service, company size and the project at hand, the criteria are likely to change. And it should accommodate your needs, not the other way around.

Common task delegation mistakes to avoid

With all being said, there are some common mistakes managers and employers make, sometimes without even realizing it.

• Being too vague concerning deadlines (using: as soon as possible, when you get to it, I need it by yesterday). It creates unnecessary pressure.
• Being unavailable for questions and concerns. While you shouldn’t micromanage, you should still be present for support if an employee feels stuck. Ignoring them or handing them over to someone else could cause distrust. However, if you are usually swamped with work, set consultation hours each day or week.
• Having unclear directions. Specifying the allotted time for task completion and expectations should be the bare minimum when delegating tasks.
• Not providing feedback. No feedback is worse than bad feedback. Employees need to be aware when they’re doing good work, as well. In one company I worked for, the mantra was: “If no one is complaining about your work, that means you’re doing good”. And while it sounds like sound logic, it actually caused a lot of frustration. We were left directionless, and simply “floating” from task to task, never knowing if any of them had a positive impact on our performance.
• Not listening to employees. Take into account how they feel about a task or the objective. Let them give you feedback and if there are potential problems from the get-go.
• Assigning other people to the same task. If you notice a person struggling, the first instinct should be to ask them how they’re faring, and if they need any help. Some managers tend to assign other employees to help them without consultation, which leaves a sore taste. The employee will feel even more incompetent and will be less likely to take on a similar task in the future.
• Assuming people will know what you mean. This is one of the biggest problems. When you’re formulating a task, be as clear as possible about the goals and expectations. Oftentimes managers think that these things are implied, but the truth is – no one is a mind reader. To avoid having information misconstrued or misunderstood, communicate clearly and directly.

There could be more mistakes, especially for every different field and industry. If at all possible, identify the most common ones, made either by you or your peers. Note down all the instances where certain tasks weren’t up to par, and see what you could have changed in your assignment process to fix it. Maybe there wasn’t enough time or resources, you were unclear, or the employee wasn’t ready for such responsibility. Use the same procedure in all future task delegations. It’s the only way to learn and make the process quicker.

Use Clockify to assign tasks with ease

Now you’re a master of task delegation — congrats!

But there’s more to it than meets the eye.

In fact, what if you used a digital tool like Clockify to increase the likelihood that each job would be completed on time and on point?

In Clockify, you can easily create highly descriptive assignments that contain information like:

• Start time,
• Billability status,
• Name of the employee,
• Period for getting the assignment done,
• Hours per day to spend on the assignment, and more.

That way, you can plan who works on what, how long, and when.

Similarly, Clockify allows you to create project milestones to achieve results faster.

With the Milestones option, you can select dates for deadlines, allowing you to pin down important events in your projects.

For example, if your client expects you to keep them in the loop about developments, you can inform them promptly on whether your team has reached the agreed-upon milestones.

Refocus on your company’s big picture with a project and time tracking tool.

Marijana Stojanovic is a writer and researcher who specializes in the topics of productivity and time management.

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Guide to Group Work

This page will inform you about the nature of group work, about what you should expect and the expectations teachers have of you in group learning situations.

Learning and working effectively as part of a team or group is an extremely important skill, and one that you will refine and use throughout your working life. Group projects should be among the most valuable and rewarding learning experiences. For many students, however, they are also among the most frustrating.

Here are some pointers to help you work effectively on your group tasks and assignments. These are mostly general principles that you should apply to group work here, in other courses and in the workplace.

Why we use group learning tasks

Learning in groups means that you need to share your knowledge and ideas with other students. There are two principal ways that you benefit from doing this:

• you need to think carefully about your own ideas in order to explain them to others
• you expand your own awareness by taking account of the knowledge and ideas of others.

When you work as a group on a project or assignment, then you have the opportunity to draw on the different strengths of group members, to produce a more extensive and higher quality project or assignment than you could complete on your own.

To do this effectively you need to learn group work skills, which are an extremely important part of your professional development. In most professions people are required to work in multidisciplinary project teams or teams with a responsibility for a specific task. Many professional organisations and employer groups stress the importance of interpersonal and group skills, such as communication, negotiation, problem solving, and teamwork. These skills can be as important as your subject knowledge in enabling you to be an effective professional.

This kind of group work is actually an ongoing process of generating ideas and planning as a group, working as an individual to carry out parts of that plan and then communicating as a group to draw the individual components together and plan the next step.

Skills in group work

Group work requires both interpersonal and process management skills. Group work is included in a course to provide a safe environment in which you can try out new ideas and practices and learn some group skills. Some of the skills you need to develop are outlined here, you will discover some others for yourself.

Interpersonal skills

• Building positive working relationships
• Communicating effectively in meetings
• Negotiating to agree on tasks and resolve conflicts
• Accommodating people with different cultural orientations and work habits

Process management skills

• Identifying group goals and dividing work
• Planning and complying with meeting schedules and deadlines
• Managing time to meet group expectations
• Monitoring group processes and intervening to correct problems

Interpersonal skills and considerations

• Take some time early on to chat with and get to know each of your group mates. The better you know one another and the more comfortable you are communicating with one another, the more effectively you will be able to work together. The online discussion set up for your group can be used to exchange information about backgrounds and interests as an icebreaker that elicits information that may not normally be available. The online discussion often helps people who are shy or reluctant to speak in a conversational way.
• feel comfortable voicing their opinions, and feel that these opinions will be listened to.
• feel that all group members are contributing positively to the tasks by keeping to agreed procedures and plans and producing good quality work, on time.
• feel that their feelings are being considered by team members, yet the goals and objectives of the group are not being compromised to accommodate the whim or the wants of a few members.

Make sure that you both express your views and listen to others. There is nothing wrong with disagreeing with your group mates, no matter how confident they may seem to be about what they are saying. When you disagree, be constructive and focus on the issue rather than the person. Likewise when someone disagrees with you, respect what they are saying and the risk that they took in expressing their opinion. Try to find a way forward that everybody can agree to and that isn't the opinion of just one confident or outspoken member.

Managing the process

Effective group work does not happen by accident. It involves deliberate effort, and because there are many people involved it must not be left up to memory; good note taking is essential. Following these steps will help you and your group to work effectively together.

• Have clear objectives . At each stage you should try to agree on goals. These include a timetable for progress on the project as well as more immediate goals (e.g. to agree on an approach to the assignment by Friday). Each meeting or discussion should also begin with a goal in mind (e.g. to come up with a list of tasks that need to be done).
• Set ground rules . Discussions can become disorderly and can discourage shyer group members from participating if you don't have procedures in place for encouraging discussion, coming to resolution without becoming repetitive, and resolving differences of opinion. Set rules at the outset and modify them as necessary along the way. An interesting rule that one group made was that anybody who missed a meeting would buy the rest of the group a cup of coffee from the coffee shop. Nobody ever missed a meeting after that.
• Communicate efficiently . Make sure you communicate regularly with group members. Try to be clear and positive in what you say without going on or being repetitive.
• Build consensus . People work together most effectively when they are working toward a goal that they have agreed to. Ensure that everyone has a say, even if you have to take time to get more withdrawn members to say something. Make sure you listen to everyone's ideas and then try to come to an agreement that everyone shares and has contributed to.
• Define roles . Split the work to be done into different tasks that make use of individual strengths. Having roles both in the execution of your tasks and in meetings / discussions (e.g. Arani is responsible for summarising discussions, Joseph for ensuring everybody has a say and accepts resolutions etc.) can help to make a happy, effective team. See Sharing and organising work for more information.
• Clarify . When a decision is made, this must be clarified in such a way that everyone is absolutely clear on what has been agreed, including deadlines.
• Keep good records . Communicating on the online discussion for your group provides a good record of discussion. Try to summarise face-to-face discussions and especially decisions, and post them to the online discussion so that you can refer back to them. This includes lists of who has agreed to do what.
• Stick to the plan . If you agreed to do something as part of the plan, then do it. Your group are relying on you to do what you said you would do not what you felt like doing. If you think the plan should be revised, then discuss this.
• Monitor progress and stick to deadlines . As a group, discuss progress in relation to your timetable and deadlines. Make sure that you personally meet deadlines to avoid letting your group down.

Set up a contract

A useful tool to help with the steps above is a contract. Within the first week of each group task you and your group will need to negotiate and agree to a contract. In this signed agreement, you will outline what you are going to do, who is going to do what, and by when. As a guide to negotiating your group contracts a contract proforma is reproduced at the end of this document.

Sharing and organising work online

Two kinds of work must be shared: to make the team function and the task to be performed.

Making the team function

An effective team requires the following roles to work efficiently. It is useful to explicitly allocate these functions.

• Facilitator or leader (depending on context) for making sure the aims of the meeting are clarified and for summarising discussions and decisions; to ensure the meeting keeps on track and ground rules are followed.
• Note taker to keep a record of ideas that are discussed and decisions that are made and who is doing what.
• Time keeper to make sure that you discuss everything you need to in the time available for the meeting.
• Progress chaser to chase people up and make sure that the jobs get done by the time agreed and sort out problems if they are not.
• Process watcher someone who has an eye on process rather than content and can bring problems to the attention of the team. It is important to be positive in this role and not judgemental.
• Editor to compile contributions, identify gaps or overlaps, and ensure consistency in the final submission.

Sharing the task

Tasks need to be broken down into smaller parts and scheduled. Sometimes one part cannot be started until another part is finished so it may be worth drawing a simple time line.

• Consider the resources that you have and those that you will need to find.
• Define the outcome required.
• Consider how will you know when you have done it well enough?
• Divide the tasks among the team and
• Set the deadlines for the sub-tasks and times for future meetings.

Team writing

Three methods are possible (and acceptable).

• One person writes the lot -this tends to mean a narrow range of idea are used and the rest of the team don’t learn from the activity of preparing the report.
• Each person writes one bit - it is then hard to make a single coherent report and you don’t learn about much except your own section.
• Joint writing. This is the most productive way of approaching group tasks, and ensures the greatest benefits from collaboration. Eg: Each section has a writer and at least one reviewer with each team member being both a writer and a reviewer of some section. The final product should be reviewed by all team members prior to finalisation by the editor. Alternatively you can have a single writer with others editing, adding and proof reading and someone tidying up the finished report.

Check the following:

• Is the objective of the exercise clear from the report?
• Are the conclusions or recommendations clear?
• Do conclusions follow from the body of the report?
• Do the sections fit together well?
• Does the report achieve the objectives (and the assessment criteria)?
• Are the required components adequately covered?

Whichever method you use, all group members should agree on the process, and how they are going to maximise the collaborative approach to writing.

Collaborative writing

Writing collaboratively is one of the trickiest parts of group work. There are many ways to do this, and your group will have to resolve how to divide the work of writing, collating, editing and putting the final touches on your work. Writing by committee (six people crowded around a keyboard) is a recipe for conflict and lack of progress. The other extreme, where one person takes the most responsibility and ends up doing most of the work, is also unproductive and promotes resentment.

Try to divide the initial writing into tasks, and tackle these individually or in pairs. Once the first drafts of the components have been written, circulate all the components and read them. You will probably need to get together to discuss how to marry them together so that they are consistent with one another. Any members who were not involved in the initial writing can do some of this work. Then edit, improve and polish the manuscript.

Circulate the files as online discussion attachments, or set up a Google doc or Wiki for everyone to add to. If using attachments, ensure that everybody knows who has and is working on the current version; otherwise it becomes

Monitoring group effectives and overcoming problems

The checklist at the end of this document provides a list of common issues that emerge in group work. Use it regularly to identify problems before they get out of hand. If major problems and tensions do arise, use it to identify where things may be going wrong. First answer each question about yourself, then answer it about the group as a whole. Then get together as a group and discuss where each of you think there may be problems and consider how you might overcome these problems.

Group tasks and assignments may mean that marks are assigned to everybody in the group based on the result for the whole group. It is in everybody's interest to ensure an effective contribution from all group members, to make sure that the finished assignment is of high quality. Sometimes a system of peer assessment will be used to determine the relative contributions of everyone to the group process. This could be used to moderate the marks for the assignment, or simply as a way to provide feedback on your group work skills.

Teamwork checklist

Each member should complete this checklist. You will need time to reflect in order to make this a worthwhile exercise. You should complete this exercise reasonably regularly in order to monitor and improve how effectively your group is working.

• Answer each question regarding your own performance in the group.
• Answer each question regarding the rest of the group.
• Get together with your whole group and discuss where you think any problems are arising.

Discuss what you are going to do to overcome these problems.

Adapted from Scoufis (2000).

Teamwork contract

Here's an example of how you might format a group contract.

We, the members of .....(group name)..... agree to the following plan of action regarding our work toward the group assignment tasks:

(The following is a list of items you may wish to include in your contract).

Meetings and communication

• Times and places for in person meetings.
• Frequency of checks to WebCT discussion area.
• Rules and procedures during face-to-face meetings.
• Who will summarise decisions, when will he/she post them on the discussion area.

Work and deadlines

• How will the group come to agreement on a topic (what research are members expected to do before you meet / go online to discuss the topic)?
• When will you make a final decision on a topic?
• Who will write the first draft of and who will first edit each component? Deadlines.
• Who will collate the whole submission and then circulate it for the group to comment on? Deadline.
• Who will prepare and submit the final submission? Deadline.
• What happens if members don’t meet agreed-to deadlines?
• What happens if members do not contribute / come to meetings?

The agreement should be finalised within the first week. It must be signed and dated by the group members. Each member should get a copy, a copy should be posted on the discussion area and the original should be submitted to your tutor.

Acknowledgement

This document (version: BA300112) was developed by staff at the Learning and Teaching Unit at UNSW, and includes material adapted from handouts developed by faculty teaching staff at UNSW.

• Gibbs, G. (1994). Learning in Teams: A student Manual. Oxford: The Oxford Centre for Staff Development.
• Scoufis, M. (2000). Integrating Graduate Attributes into the Undergraduate Curricula. University of Western Sydney. (ISBN 1863418725).

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Eberly Center

Teaching excellence & educational innovation, what are the challenges of group work and how can i address them.

Unfortunately, groups can easily end up being less, rather than more, than the sum of their parts. Why is this?

In this section, we consider the hazards of group projects and strategies instructors can use to avoid or mitigate them. Find other strategies and examples here or contact the Eberly Center for Teaching Excellence for help.

For students, common challenges of group work include:

• Coordination costs
• Motivation costs
• Intellectual costs

For instructors, common challenges involve:

• Allocating time
• Teaching process skills
• Assessing process as well as product
• Assessing individual as well as group learning

Challenges for students

Coordination costs represent time and energy that group work consumes that individual work does not, including the time it takes to coordinate schedules, arrange meetings, meet, correspond, make decisions collectively, integrate the contributions of group members, etc. The time spent on each of these tasks may not be great, but together they are significant.

Coordination costs can’t be eliminated, nor should they be: after all, coordinating the efforts of multiple team members is an important skill. However, if coordination costs are excessive or are not factored into the structure of group assignments, groups tend to miss deadlines, their work is poorly integrated, motivation suffers, and creativity declines.

Instructors should note that coordination costs increase with:

• Group size: The more people in the group, the more schedules to accommodate, parts to delegate, opinions to consider, pieces to integrate, etc. Smaller groups have lower coordination costs.
• Task interdependence: Tasks in which group members are highly reliant on one another at all stages tend to have higher coordination costs than tasks that allow students to “divide and conquer”, though they may not satisfy the same collaborative goals.
• Heterogeneity: Heterogeneity of group members tends to raises coordination costs, especially if there are language issues to contend with, cultural differences to bridge, and disparate skills to integrate. However, since diversity of perspectives is one of the principle advantages of groups, this should not necessarily be avoided.

Strategies: To help reduce or mitigate coordination costs:

• Keep groups small.
• Designate some class time for group meetings.
• Use group resumes or skills inventories to help teams delegate subtasks.
• Assign roles (e.g., group leader, scheduler) or encourage students to do so.
• Point students to digital tools that facilitate remote and/or asynchronous meetings.
• Warn students about time-consuming stages and tasks.
• Actively build communication and conflict resolution skills.
• Designate time in the project schedule for the group to integrate parts.

Motivation costs refers to the adverse effect on student motivation of working in groups, which often involves one or more of these phenomena:

• Free riding occurs when one or more group members leave most or all of the work to a few, more diligent, members. Free riding – if not addressed proactively – tends to erode the long-term motivation of hard-working students.
• Social loafing describes the tendency of group members to exert less effort than they can or should because of the reduced sense of accountability (think of how many people don’t bother to vote, figuring that someone else will do it.) Social loafing lowers group productivity.
• Conflict within groups can erode morale and cause members to withdraw. It can be subtle or pronounced, and can (but isn’t always) the cause and result of free riding. Conflict – if not effectively addressed – can leave group members with a deeply jaundiced view of teams.

Strategies: To address both preexisting and potential motivation problems:

• Explain why working in groups is worth the frustration.
• Establish clear expectations for group members, by setting ground rules and/or using team contracts.
• Increase individual accountability by combining group assessments with individual assessments. 
• Teach conflict-resolution skills and reinforce them by role-playing responses to hypothetical team conflict scenarios. 
• Assess group processes via periodic process reports, self-evaluations, and peer evaluations.

Intellectual costs refer to characteristics of group behavior that can reduce creativity and productivity. These include:

• Groupthink : the tendency of groups to conform to a perceived majority view. 
• Escalation of commitment : the tendency of groups to become more committed to their plans and strategies – even ineffective ones – over time. 
• Transparency illusion : the tendency of group members to believe their thoughts, attitudes and reasons are more obvious to others than is actually the case.
• Common information effect : the tendency of groups to focus on information all members share and ignore unique information, however relevant.

Strategies: To reduce intellectual costs and increase the creativity and productivity of groups:

• Precede group brainstorming with a period of individual brainstorming (sometimes called “nominal group technique”). This forestalls groupthink and helps the group generate and consider more different ideas.
• Encourage group members to reflect on and highlight their contributions in periodic self-evaluations. 
• Create structured opportunities at the halfway point of projects to allow students to reevaluate and revise their strategies and approaches.
• Assign roles to group members that reduce conformity and push the group intellectually (devil’s advocate, doubter, the Fool).

Challenges for instructors

While group assignments have benefits for instructors , they also have complexities that instructors should consider carefully, for example in these areas:

Allocating time: While group assignments may save instructors time in some areas (e.g., grading final projects), they may add time in other areas (e.g., time needed up front to identify appropriate project topics, contact external clients, compose student groups; time during the semester to meet with and monitor student groups; time at the end of the semester to ascertain the contributions of individual team members.)

Teaching process skills: Functioning effectively in teams requires students to develop strong communication, coordination, and conflict resolution skills, which not all instructors feel qualified to teach. Many instructors are also reluctant to devote class time to reinforcing these skills and may be uncomfortable dealing with the interpersonal issues that can arise in groups. In other words, dealing proactively with team dynamics may push some instructors out of their comfort zone.

Assessing process as well as product: Assessing teamwork skills and group dynamics (i.e., process) can be far trickier than assessing a team’s work (i.e., product). Effective evaluation of process requires thoughtful consideration of learning objectives and a combination of assessment approaches. This creates layers of complexity that instructors may not anticipate.

Assessing individual as well as group learning: Group grades can hide significant differences in learning, yet teasing out which team members did and did not contribute to the group or learn the lessons of the assignment can be difficult. Once again, this adds complexity to group projects that instructors often underestimate. 

Find effective strategies to help faculty address these issues in the design of effective group projects .

• Request a Consultation
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• Technical Support
• Course Design and Preparation
• Observation & Feedback

Teaching Resources

Using Roles in Group Work

Resource overview.

How using roles can improve group work in your class

While collaborative learning through group work has been proven to have the potential to produce stronger academic achievement than other kinds of learning environments (Johnson, Johnson, & Smith, 2006), it can be challenging to implement successfully because many students come to college without the tools they need to automatically succeed in collaborative learning contexts. One way of providing supportive structures to students in a collaborative learning environment is through assigning roles within group work.

Potential Benefits of Using Assigned Roles in Group Work

Assigning group roles can be a beneficial strategy for successful group work design for a number of reasons:

• Group roles offer an opportunity for high quality, focused interactions between group participants. Participants are more likely to stay on task and pay closer attention to the task at hand when their roles in the collaboration are clear and distinct.
• Group roles provide all students with a clear avenue for participation. Students are less likely to feel left out or unengaged when they have a particular duty that they are responsible for completing. Along the same lines, assigning group roles reduces the likelihood of one individual completing the task for the whole group, or “taking over,” to the detriment of others’ learning.
• Group roles encourage individual accountability. Group members are more likely to hold each other accountable for not completing work if a particular task is assigned to them.
• Group roles allow students to strengthen their communicative skills, especially in areas that they are less confident in volunteering for.
• Group roles can help disrupt stereotypical and gendered role assignments, which can be common in group learning. For example, Hirshfield and Chachra (2015) found that in first-year engineering courses, female students tended to undertake less technical roles and more communicative roles than their male colleagues. By assigning roles during group work, and by asking students to alternate these roles at different points in the semester, students can work past gendered assumptions about themselves and their groupmates.

POGIL: A Model for Role Assignments in Collaborative Learning

One small group learning methodology where the use of group roles is well-defined and researched is the  Process Oriented Guided Inquiry Learning (POGIL) method . The POGIL method calls for groups of three or four students who work in a team on process-oriented guided inquiry activities in which students construct their knowledge through interactions with others. Traditional POGIL roles for group members are provided below (POGIL, 2016).

• Manager  or  Facilitator : Manages the group by helping to ensure that the group stays on task, is focused, and that there is room for everyone in the conversation.
• Recorder : Keeps a record of those who were in the group, and the roles that they play in the group. The recorder also records critical points from the small group’s discussion along with findings or answers.
• Spokesperson  or  Presenter : Presents the group’s ideas to the rest of the class. The Spokesperson should rely on the recorder’s notes to guide their report.
• Reflector  or  Strategy Analyst : Observes team dynamics and guides the consensus-building process (helps group members come to a common conclusion).

Other Highly Adaptable Roles to Consider

You can adapt roles for different kinds of group tasks. While the POGIL model is a useful place to start, you may find that the tasks associated with your discipline require other kinds of roles for effective group learning. Adding to or reframing POGIL roles can be beneficial in these contexts. Below are some suggestions for additional roles that might be valuable to a variety of learning situations.

• Encourager : Encourages group members to continue to think through their approaches and ideas. The Encourager uses probing questions to help facilitate deeper thinking, and group-wide consideration of ideas.
• Questioner : Pushes back when the team comes to consensus too quickly, without considering a number of options or points of view. The questioner makes sure that the group hears varied points of view, and that the group is not avoiding potentially rich areas of disagreement.
• Checker : Checks over work in problem-solving contexts before the group members finalize their answers.

Strategies for Effective Facilitation of Group Roles

The following suggestions are strategies for effective facilitation of group roles. These strategies are helpful in a wide variety of group work situations, but are essential for group work that will last beyond a single class period, or constitute a significant portion of student grades.

• Be transparent about why you are assigning group roles. This kind of transparency can increase student buy-in by helping them recognize the value in establishing group roles
• Provide students with  a list of roles and brief definitions for each role  at the beginning of the group work activity. Make it clear which tasks are associated with which roles.
• Alternatively, you may find it helpful, especially in advanced-level classes, to encourage students to develop their own roles in groups based on the tasks that they feel will be critical to the group’s success. This strategy provides the students with a larger level of autonomy in their learning, while also encouraging them to use proven structures that will help them be successful.
• Roles can be assigned randomly through a variety of strategies, from who has the next birthday to color-coded post-it notes, or  a place card  that points out roles based on where everyone is sitting.
• Circulate early in the class period to be sure that everyone has been assigned a role, and that everyone is clear about what their responsibilities include.
• Be willing to reinforce the given roles throughout the activity. For roles to work, students have to feel as though they will be held accountable for fulfilling those roles. Therefore, it is critical for you to step in if you see someone taking over someone else’s role or not fulfilling their assigned role. Often gentle reminders about who is supposed to be doing what can be useful interventions. For example, if someone is talking over everyone and not listening to their other groupmates, you might say something like “Remember, as a spokesperson, your job is to represent the ideas of everyone in the group.”
• Talk with students individually if their speech or conduct could be silencing, denigrating, or excluding others. Remember: your silence on this issue may be read as endorsement.
• Changing things up regularly is imperative. If you use group roles frequently, mixing up roles throughout the semester can help students develop communication skills in a variety of areas rather than relying on a single personal strength.
• If this is a long-term group assignment, be sure to provide structures for individual feedback for the instructor and other group member on group dynamics. This could be a formal or informal check in, but it’s critical for students to have a space to voice concerns related to group dynamics—especially if this assignment counts for a large portion of their final grade. This feedback might be provided through an anonymous survey in paper form or through a web-based tool like Qualtrics or a Google form. These check-ins can reduce student anxiety about the potential for uneven group participation.

Overall, using assigned roles in group work provides students with a supportive structure that promotes meaningful collaborative learning. While group learning can be challenging to implement effectively, using roles can mitigate some of the challenges associated with learning in groups, while offering students the opportunity to develop a variety of communication skills that will be critical to their success in college and their future careers.

Burke, Alison. (2011). Group work: How to use groups effectively.  The Journal of Effective Teaching , 11(2), 87-95.

Beebe, S.A., & Masterson, J.T. (2003).  Communicating in small groups . Boston, MA: Pearson Education.

Cheng, W. Y., Lam, S. F., & Chan, C. Y. (2008). When high achievers and low achievers work in the same group: The roles of group heterogeneity and processes in project‐based learning.  British Journal of Educational Psychology ,  78 (2), 205-221.

Eberlein, T., Kampmeier, J., Minderhout, V., Moog, R.S., Platt, T., Varma-Nelson, P., White, H.B. (2008). Pedagogies of engagement in science: A comparison of PBL, POGIL and PLTL.  Biochemistry and Molecular Biology Education, 36 (4), 262-73.

Hale, D., & Mullen, L. G. (2009). Designing process-oriented guided-inquiry activities: A new innovation for marketing classes.  Marketing Education Review ,  19 (1), 73-80.

Hirshfield, L., & Chachra, D. (2015). Task choice, group dynamics and learning goals: Understanding student activities in teams.  2015 IEEE Frontiers in Education Conference: Launching a New Vision in Engineering Education Proceedings, FIE 2015 , 1-5.

Johnson, C. (2011). Activities using process‐oriented guided inquiry learning (POGIL) in the foreign language classroom.  Die Unterrichtspraxis/Teaching German ,  44 (1), 30-38.

Johnson, D. W., Johnson, R. T., and Smith, K.A. (2006).  Active learning: Cooperation in the university classroom . Edina, MN: Interaction.

Moog, R.S. (2014). Process oriented guided inquiry learning. In M.A. McDaniel, R. F. Frey, S.M. Fitzpatrick, & Roediger, H.L. (Eds.).  Integrating cognitive science with innovative teaching in STEM disciplines  (147-166). St. Louis: Washington University in St. Louis Libraries.

The POGIL Project. (2017). https://pogil.org/

Springer, L., Stanne, M.E., & Donovan, S.S. (1999). Effects of small-group learning on undergraduates in science, mathematics, engineering, and technology: A meta-analysis.  Review of Educational Research, 96 (1), 21-51.

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Tips for Allocating Work Assignments

It’s probably a no-brainer that improper delegation of tasks has obvious consequences, such as increased frustration, stress and workload. The quality of work and team morale may suffer while trust, productivity, efficiency and profitability dwindles. In such a situation, the organizational structure fails, clients’ trust dies, reports of unaccountability emerge, staff may underperform and project failure becomes imminent. This is why it’s vital to ensure that work assignments are delegated efficiently and to the appropriate team member.

Approximately 94% of companies lack exceptionally good management. The 6% of firms with excellent management culture and style tend to be dedicated to their workforce and team building rather than external stakeholders.

Achieving excellence in organizational operations is an enormous challenge for most organizations and begins with the manner and style of delegation of assignments.

Management has to choose the right team , build trust and accountability , develop its team through delegation, manage performances, have tough conversations and acknowledge and reward excellence to enhance employee engagement and lower turnover.

What exactly are work assignments?

Work assignments are remarkable tools for enhancing employee growth and must be managed deliberately; otherwise, they could limit efforts towards building a diverse workforce.

Evidence shows that experimental learning accounts for 70% of leadership development , particularly, effective delegation of work assignments.

Work assignments are tasks that are deliberately designed for organizational purposes. They are allocated to staff to achieve results. In the simplest terms, these assignments are activities or projects for a specific end. Work assignments should come with a task description, deadline and expected results.

Work assignments tips

Why delegate work assignments?

Employee empowerment.

Managers with great team building skills understand the importance of instilling trust in team members for enhanced morale and performance because they believe they are wired to drive organizational objectives.

Strengthens trust

Assigning work means trusting the employee’s ability to achieve a particular result through task performance. Frequent delegation builds the trust needed to create collaborative skills within organizations.

Helps lower workload

Successful delegation of work assignments lessens the burden of tasks that pile up. It saves the time needed to focus on other important organizational tasks and goals.

Planning for fair distribution of work assignments

Most industries, such as hospitality, telecommunications and healthcare need to ensure uninterrupted service delivery. At the same time, they must consider the health of their employees, who need regular breaks and leave to stay productive and rested.

With the rise of flexi-workers , ensuring everyone gets a fair share of leave could become a logistics nightmare for business owners. This also applies to contractual staff who may feel overburdened.

When planning and distributing work assignments, managers must take into account employees’ vacation days, sick leave, emergency absences and so on. Things to consider include, but are not limited to:

• Employees should have their preferences fulfilled to avoid bias.
• Organizations should try to accommodate employees’ requests for rest days as much as possible.
• The duty roster should be planned in such a way as to allow enough time for deadlines and urgent tasks.
• There is also an allowance for fair leave/day swapping among employees.

The manager planning the duty roster should keep track of requests and demands in real time. This enables the planner to synchronize replacement leave and overtime pay calculations at the end of the roster period.

Delegating work assignments to employees

Create an effective work plan.

An effective work plan is the key to the success of every project. Approximately 58% of organisations don’t understand the value of project management, which explains why most projects fail as soon as they begin.

The planning phase determines either the failure or success of such project. Organizations must have a solid work plan, including a weekly action plan for greater efficiency and productivity. You can create a good work plan by following the steps below.

• Set specific goals that include actual numbers and quantifiable terms and scope.
• Lay out the objectives and deliverables, including the project schedule. Consider rewarding your team based on achievement. The incentives will boost productivity.
• Brainstorm and detail the key resources that your team needs. Brainstorming and planning will help colleagues become creative, forecast unforeseen obstacles and promote teamwork. Converse with your them about the resources that can help them achieve set objectives and give them available resources.
• Identify task sequencing . The schedule of a project outlines activity sequencing, tracks performance and calculates the duration of tasks sequences.

Delegate assignments based on aptitude

By assigning work to employees based on their areas of strength and skills, you set them up to excel. This means you need to understand your employees’ strengths, preferences and weaknesses. You may also allow your staff to choose their preferred tasks. This is important for building trust.

Give your team prior notice

No need to stress everyone out and kill their morale with endless impromptu and urgent work assignments. As far as is feasible, try to give your employees a couple of days’ notice at least.

Foster project ownership

Encourage your team to ask questions for clarity. Determine your availability and take the time to give them clear instructions, feedback and assistance. Giving them a sense of ownership allows your team members to see the big picture.

Real delegation is when you encourage your team to own the project. This gives them the authority to take initiative for the execution process.

Most companies spend hours and weeks planning and generating roasters manually when they can use TimeTrack Duty Roster to save time. TimeTrack Duty Roster creates a perfect overview of both employers and employees and allow managers to personalize shifts according to preferences.

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Monitoring work assignments

Monitoring work assignments helps your team complete their duties successfully and meet the desired outcomes. There’s no need to micromanage, but you can certainly help keep employees focused while tracking processes.

Ensure an effective project plan

• Compile a clear project outline, including a schedule. Collaborate with your team to create the plan and include the project scope, tasks, deadlines and resources. Creating a timeline is vital; use a flow chart to make things clearer. A clear work plan helps you understand the key performance indicators you can monitor.

Set SMART goals

• One of the key ways to monitor assigned work is to create specific, measurable, attainable, relevant and time-bound goals. This SMART criteria helps you identify detailed and quantifiable goals with effective deadlines. You then have quantifiable items to monitor the performance of the assignments.

Steady check-ins

• Creating a schedule for progress check-ins is a key step in monitoring assignments. The regularity of the check-in depends on the project. For example, check-ins for long-term and short-term projects differ in intervals. Check-ins should be balanced to support effective monitoring of performance indicators.

Records and analysis of data

• For each of the scheduled check-ins, keep records and analyze data to understand the progress of projects. You can gather data through team meetings and input into spreadsheets or project management tools. The data will then be analyzed to determine the status of the assigned work.

Every organization wants to empower its workforce for enhanced morale, focus, accountability, efficiency and productivity. These achievements are only possible with effective delegation of work assignments and tasks.

I am a researcher, writer, and self-published author. Over the last 9 years, I have dedicated my time to delivering unique content to startups and non-governmental organizations and have covered several topics, including wellness, technology, and entrepreneurship. I am now passionate about how time efficiency affects productivity, business performance, and profitability.

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Writing Assignments

Kate Derrington; Cristy Bartlett; and Sarah Irvine

Introduction

Assignments are a common method of assessment at university and require careful planning and good quality research. Developing critical thinking and writing skills are also necessary to demonstrate your ability to understand and apply information about your topic.  It is not uncommon to be unsure about the processes of writing assignments at university.

• You may be returning to study after a break
• You may have come from an exam based assessment system and never written an assignment before
• Maybe you have written assignments but would like to improve your processes and strategies

This chapter has a collection of resources that will provide you with the skills and strategies to understand assignment requirements and effectively plan, research, write and edit your assignments.  It begins with an explanation of how to analyse an assignment task and start putting your ideas together.  It continues by breaking down the components of academic writing and exploring the elements you will need to master in your written assignments. This is followed by a discussion of paraphrasing and synthesis, and how you can use these strategies to create a strong, written argument. The chapter concludes with useful checklists for editing and proofreading to help you get the best possible mark for your work.

Task Analysis and Deconstructing an Assignment

It is important that before you begin researching and writing your assignments you spend sufficient time understanding all the requirements. This will help make your research process more efficient and effective. Check your subject information such as task sheets, criteria sheets and any additional information that may be in your subject portal online. Seek clarification from your lecturer or tutor if you are still unsure about how to begin your assignments.

The task sheet typically provides key information about an assessment including the assignment question. It can be helpful to scan this document for topic, task and limiting words to ensure that you fully understand the concepts you are required to research, how to approach the assignment, and the scope of the task you have been set. These words can typically be found in your assignment question and are outlined in more detail in the two tables below (see Table 19.1 and Table 19.2 ).

Table 19.1 Parts of an Assignment Question

Make sure you have a clear understanding of what the task word requires you to address.

Table 19.2 Task words

The criteria sheet , also known as the marking sheet or rubric, is another important document to look at before you begin your assignment. The criteria sheet outlines how your assignment will be marked and should be used as a checklist to make sure you have included all the information required.

The task or criteria sheet will also include the:

• Word limit (or word count)
• Referencing style and research expectations
• Formatting requirements

Task analysis and criteria sheets are also discussed in the chapter Managing Assessments for a more detailed discussion on task analysis, criteria sheets, and marking rubrics.

Preparing your ideas

Brainstorm or concept map:  List possible ideas to address each part of the assignment task based on what you already know about the topic from lectures and weekly readings.

Finding appropriate information: Learn how to find scholarly information for your assignments which is

See the chapter Working With Information for a more detailed explanation .

What is academic writing?

Academic writing tone and style.

Many of the assessment pieces you prepare will require an academic writing style.  This is sometimes called ‘academic tone’ or ‘academic voice’.  This section will help you to identify what is required when you are writing academically (see Table 19.3 ). The best way to understand what academic writing looks like, is to read broadly in your discipline area.  Look at how your course readings, or scholarly sources, are written. This will help you identify the language of your discipline field, as well as how other writers structure their work.

Table 19.3 Comparison of academic and non-academic writing

Thesis statements.

Essays are a common form of assessment that you will likely encounter during your university studies. You should apply an academic tone and style when writing an essay, just as you would in in your other assessment pieces. One of the most important steps in writing an essay is constructing your thesis statement.  A thesis statement tells the reader the purpose, argument or direction you will take to answer your assignment question. A thesis statement may not be relevant for some questions, if you are unsure check with your lecturer. The thesis statement:

• Directly  relates to the task .  Your thesis statement may even contain some of the key words or synonyms from the task description.
• Does more than restate the question.
• Is specific and uses precise language.
• Let’s your reader know your position or the main argument that you will support with evidence throughout your assignment.
• The subject is the key content area you will be covering.
• The contention is the position you are taking in relation to the chosen content.

Your thesis statement helps you to structure your essay.  It plays a part in each key section: introduction, body and conclusion.

Planning your assignment structure

When planning and drafting assignments, it is important to consider the structure of your writing. Academic writing should have clear and logical structure and incorporate academic research to support your ideas.  It can be hard to get started and at first you may feel nervous about the size of the task, this is normal. If you break your assignment into smaller pieces, it will seem more manageable as you can approach the task in sections. Refer to your brainstorm or plan. These ideas should guide your research and will also inform what you write in your draft. It is sometimes easier to draft your assignment using the 2-3-1 approach, that is, write the body paragraphs first followed by the conclusion and finally the introduction.

Writing introductions and conclusions

Clear and purposeful introductions and conclusions in assignments are fundamental to effective academic writing. Your introduction should tell the reader what is going to be covered and how you intend to approach this. Your conclusion should summarise your argument or discussion and signal to the reader that you have come to a conclusion with a final statement.  These tips below are based on the requirements usually needed for an essay assignment, however, they can be applied to other assignment types.

Writing introductions

Most writing at university will require a strong and logically structured introduction. An effective introduction should provide some background or context for your assignment, clearly state your thesis and include the key points you will cover in the body of the essay in order to prove your thesis.

Usually, your introduction is approximately 10% of your total assignment word count. It is much easier to write your introduction once you have drafted your body paragraphs and conclusion, as you know what your assignment is going to be about. An effective introduction needs to inform your reader by establishing what the paper is about and provide four basic things:

• A brief background or overview of your assignment topic
• A thesis statement (see section above)
• An outline of your essay structure
• An indication of any parameters or scope that will/ will not be covered, e.g. From an Australian perspective.

The below example demonstrates the four different elements of an introductory paragraph.

1) Information technology is having significant effects on the communication of individuals and organisations in different professions. 2) This essay will discuss the impact of information technology on the communication of health professionals.   3)  First, the provision of information technology for the educational needs of nurses will be discussed.  4)  This will be followed by an explanation of the significant effects that information technology can have on the role of general practitioner in the area of public health.  5)  Considerations will then be made regarding the lack of knowledge about the potential of computers among hospital administrators and nursing executives.  6)   The final section will explore how information technology assists health professionals in the delivery of services in rural areas .  7)  It will be argued that information technology has significant potential to improve health care and medical education, but health professionals are reluctant to use it.

1 Brief background/ overview | 2 Indicates the scope of what will be covered |   3-6 Outline of the main ideas (structure) | 7 The thesis statement

Note : The examples in this document are taken from the University of Canberra and used under a CC-BY-SA-3.0 licence.

Writing conclusions

You should aim to end your assignments with a strong conclusion. Your conclusion should restate your thesis and summarise the key points you have used to prove this thesis. Finish with a key point as a final impactful statement.  Similar to your introduction, your conclusion should be approximately 10% of the total assignment word length. If your assessment task asks you to make recommendations, you may need to allocate more words to the conclusion or add a separate recommendations section before the conclusion. Use the checklist below to check your conclusion is doing the right job.

Conclusion checklist 

• Have you referred to the assignment question and restated your argument (or thesis statement), as outlined in the introduction?
• Have you pulled together all the threads of your essay into a logical ending and given it a sense of unity?
• Have you presented implications or recommendations in your conclusion? (if required by your task).
• Have you added to the overall quality and impact of your essay? This is your final statement about this topic; thus, a key take-away point can make a great impact on the reader.
• Remember, do not add any new material or direct quotes in your conclusion.

This below example demonstrates the different elements of a concluding paragraph.

1) It is evident, therefore, that not only do employees need to be trained for working in the Australian multicultural workplace, but managers also need to be trained.  2)  Managers must ensure that effective in-house training programs are provided for migrant workers, so that they become more familiar with the English language, Australian communication norms and the Australian work culture.  3)  In addition, Australian native English speakers need to be made aware of the differing cultural values of their workmates; particularly the different forms of non-verbal communication used by other cultures.  4)  Furthermore, all employees must be provided with clear and detailed guidelines about company expectations.  5)  Above all, in order to minimise communication problems and to maintain an atmosphere of tolerance, understanding and cooperation in the multicultural workplace, managers need to have an effective knowledge about their employees. This will help employers understand how their employee’s social conditioning affects their beliefs about work. It will develop their communication skills to develop confidence and self-esteem among diverse work groups. 6) The culturally diverse Australian workplace may never be completely free of communication problems, however,   further studies to identify potential problems and solutions, as well as better training in cross cultural communication for managers and employees,   should result in a much more understanding and cooperative environment. 

1  Reference to thesis statement – In this essay the writer has taken the position that training is required for both employees and employers . | 2-5 Structure overview – Here the writer pulls together the main ideas in the essay. | 6  Final summary statement that is based on the evidence.

Note: The examples in this document are taken from the University of Canberra and used under a CC-BY-SA-3.0 licence.

Writing paragraphs

Paragraph writing is a key skill that enables you to incorporate your academic research into your written work.  Each paragraph should have its own clearly identified topic sentence or main idea which relates to the argument or point (thesis) you are developing.  This idea should then be explained by additional sentences which you have paraphrased from good quality sources and referenced according to the recommended guidelines of your subject (see the chapter Working with Information ). Paragraphs are characterised by increasing specificity; that is, they move from the general to the specific, increasingly refining the reader’s understanding. A common structure for paragraphs in academic writing is as follows.

Topic Sentence 

This is the main idea of the paragraph and should relate to the overall issue or purpose of your assignment is addressing. Often it will be expressed as an assertion or claim which supports the overall argument or purpose of your writing.

Explanation/ Elaboration

The main idea must have its meaning explained and elaborated upon. Think critically, do not just describe the idea.

These explanations must include evidence to support your main idea. This information should be paraphrased and referenced according to the appropriate referencing style of your course.

Concluding sentence (critical thinking)

This should explain why the topic of the paragraph is relevant to the assignment question and link to the following paragraph.

Use the checklist below to check your paragraphs are clear and well formed.

Paragraph checklist

• Does your paragraph have a clear main idea?
• Is everything in the paragraph related to this main idea?
• Is the main idea adequately developed and explained?
• Do your sentences run together smoothly?
• Have you included evidence to support your ideas?
• Have you concluded the paragraph by connecting it to your overall topic?

Writing sentences

Make sure all the sentences in your paragraphs make sense. Each sentence must contain a verb to be a complete sentence. Avoid sentence fragments . These are incomplete sentences or ideas that are unfinished and create confusion for your reader. Avoid also run on sentences . This happens when you join two ideas or clauses without using the appropriate punctuation. This also confuses your meaning (See the chapter English Language Foundations for examples and further explanation).

Use transitions (linking words and phrases) to connect your ideas between paragraphs and make your writing flow. The order that you structure the ideas in your assignment should reflect the structure you have outlined in your introduction. Refer to transition words table in the chapter English Language Foundations.

Paraphrasing and Synthesising

Paraphrasing and synthesising are powerful tools that you can use to support the main idea of a paragraph. It is likely that you will regularly use these skills at university to incorporate evidence into explanatory sentences and strengthen your essay. It is important to paraphrase and synthesise because:

• Paraphrasing is regarded more highly at university than direct quoting.
• Paraphrasing can also help you better understand the material.
• Paraphrasing and synthesising demonstrate you have understood what you have read through your ability to summarise and combine arguments from the literature using your own words.

What is paraphrasing?

Paraphrasing is changing the writing of another author into your words while retaining the original meaning. You must acknowledge the original author as the source of the information in your citation. Follow the steps in this table to help you build your skills in paraphrasing (see Table 19.4 ).

Table 19.4 Paraphrasing techniques

Example of paraphrasing.

Please note that these examples and in text citations are for instructional purposes only.

Original text

Health care professionals   assist people often when they are at their most  vulnerable . To provide the best care and understand their needs, workers must demonstrate good communication skills .  They must develop patient trust and provide empathy   to effectively work with patients who are experiencing a variety of situations including those who may be suffering from trauma or violence, physical or mental illness or substance abuse (French & Saunders, 2018).

Poor quality paraphrase example

This is a poor example of paraphrasing. Some synonyms have been used and the order of a few words changed within the sentences however the colours of the sentences indicate that the paragraph follows the same structure as the original text.

Health care sector workers are often responsible for vulnerable  patients.   To understand patients and deliver good service , they need to be excellent communicators .  They must establish patient rapport and show empathy if they are to successfully care for patients from a variety of backgrounds  and with different medical, psychological and social needs (French & Saunders, 2018).

A good quality paraphrase example

This example demonstrates a better quality paraphrase. The author has demonstrated more understanding of the overall concept in the text by using the keywords as the basis to reconstruct the paragraph. Note how the blocks of colour have been broken up to see how much the structure has changed from the original text.

Empathetic   communication is a vital skill for health care workers.   Professionals in these fields   are often responsible for patients with complex medical, psychological and social needs. Empathetic   communication assists in building rapport and gaining the necessary trust   to assist these vulnerable patients  by providing appropriate supportive care (French & Saunders, 2018).

The good quality paraphrase example demonstrates understanding of the overall concept in the text by using key words as the basis to reconstruct the paragraph.  Note how the blocks of colour have been broken up, which indicates how much the structure has changed from the original text.

What is synthesising?

Synthesising means to bring together more than one source of information to strengthen your argument. Once you have learnt how to paraphrase the ideas of one source at a time, you can consider adding additional sources to support your argument. Synthesis demonstrates your understanding and ability to show connections between multiple pieces of evidence to support your ideas and is a more advanced academic thinking and writing skill.

Follow the steps in this table to improve your synthesis techniques (see Table 19.5 ).

Table 19.5 Synthesising techniques

Example of synthesis

There is a relationship between academic procrastination and mental health outcomes.  Procrastination has been found to have a negative effect on students’ well-being (Balkis, & Duru, 2016). Yerdelen, McCaffrey, and Klassens’ (2016) research results suggested that there was a positive association between procrastination and anxiety. This was corroborated by Custer’s (2018) findings which indicated that students with higher levels of procrastination also reported greater levels of the anxiety. Therefore, it could be argued that procrastination is an ineffective learning strategy that leads to increased levels of distress.

Topic sentence | Statements using paraphrased evidence | Critical thinking (student voice) | Concluding statement – linking to topic sentence

This example demonstrates a simple synthesis. The author has developed a paragraph with one central theme and included explanatory sentences complete with in-text citations from multiple sources. Note how the blocks of colour have been used to illustrate the paragraph structure and synthesis (i.e., statements using paraphrased evidence from several sources). A more complex synthesis may include more than one citation per sentence.

Creating an argument

What does this mean.

Throughout your university studies, you may be asked to ‘argue’ a particular point or position in your writing. You may already be familiar with the idea of an argument, which in general terms means to have a disagreement with someone. Similarly, in academic writing, if you are asked to create an argument, this means you are asked to have a position on a particular topic, and then justify your position using evidence.

What skills do you need to create an argument?

In order to create a good and effective argument, you need to be able to:

• Read critically to find evidence
• Plan your argument
• Think and write critically throughout your paper to enhance your argument

For tips on how to read and write critically, refer to the chapter Thinking for more information. A formula for developing a strong argument is presented below.

A formula for a good argument

What does an argument look like?

As can be seen from the figure above, including evidence is a key element of a good argument. While this may seem like a straightforward task, it can be difficult to think of wording to express your argument. The table below provides examples of how you can illustrate your argument in academic writing (see Table 19.6 ).

Table 19.6 Argument

Editing and proofreading (reviewing).

Once you have finished writing your first draft it is recommended that you spend time revising your work.  Proofreading and editing are two different stages of the revision process.

• Editing considers the overall focus or bigger picture of the assignment
• Proofreading considers the finer details

As can be seen in the figure above there are four main areas that you should review during the editing phase of the revision process. The main things to consider when editing include content, structure, style, and sources. It is important to check that all the content relates to the assignment task, the structure is appropriate for the purposes of the assignment, the writing is academic in style, and that sources have been adequately acknowledged. Use the checklist below when editing your work.

Editing checklist

• Have I answered the question accurately?
• Do I have enough credible, scholarly supporting evidence?
• Is my writing tone objective and formal enough or have I used emotive and informal language?
• Have I written in the third person not the first person?
• Do I have appropriate in-text citations for all my information?
• Have I included the full details for all my in-text citations in my reference list?

There are also several key things to look out for during the proofreading phase of the revision process. In this stage it is important to check your work for word choice, grammar and spelling, punctuation and referencing errors. It can be easy to mis-type words like ‘from’ and ‘form’ or mix up words like ‘trail’ and ‘trial’ when writing about research, apply American rather than Australian spelling, include unnecessary commas or incorrectly format your references list. The checklist below is a useful guide that you can use when proofreading your work.

Proofreading checklist

• Is my spelling and grammar accurate?
•  Are they complete?
• Do they all make sense?
• Do they only contain only one idea?
• Do the different elements (subject, verb, nouns, pronouns) within my sentences agree?
• Are my sentences too long and complicated?
• Do they contain only one idea per sentence?
• Is my writing concise? Take out words that do not add meaning to your sentences.
• Have I used appropriate discipline specific language but avoided words I don’t know or understand that could possibly be out of context?
• Have I avoided discriminatory language and colloquial expressions (slang)?
• Is my referencing formatted correctly according to my assignment guidelines? (for more information on referencing refer to the Managing Assessment feedback section).

This chapter has examined the experience of writing assignments.  It began by focusing on how to read and break down an assignment question, then highlighted the key components of essays. Next, it examined some techniques for paraphrasing and summarising, and how to build an argument. It concluded with a discussion on planning and structuring your assignment and giving it that essential polish with editing and proof-reading. Combining these skills and practising them, can greatly improve your success with this very common form of assessment.

• Academic writing requires clear and logical structure, critical thinking and the use of credible scholarly sources.
• A thesis statement is important as it tells the reader the position or argument you have adopted in your assignment. Not all assignments will require a thesis statement.
• Spending time analysing your task and planning your structure before you start to write your assignment is time well spent.
• Information you use in your assignment should come from credible scholarly sources such as textbooks and peer reviewed journals. This information needs to be paraphrased and referenced appropriately.
• Paraphrasing means putting something into your own words and synthesising means to bring together several ideas from sources.
• Creating an argument is a four step process and can be applied to all types of academic writing.
• Editing and proofreading are two separate processes.

Academic Skills Centre. (2013). Writing an introduction and conclusion . University of Canberra, accessed 13 August, 2013, http://www.canberra.edu.au/studyskills/writing/conclusions

Balkis, M., & Duru, E. (2016). Procrastination, self-regulation failure, academic life satisfaction, and affective well-being: underregulation or misregulation form. European Journal of Psychology of Education, 31 (3), 439-459.

Custer, N. (2018). Test anxiety and academic procrastination among prelicensure nursing students. Nursing education perspectives, 39 (3), 162-163.

Yerdelen, S., McCaffrey, A., & Klassen, R. M. (2016). Longitudinal examination of procrastination and anxiety, and their relation to self-efficacy for self-regulated learning: Latent growth curve modeling. Educational Sciences: Theory & Practice, 16 (1).

Writing Assignments Copyright © 2021 by Kate Derrington; Cristy Bartlett; and Sarah Irvine is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License , except where otherwise noted.

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Teamwork Skills: Being an Effective Group Member

For groups to function effectively, it's important for students to think critically about the climate within their group and the process by which they accomplish their tasks. Although students can gain many of the skills described below through ad hoc interactions, instructors play a key role in making them explicit protocols.

To hone these skills, students need opportunities to practice and to receive regular feedback. Consider sharing the information below with your students, structure activities for them, and incorporate three components of feedback into your plan: instructor comments (oral and/or written); reflective group discussions and/or peer assessment; and self-reflection (see the reflection prompts in Appendix A for ideas). 

Communication skills 

To function successfully in a group, students need to be able to communicate clearly on intellectual and emotional levels. Effective communicators should be able to: 

• Explain their own ideas; 
• Express their feelings in an open but non-threatening way; 
• Listen carefully to others; 
• Ask questions to clarify others’ ideas and emotions; 
• Sense how others feel based on their nonverbal communication (e.g., facial expressions, tone of voice, diminished participation);
• Initiate conversations about the group climate or process if they sense tensions brewing; 
• Reflect on their group's activities and interactions and encourage other group members to do so. 

Regular open communication, in which group members share their thoughts, ideas, and feelings, is key for successful group work. Unspoken assumptions and issues can be harmful to productive group functioning. Students’ ability to communicate openly with one another can help foster a healthy group climate and process. 

Skills for a healthy group climate 

To work together successfully, group members must demonstrate a sense of cohesion. cohesion emerges as group members: .

• Get to know one another, particularly those with different interests and backgrounds. They are open to innovative ideas and diverse viewpoints. They also listen to others and elicit their ideas. They know how to balance the need for cohesion within a group with the need for individual expression. 
• Trust one another enough to share their own ideas and feelings. A sense of mutual trust develops only to the extent that everyone is willing to self-disclose and be honest yet respectful. Trust also grows as group members demonstrate personal accountability for the tasks they have been assigned. 
• Demonstrate support for one another as they accomplish their goals. They cheer on the group and support members individually. They view one another not as competitors but as collaborators: everyone in the group can and should have a role by which they contribute.
• Communicate their opinions in a way that respects others, focusing on “What can we learn?” rather than “Who is to blame?” 

As an instructor, you can use several strategies to encourage students to develop a healthy group climate: 

• Randomize group membership to increase the chances of students encountering peers with diverse backgrounds and interests. 
• Design icebreaker activities that promote awareness and appreciation of inherent differences within a group. 
• Walk students through effective strategies for identifying and overcoming group conflict.  
• Encourage students to participate actively and pose questions to their peers. To encourage listening skills and ensure that everyone in the group speaks, try the “circle of voices” exercise. See the CTE Teaching Tip: Group Work in the Classroom: Types of Small Groups . 
• Devote class time to help students reflect on their group dynamic and overall functioning. You can provide them with prompt questions to consider and/or facilitate a conversation driven by student insights, questions, and concerns. 

Skills for an effective group process 

In addition to knowing how to develop a healthy group climate, students need to exercise key skills to contribute to an effective group process. This process emerges when students: 

• Agree on what needs to be done and by whom. Each student then determines what they need to do and takes responsibility to complete the task(s). They can be held accountable for their tasks, and they hold others accountable for theirs. 
• Give and receive feedback about group ideas. Giving constructive feedback requires focusing on ideas and behaviours instead of individuals and offering suggestions for improvement. Receiving feedback requires the ability to listen well, ask for clarification if the comment is unclear, and being open to change and to other ideas. 
• Help the group to develop and use central strategies to move toward their group goals. As such, they can facilitate group decision making and manage group conflict in a productive way, rather than approaching the instructor for guidance as the first step.  
• Know how to plan and manage a task, how to manage their time, and how to run a meeting. For example, they ensure meeting goals are set, an agenda is created and followed, and everyone can participate. They stay focused on the task and help others to do so, too. 
• Know which roles can be filled within a group (e.g., facilitator, idea-generator, summarizer, evaluator, mediator, encourager, recorder) and are aware of which role(s) they and others are best suited for. They are also willing to rotate roles to maximize their own and others’ group learning experience. 

As an instructor, use some of these strategies to help students develop an effective process within their groups: 

• Design the group task so that the students must rely on one another to produce their best work. Group members will be more motivated and committed to working together if they are given a group mark. If you choose to evaluate in this way, be sure to make your expectations extremely clear. See the CTE Teaching Tip: Methods for Assessing Group Work for additional ideas. 
• Invite students to develop a group contract in which they articulate ground rules and group goals. See the CTE Teaching Tip Making Group Contracts for details. Be sure that groups discuss how they will respond to various scenarios such as absent or late group members and those who do not complete their assigned tasks. 
• Distribute a list of decision-making methods and strategies for conflict resolution and facilitate a conversation with students about these resources in class. The CTE Teaching Tip: Group Decision Making is a good place to start. You may also want to offer yourself as an impartial arbitrator in emergency situations but encourage students to work out problems among themselves. 
• Provide students with guidelines for running a meeting, such as setting and following an agenda, specifying time limits, and monitoring progress on the agenda. Consult CTE Teaching Tip: Meeting Strategies to Help Prepare Students for Group Work for additional suggestions. 
• Teach students effective methods for giving and receiving feedback and explain the purpose of feedback in your course. For sample methods, see CTE Teaching Tip: Receiving and Giving Effective Feedback . Create an assignment that involves them giving feedback to group members and make it part of their final grade. 
• Help students recognize and make the most of their own and one another’s preferred roles. Outline with them a list of team roles (see the CTE Teaching Tip: Group Roles for examples), have them determine which role(s) suits them best, and give them time to discuss how their role(s) will complement those of other group members. Asking students to rotate their roles helps them to expand their skillset. 

Appendix A: Encouraging self-awareness and reflection in group work 

One of the most important things you can do as an instructor is to have students reflect regularly on their group experiences. Their self-reflection will reinforce and further develop critical teamwork skills. Based on your objectives for the group project, create a set of prompts using the questions below. Have students use these prompts to journal about their reactions to group climate and process. The journals encourage self-reflection and can help students see teamwork issues in new ways and create ideas for resolution. They can also provide a good basis from which students can choose comments to share with their group members in debriefing sessions.

If students submit their journals periodically throughout the term, give them feedback orally or in writing, and to the extent appropriate, discuss any trends that you have identified through observation or in the journals (remember to reassure students that other groups may be facing similar challenges). Also, requiring all students to submit a final reflective report after the group project can help them to see the value of the teamwork expertise they have developed through practice. 

• What have you enjoyed the most/the least about getting to know your group members? 
• How is your attitude towards your group members demonstrated in how you function within the group? 
• How do you demonstrate trust and openness towards the other members and their ideas? 
• How much do you feel you can rely on your group members to complete the required task(s)? 
• How do you make sure that group members feel supported, encouraged, and appreciated for their work? 
• How does the team ensure that all voices are heard? 
• Do you participate willingly in discussions? If not, why not? 
• Do others appear to understand your ideas? If not, why not? 
• What do you do if another person’s ideas are unclear? 
• What do you focus on when others speak? How could you improve your listening skills? 
• How do you respond to others’ ideas? How do they respond to yours? What could be improved? 
• What are your group’s ground rules and goals? What changes to these rules and goals might improve the functioning of your group? 
• How is everyone encouraged to stay accountable for the tasks they have been assigned? 
• To what extent do you and others follow the feedback methods laid out in class? How could you and your group members improve the way you give and receive feedback? 
• To what extent does your group reflect on how well its goals are being achieved? How would more (or less) discussion about goals help or hinder your group’s functioning? 
• How are decisions made in your group? Who is involved and in which ways? What has been effective about the processes you have used? How could your decision-making processes be improved? 
• What happens if a group member is unhappy or uncomfortable with a decision made by the group? 
• What conflicts have arisen within your group? How (if at all) have the conflicts been resolved? What role do you play in resolving these conflicts? What could you (or others) do to improve your group’s ability to deal productively with conflict? 
• How do your meetings typically proceed? What do you accomplish and in how much time? What is effective about your group functioning during meetings? What changes would improve your meetings? 
• Who has emerged as the leader in your group? Which other roles do you see team members playing? Which role(s) do you play? Which role do you prefer and why? 

If you would like support applying these tips to your own teaching, CTE staff members are here to help. View the  CTE Support  page to find the most relevant staff member to contact. 

References 

• Bosworth, K. (1994). Developing Collaborative Skills in College Students. New Directions for Teaching and Learning, 59. San Francisco: Jossey-Bass. pp. 25-31. 
• Breslow, L. (1998). Teaching Teamwork Skills, Part 2. Teach Talk, X, 5.  
• Burke, A. (2011). Group work: How to use groups effectively. The Journal of Effective Teaching, 11(2), 87-95. 
• Hills, H. (2001). Team-Based Learning. Burlington, VT: Gower. 
• Lang, J. M. (2022, June 17). Why students hate group projects (and how to change that). The Chronicle of Higher Education. https://www.chronicle.com/article/why-students-hate-group-projects-and-how-to-change-that   
• Shier, M. (2020). Student Success. Victoria, BC: BCcampus. Retrieved from https://opentextbc.ca/studentsuccess/  
• UWaterloo’s  Student Success Office  
• UWaterloo’s  Office of Academic Integrity  

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5 Tips for Managing Successful Overseas Assignments

• Andy Molinsky
• Melissa Hahn

Stay in constant touch and have a plan for their return.

Sending talented employees overseas can be a promising way to leverage the benefits of a global economy. But expatriate assignments can be extremely expensive: up to three times the cost of a person’s typical annual salary, according to some statistics. And despite the investment, many organizations lack the know-how for optimizing the potential benefits, leaving them disappointed with the results. The unfortunate reality is that even companies providing well-crafted relocation packages (including the all-important cultural training) may not have the talent management mechanisms in place to truly leverage the valuable skills expatriate employees gain during their assignments.

• Andy Molinsky is a professor of Organizational Behavior and International Management at Brandeis University and the author of Global Dexterity , Reach , and Forging Bonds in a Global Workforce . Connect with him on LinkedIn and download his free e-booklet of 7 myths about working effectively across cultures .
• Melissa Hahn teaches intercultural communication at American University’s School of International Service. Her new book, Forging Bonds in a Global Workforce (McGraw Hill), helps global professionals build effective relationships across cultures.

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What is Work Assignment? – Advanced Work Assignment (AWA)

Work assignment, a fundamental concept of professional realms, refers to allocating specific tasks or duties to individuals or teams within a certain timeframe.

These assignments, which can range from simple tasks to complex projects, serve as the backbone of productivity, facilitating the efficient functioning of an organization.

By clearly defining roles, responsibilities, and deadlines, work assignments ensure that each member is aware of their contribution towards the broader objectives.

This post will explain the work assignment, its scheduling, and its benefits. It will also discuss automated and advanced work assignments.

What is a Work Assignment?

A work assignment or job assignment refers to a task or set of tasks allocated to work centers , an individual, or a team within a specific timeframe. Depending on the context, it can be part of a larger project or an isolated task. 

It helps distribute the workload evenly among team members, ensuring everyone knows their responsibilities and keeping track of progress toward goals.

Automated Work Assignment

Automated assignment of work helps to reduce the stress on employees. It saves the project manager time because the auto-assignment manager does not need to remind his team about the work. The system only gives notifications to the team.

Automated work assignment is when a computer system assigns work to employees based on predefined criteria in an automatic workflow. This can include skills required for the task, availability of employees, and other factors.

The use of automated work assignments can help to improve efficiency and accuracy within an organization.

Managers can efficiently assign work to minimize downtime and maximize productivity by considering employees’ individual skills and availability.

Automated systems can also help to ensure that tasks are appropriately distributed among employees, thus avoiding potential conflicts.

The advantage of the automatic assignment is it helps to deliver the project faster by avoiding confusion and rework because the task is assigned when all the requirements are entirely available.

Advanced Work Assignment

Advanced Work Assignment (AWA) is a methodology organizations use to create and assign work tasks to employees based on their skills, abilities, and interests.

This approach can help improve employee productivity and satisfaction while reducing organizational costs. 

It can effectively engage employees in their work and maximize their potential when appropriately implemented.

One of the critical benefits of it is that it allows organizations to optimize their resources and assign work that is most suited to each employee’s skills, abilities, and interests.

This helps improve productivity by ensuring employees are matched with tasks they can complete while fostering engagement and satisfaction.

Additionally, it can help reduce organizational costs by ensuring that employees are assigned work within their abilities and do not require excessive training or support.

Despite these benefits, some potential challenges are associated with using AWA.

For example, employees may sometimes resist or feel uncomfortable with being assigned work outside their comfort zone or feel they are not allowed to develop new skills.

Additionally, accurately assessing each employee’s skills and interests can be challenging, leading to some employees being assigned work that is not well-suited.

Therefore, it is essential to carefully consider whether or not AWA is right for your organization before implementing it.

When appropriately used, Advanced Work Assignments can effectively improve employee productivity and satisfaction while reducing organizational costs.

Scheduling of Work Assignment

When you are using a computerized system to schedule work, it is essential to know that some factors affect employees’ performance before uploading the names of employees in the system.

This includes understanding how these applications operate and considering what kind of factor affects them most when deciding which option will be best suited for your business needs!

You can utilize manual assignment or auto-assignment for scheduling once you get it.

The following are some tips for scheduling the assignment.

1. Examine the type of work

It is crucial to find out the type of work. For example, some work has to be done in one department. However, some work must be divided between the different departments, and those departments must develop internal work procedures.

2. Analyze the skills of the employees

Each employee has their talent. So before scheduling the work, making one flowchart of the work process is better.

After analyzing employees’ skills, assign the work in the flowchart to the specified employees. Also, keep one backup person if the designated employee cannot perform the job.

3. Calculate the required time

Go through the flowchart and calculate the time required for each stage of the work or project to streamline the work process and complete the job efficiently.

4. Avoid the duplication of work

When you assign laborers to different fundamental processes, there will be a chance of duplicating work because all the laborers do jobs not mentioned in the flow chart.

Hence, carefully check the workflow across the organization and ensure there is no work duplication.

5. Provide a clear idea to the customer

Provide a clear idea to the customer about communication. That means informing him clearly to whom he should communicate to get information about the project and assigning a specified person.

Considering customers’ expectations is critical to set company standards. It helps to learn the market standards also. It will be achievable when you do a proper work assignment.

Important Information that Works Assignment Contains

Work assignment contains mainly these four essential pieces of information. They are

• Which task is to be done : Clearly explain to the employees which task to be taken based on priority.
• The reason for doing that task : When you assign new work to the employees before completing current work, you need to explain its reason.
• What standards should completed tasks meet: Let employees know about the evaluation of the completed job.
• All-motive directions: This means telling the employees to inform their managers about the completed task and the problems they face while doing the tasks.

Benefits of work assignment

• It is easy to track who is responsible for which work.
• It contains some information like which task to be done as per the priority, what must be the standards of the completed task, etc. It helps the assigned person to do the job efficiently.
• By assigning work to a particular team or a person, they know which work to do as per the priority and do that work efficiently to increase customer satisfaction.

What are the components of Advanced Work Assignment (AWA)?

The components of Advanced Work Assignment (AWA) are: -Work Instructional Package (WIP) -Task Guide -Performers Instructions -Standard Operating Procedure (SOP) -Work Area Layout diagram.

What is Standard Operating Procedure (SOP)?

Standard Operating Procedure (SOP) , often shortened to “the SOP,” is a standardized plan adopted by an organization for the orderly and efficient carrying out of various activities such as work, production, or services.

The SOP is a company-wide standard that includes everything from greeting coworkers in the morning to what to do if there’s a fire.

While it may appear overly restrictive at times, its goal is to minimize variation and mistakes. Every business activity has at least one best practice that can lead to success and efficiency if adhered to deliberately and consistently.

What is a Work Instructional Package (WIP)?

A Work Instructional Package (WIP) is a document that provides step-by-step instructions for performing a specific job or task. It may also include diagrams, photographs, and illustrations to help clarify the steps involved.

WIPs are generally used in manufacturing and production settings but can also be helpful in other types of workplaces.

For example, if you work in an office and need to learn how to use a new software program, your company might provide a WIP outlining the steps to install and configure the software.

The proliferation of technology has led to an increased demand for automation. Companies have found a balance between humans and machines using automated work assignment software, or AWA. Automatic job assignments can be used in many industries, from IT support to sales call centers.

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Synonyms of assignment

• as in lesson
• as in appointment
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Thesaurus Definition of assignment

Synonyms & Similar Words

• responsibility
• undertaking
• requirement
• designation
• appointment
• authorization
• installment
• installation
• destination
• emplacement
• investiture
• singling (out)

Antonyms & Near Antonyms

• dethronement

Synonym Chooser

How does the noun assignment contrast with its synonyms?

Some common synonyms of assignment are chore , duty , job , stint , and task . While all these words mean "a piece of work to be done," assignment implies a definite limited task assigned by one in authority.

When is it sensible to use chore instead of assignment ?

While the synonyms chore and assignment are close in meaning, chore implies a minor routine activity necessary for maintaining a household or farm.

When is duty a more appropriate choice than assignment ?

Although the words duty and assignment have much in common, duty implies an obligation to perform or responsibility for performance.

When might job be a better fit than assignment ?

The synonyms job and assignment are sometimes interchangeable, but job applies to a piece of work voluntarily performed; it may sometimes suggest difficulty or importance.

When could stint be used to replace assignment ?

In some situations, the words stint and assignment are roughly equivalent. However, stint implies a carefully allotted or measured quantity of assigned work or service.

When can task be used instead of assignment ?

The meanings of task and assignment largely overlap; however, task implies work imposed by a person in authority or an employer or by circumstance.

Thesaurus Entries Near assignment

assignments

Cite this Entry

“Assignment.” Merriam-Webster.com Thesaurus , Merriam-Webster, https://www.merriam-webster.com/thesaurus/assignment. Accessed 22 May. 2024.

More from Merriam-Webster on assignment

Nglish: Translation of assignment for Spanish Speakers

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• Public Health Infrastructure Grant
• Frequently Asked Questions
• Health Department Profiles
• CDC's Public Health Infrastructure Grant (PHIG) is a groundbreaking investment supporting critical public health infrastructure.
• The goal is to support health departments across the United States.
• One hundred and seven health departments and three national public health partners received funding through this 5-year grant (12/1/2022 - 11/30/2027)
• The purpose is to implement activities that strengthen public health outcomes.
• PHIG is a funding model that gives health departments the flexibility to direct funds towards specific organizational and community needs.

In January 2024, CDC awarded $4.35 billion through the Public Health Infrastructure Grant ( OE22-2203: Strengthening U.S. Public Health Infrastructure, Workforce, and Data Systems ) to help U.S. health departments promote and protect health in their communities.

The total award includes $4.01 billion for health departments and $340 million for three national public health partners.

CDC expects to award more than $5 billion over the 5-year grant period. This includes $4.01 billion for health departments and $340 million for three national public health partners.

The purpose is to create a stronger, more resilient public health system that is ready to face future health threats.

Recipient Health Department Profiles‎

Funding recipients.

Funding was awarded to:

• One hundred seven (107) public health departments in all 50 states, Washington D.C., 8 territories/freely associated states, and 48 large localities (cities serving a population of 400,000 or more and counties serving a population of 2,000,000 or more based on the 2020 U.S. Census). Award amounts were based on a funding formula that included population size and community resilience. As of January 2024, a total of $4.01 billion for health departments [$3.685 billion in fiscal year (FY)23 and $325 million in FY24] has been awarded. Recipient-specific information is provided on the Health Department Profiles .
• Three national partners that support the work of the 107 funded health departments. The Association of State and Territorial Health Officials (ASTHO) , National Network of Public Health Institutes (NNPHI) , and Public Health Accreditation Board (PHAB) received a total of $340 million ($155 million in FY23 and $185 million in FY24) . These organizations provide training and technical assistance, evaluate the program, and facilitate coordination and communication across recipients and CDC.

Strategies and outcomes

The three strategies of this grant are Workforce, Foundational Capabilities, and Data Modernization. Recipients are expected to achieve several key outcomes by the end of the 5-year performance period (see image below). Ultimately, this grant will lead to accelerated prevention, preparedness, and response to emerging health threats. Improved outcomes in other public health areas are also anticipated.

All work done as part of this grant is grounded in three key principles:

• Data and evidence drive planning and implementation.
• Partnerships play a critical role in grant program success.
• Resources are directed to support diversity and health equity.

Recipient resources

Technical assistance ‎, phig project officer assignments‎, fiscal year 2023 funding‎, fiscal year 2024 funding‎.

CDC's Public Health Infrastructure Grant (PHIG) is a significant investment in America's public health system, directly supporting infrastructure (i.e., people, services, and systems) improvements within health departments.

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Two minnesota twins top prospects begin rehab assignments.

• May 20, 2024

Chris Drosehn

The Minnesota Twins are fighting inconsistency at the big-league level. They’re in the midst of a six-game losing streak and have gone 3-7 in their last ten games. While they were surging thanks in part to a summer sausage provided by Ryan Jeffers , they’ve cooled a bit and are sitting in third place at 24-22. One thing going for the Twins is that they seem to be getting healthier. Two of the Twins top prospects got great news on the health front in outfielder Walker Jenkins and shortstop Brooks Lee . They were sent out on a rehab assignment that is starting with the FCL league.

Brooks Lee and Walker Jenkins both played today for the #MNTwins ’ FCL team and each went 0-for-4, though Jenkins also walked. First game for each on a rehab assignment. — DanHayesMLB (@DanHayesMLB) May 20, 2024

Walker Jenkins and the Twins

Jenkins is the Twins No. 1 prospect entering the season, according to MLB Pipeline. The book on Jenkins is that he could be a plus hitter with plus power from the left side of the plate. The power was a bit lacking in a small sample during his first professional season in 2023. He hit 3 homers with five doubles and three triples. Jenkins also carried an eye-popping .362/.417/.571 slash line throughout the season between two lower levels of the minors.

Jenkins, 19, currently sits at No. 8 in MLB’s Top 100 after being selected No. 5 in the draft last season. He hasn’t played as he’s working his way back from a hamstring injury that he suffered in the season opener. Jenkins went 0-4 with a walk in his first rehab game.

Brooks Lee Inches Closer

MLB Pipeline has Brooks Lee reaching the majors this season. He’s the second of the Twins top prospects starting a rehab assignment, but he’s a bit different than Jenkins. Lee is a switch-hitter who has impressive contact skills and an advanced approach. Last season, across Double and Triple-A, those skills were on display with a .275/.347/.461 slash line. He struck out 91 times in 565 plate appearances while walking 56 times. He has moderate power, having hit 16 homers across both leagues.

Lee, 23, was taken in the first round of the MLB draft in 2022. Despite suffering a back injury in spring training, he’s No. 15 in all of baseball while being the second of two to headline the Twins top prospects. He’ll head out on a rehab assignment in hopes of making the big club by the end of the season. Lee went 0-4 in his first rehab game.

The Twins Top Prospects and the Farm System

As the Twins are looking to contend in an AL Central that became crowded with the Kansas City Royals joining the Cleveland Guardians and Twins in being relevant, a farm system is necessary to plug holes at the big league level. While the Twins were ranked 15th in the preseason, they’ve proven so far that they can withstand a little bit of an injury bug while still competing for the top spot in the AL Central and a potential Wild Card berth.

With the American League being up in the year, it’ll be interesting to see if Brooks Lee finds his way onto the roster. With Carlos Correa always being a question mark with injuries and Lee playing mostly shortstop and third base, there is a path for him this season. We will likely see Jenkins in a couple of years.

Baltimore Orioles Moving To Six-Man Rotation

With Grayson Rodriguez reinstated and just one scheduled off-day in 31 days, the Baltimore Orioles are moving to a six-man rotation. On Friday, Baltimore began

Rockies Add a Former Third Round Draft Pick to the Roster

The Colorado Rockies announced that they’ve selected the contract of right-handed pitcher Matt Koch and he’s been moved to the active roster. This comes after

The Verdict Is In: The Phillies Won Their 2023 Trade with the Tigers

With over a year of sample size, it is now safe to say that the Philadelphia Phillies won a Jan. 7, 2023 trade with the

The Yankees Are Facing a Good Problem

The New York Yankees will soon be forced to make some tough decisions as players like Gerrit Cole and DJ LeMahieu near returning from injuries.

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Areas Of Work Select Administrative Operations Auxiliary Services Faculty Human Resources Information Technology Keck Medicine of USC

Employment Type Select Faculty Full Time Faculty Part Time Staff Full Time Staff Part Time

Keck Medicine of USC

Keck Medicine of USC is the University of Southern California’s medical enterprise, one of only two university-based medical systems in the Los Angeles area. Keck Medicine combines academic excellence, world-class research and state-of-the-art facilities to provide highly specialized care for some of the most acute patients in the country.

Our internationally renowned physicians and scientists provide world-class patient care at Keck Hospital of USC, USC Norris Cancer Hospital, USC Verdugo Hills Hospital, USC Arcadia Hospital and more than 100 unique clinics in Los Angeles, Orange, Kern, Tulare and Ventura counties.

Keck Medical Center of USC, which includes Keck Hospital and USC Norris Cancer Hospital, is among the top 50 hospitals in the country in eight specialties, as well as the top three hospitals in metro Los Angeles and top 10 hospitals in California, according to U.S. News & World Report’s 2022-23 Best Hospitals rankings.

Clinical Documentation Specialist - Clinical Documentation Integrity - Full Time 8 Hour Days (Non-Exempt) (Non-Union)

The Clinical Documentation Specialist (CDS) provides clinically based concurrent and retrospective review of inpatient medical records to evaluate the documentation of acute care services. Includes facilitation of appropriate physician documentation of care to accurately reflect patient severity of illness and risk of mortality. Improves the overall quality and completeness of clinical documentation by working closely with providers and the application of coding guidelines, evidence-based knowledge, analysis, in-depth review, interpretation, identification of opportunities, communication, and consistent follow-up and evaluation of concurrent and retrospective (as required) medical record documentation.

Essential Duties:

• Identifies his/her respective service line(s) admissions in the CDI software/tool; and prioritizes reviews by age and payer. Completes his/her assignments by the end of the day
• Conducts new inpatient admissions reviews and proper working DRG assignment within 2 working days.
• Conducts follow up reviews and respective working DRG updates at least every 2 working days.
• Achieves a physician response rate of 100% through CDI education and interaction with physicians, identifying non-responders and intervening as necessary. Follows the query escalation process when no response.
• Identifies opportunities to improve documentation through physician query generation. Practice the mnemonic ‘MEAT’ (Monitored, Evaluated, Assessed or Treated) for building compliant and non-leading CDI queries. Applies evidence-based clinical criteria for clinical validation of diagnoses
• Utilizes the CDI software properly for tracking of CDI metrics and to assure compliance: documentation of pertinent clinical findings, compliant/non-leading queries, completion of all the required fields for data integrity and professional communication with coders and other staff members
• Directs a proper and complete CDI-Coding reconciliation process to accurate capture the complexity of the patients. Performs retrospective reviews and queries when necessary.
• Performs other related duties as assigned.

Required Qualifications:

• Req High school or equivalent
• Req Specialized/technical training Graduate of an accredited school of registered nursing and/or foreign medical graduate.
• Req 2 years Clinical documentation improvement experience.
• Req 3 years Clinical experience in an acute care setting.
• Req Demonstrates knowledge of ICD10-CM & PCS with respective coding guidelines & regulations for coding and reporting.
• Req Proficient on Inpatient Prospective Payment System (IPPS) documentation requirements for proper APR and MS DRGs assignment.
• Req Care delivery documentation systems and related medical record documentation.
• Req Strong broad based clinical knowledge and understanding of pathology/physiology of disease processes.
• Req Excellent written and verbal communication skills.
• Req Excellent critical thinking skills.
• Req Excellent interpersonal skills to build effective partnering relationships with physicians, nurses, and hospital staff.
• Req Working knowledge of inpatient admission criteria.
• Req Ability to work independently in a time oriented environment.

Preferred Qualifications:

• Pref Working knowledge of Medicare reimbursement system and coding structures.

Required Licenses/Certifications:

• Req Fire Life Safety Training (LA City) If no card upon hire, one must be obtained within 30 days of hire and maintained by renewal before expiration date. (Required within LA City only)
• Req Registered Nurse - RN (CA Board of Registered Nursing) OR Foreign Medical Graduate. (or valid state of residence Registered Nurse license for out-of-state employees [working remotely])
• Req Certification - Job Relevant Certified Clinical Documentation Specialist (CCDS); OR Certified Documentation Improvement Practitioner (CDIP)

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Publication detail

Case C-649/22, Randstad Empleo and Others: Judgment of the Court (Sixth Chamber) of 22 February 2024 (request for a preliminary ruling from the Tribunal Superior de Justicia del País Vasco — Spain) — XXX v Randstad Empleo ETT SAU formerly Ferrovial Servicios SA, Axa Seguros Generales SA de Seguros y Reaseguros (Reference for a preliminary ruling — Social policy — Directive 2008/104/EC — Temporary agency work — Article 5(1) — Principle of equal treatment — Article 3(1)(f) — Concept of ‘basic working and employment conditions applicable to temporary agency workers’ — Concept of ‘pay’ — Compensation payable in respect of the total permanent incapacity of a temporary agency worker to carry out his or her usual occupation as a result of an accident at work which occurred during his or her assignment)

Publication metadata, available languages and formats, bulgarian (bg), spanish (es), danish (da), german (de), estonian (et), english (en), french (fr), croatian (hr), italian (it), latvian (lv), lithuanian (lt), hungarian (hu), maltese (mt), polish (pl), portuguese (pt), romanian (ro), slovak (sk), slovenian (sl), finnish (fi), swedish (sv).

• Publication details
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• Published: 2024-04-08
• Corporate author(s): Court of Justice ( Court of Justice of the European Union )
• Subject: equal treatment , incapacity for work , indemnification , occupational accident , occupational accident insurance , temporary employment agency
• ELI : C/2024/2392/oj
• CELEX : 62022CA0649
• IMMC : ARR-C-0649-2022
• OJ : C_202402392
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Detroit Tigers injury update: Gio Urshela starts rehab; Mark Canha back in MLB lineup

Third baseman Gio Urshela is making his way back to the Detroit Tigers from a right hamstring strain.

The 32-year-old began his rehab assignment Thursday with Triple-A Toledo. He needs to play multiple games with the Mud Hens, including Friday as the third baseman, but he could return to the Tigers at some point early next week.

"He's got a few days to play," Tigers manager A.J. Hinch said. "He hasn't played in a while, so he's just getting his baseball stuff back. The better he plays, the faster he will be back, and obviously, health is the No. 1 concern."

NOT ON TIME: Tigers' Spencer Torkelson not a rookie anymore, but troubles now stem back to then

Urshela, a nine-year MLB veteran who signed a one-year, $1.5 million free agent contract last offseason, hasn't played for the Tigers since April 19, when he suffered the hamstring strain while running to first base against the Minnesota Twins.

He served as the designated hitter in Thursday's game with Triple-A Toledo against the St. Paul Saints, an affiliate of the Twins. (After Friday's game, Urshela won't play Saturday, but he will play Sunday.)

In Thursday's game, Urshela went 1-for-2 with one walk in three plate appearances. He grounded out in the first inning, walked on four pitches in the third inning and singled on a down-and-away cutter in the fourth inning.

Before the injury, Urshela hit .298 with one walk and 10 strikeouts in 18 games, spanning 58 plate appearances. Of his 17 hits, only two of them — a pair of doubles — went for extra bases.

[ MUST LISTEN: Make "Days of Roar" your go-to Detroit Tigers podcast, available anywhere you listen to podcasts ( Apple , Spotify ) ]

Justyn-Henry Malloy update

Triple-A Toledo outfielder Justyn-Henry Malloy hasn't played since last Friday due to an undisclosed injury, now missing six games in a row. He could return to the Mud Hens' lineup this weekend, possibly Sunday.

JEFF SEIDEL: Dreaming of more Tigers offense? Justyn-Henry Malloy would be my answer in Toledo

The Tigers, though, haven't provided any information about Malloy's health other than when Hinch described him as "banged up a little bit" after calling up Ryan Vilade — rather than Malloy — from Triple-A Toledo.

It's a lower-body injury.

On Wednesday, Malloy talked to Free Press columnist Jeff Seidel in Toledo.

"I feel great," Malloy said. "Just doing a lot of precautionary things. But I feel great."

Malloy, a corner outfielder, was removed from last Friday's game in the sixth inning following a groundout. He had a nine-game hitting streak when he got hurt. This season, he is hitting .279 with three home runs, 26 walks (tied for ninth among Triple-A hitters) and 34 strikeouts in 30 games.

Mark Canha returns

Outfielder Mark Canha returned to the Tigers' starting lineup after missing two games in a row with an upper respiratory infection. The 35-year-old slotted into the lineup as the designated hitter, batting third in the order, for Friday's game against the Houston Astros at Comerica Park.

"A lot of coughing," Canha said. "I wasn't sleeping very well in Cleveland. I had body aches and chills. It was a struggle-fest for like three days straight. ... It's better. I slept better the last two nights. No more chills or body aches. I'm back."

A BIG HIT: After two years of waiting, Ryan Vilade finally gets first MLB hit with Tigers

He drove home separately from the Tigers after Wednesday's series finale in Cleveland.

He felt better on Thursday's off day.

"Hopefully, that's the end of this virus that came through the clubhouse," Hinch said. "It went through coaches, players. We'd like to avoid any more, but Mark had it the worst and missed a few days. Hopefully, it's better."

Canha, a 10-year MLB veteran, is hitting .248 with five home runs, 17 walks and 28 strikeouts across 34 games in his first season as a Tiger.

Contact Evan Petzold at  [email protected]  or follow him  @EvanPetzold .

Listen to our weekly Tigers show  "Days of Roar"  every Monday afternoon on demand at freep.com,  Apple ,  Spotify  or wherever you listen to podcasts. And catch all of our podcasts and daily voice briefing at  freep.com/podcasts .