The policy manual of an organization is much like the syllabus for a course or college catalog under which you enter college: it is a statement of the rules and standards by which the organization operates. It serves as a reference for settling questions and disputes, and setting priorities. As an employee of TWAssociates, you should have a clear understanding of policies and how they affect you. If you do not understand a particular policy or have questions or concerns, please consult your general manager.

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Quick Menu (click on topics below)
 
Operations (Methodology)
Meetings (Team meetings & class times)
Technology (e-mail and online requirements)
Procedures (writing & report standards)
Human Resources
Self-Directed Teams (small group work)
Contract
Performance Appraisal (evaluation & grading)
Team task performance
Sample items from certification exam
Team Handbook
Team Member Performance Evaluation
Sample Evaluation Form (may not be actual form used)
Disputes & Resolution (dealing with conflict & problems)
Emergency & Special Circumstances (illness, accident, family emergency, etc.)
Ethical Standards

Operations (procedures and assignments)

Meetings

Staff Meetings. All employees (students) will meet at the scheduled times in the designated meeting room (classroom). This period will be an opportunity to ask the General Manager (instructor) questions, or for the GM to provide additional information or announcements.

Team Meetings. Although some staff meeting times (usually Mondays or Wednesdays, depending on location) will be available for team meetings, teams will need to schedule additional meetings outside regularly scheduled staff meetings.

General Management Meetings. Teams or individuals may schedule meetings with the general manager/CEO as needed. These can be used to clarify a task, locate resources, discuss evaluation, or discuss problems and concerns.

Technology

E-Mail. All employees are required to have an active e-mail address. Check with the Computer Lab to make sure you are online and current. Check mail frequently (read and delete) to avoid overflowing your mailbox.

Internet Browsers. You will need to become familiar with using the Internet and Internet browsers. Some of the information you will need for reports will be found on designated web pages while others will require you to search the web using keywords.
You must become familiar with e-mail and web browsing within a week of the start of your employment (start of the quarter). If you need help, check with staff in the  Computer Lab.

Style. All major assertions and facts in the Handbook and its references should be fully documented by citations in APA format.  Other aspects of style may vary as needed.
Team Authorship. Although one team member may be the typist for the final handbook, the team will be evaluated on its team performance in researching, organizing, and writing the document. The document must clearly be a team effort.

Team Log. Teams should keep a team log that records the date of the meeting, times and duration of meetings, attendance and lateness, and topic of meeting. This log should be available to the general manager on request.

Human Resources

Self Directed Teams

Team Formation. Employees will form small teams of five members (no fewer than four members except under exceptional circumstances). Teams  will be formed during the first week of employment. Teams will conduct initial team building (acquaintance and structuring), select a team name, and forward a sheet with team name, membership, and e-mail addresses to the GM by the second class meeting.

Team Responsibilities. These teams will be the primary work units for the duration of your employment. These self-directed teams are responsible for scheduling all of their meetings outside of regular staff meeting (class) hours, delegating subtasks, coordinating meetings with other teams, monitoring performance and task progress,  writing the final Handbook, and keeping the general manager informed as needed.

Teams should use the online and text resources soon after they form to better understand their roles, responsibilities, potential problems, and required skills.

Performance Appraisal (grading)

Performance evaluation will be conducted with all employees (you and your team) and will be based on three tasks.
 
1. Task Performance. In addition to the primary project of Team Handbook, each staff meeting (class) will present a client request for services related to teamwork or leadership. Team and member performance on these projects will be considered data for  final performance appraisal.
1. Team Handbook Project. At the end of the probationary period (end of term) your team's handbook project will be evaluated. All team members will share this performance evaluation as part of their final evaluation.
1. Team Member Performance. Also at the end of the probationary period each team will have an opportunity to evaluate the contribution of each of its members. This evaluation will become part of the final performance appraisal for each member.
 
Handbooks must be turned in on the assigned due date.

It is the employee's responsibility to demonstrate what he/she knows and can do, and to make the team effective. If it is not demonstrated in team process, certification exam, or  final product of the Handbook, it cannot be included in the evaluation. Effort counts only when it leads to the desired outcome.

Disputes & Resolution

Disputes. Teams are responsible for monitoring their own member's conduct and contribution. If a member is not adequately carrying his/her load, attending meetings, coming prepared, satisfactorily participating, or otherwise not meeting the conditions of the contract, the team is obligated to resolve the problem. This can be sometimes be done by reassigning or redistributing tasks or confronting and correcting inappropriate behavior. Such intervention should not be delayed, and teams should initially discuss their standards and how they can provide prompt and direct feedback to each other.

It should also be noted that "storming" is a natural and valuable part of team development. Such disagreements are an important team process to reflect on, and include as a consideration in the handbook.

Termination. If a problem cannot be resolved within the team after making reasonable efforts, the General Manager can be consulted to assist in resolution. An unproductive or problematic member can be rejected or "fired" from a team. Unless another team is willing to adopt that person (with risks to their efficiency), it would not be feasible for a single person to complete the assigned team tasks and he/she must resign from the organization (withdraw from class).

Appeals. If there is a dispute between a team and the General Manager, such issues should first be attempted to be resolved between the parties involved. If this is not satisfactory, the District Manager (Chair of the Management Dept.) will be available to help the parties resolve their differences.

If an emergency situation arises during your employment that would interfere with your carrying out your task or team obligations, contact the General Manager immediately. Consideration will NOT be given at the end of the probationary period for situations that arose earlier unless the GM has been informed.

Ethical Standards

TWAssociates expects the highest standards of ethical conduct from its employees. Although work must be distributed and coordinated among team members and shared with other teams, all final work must be your own and not taken directly from other sources unless properly documented and cited.

If you become aware of an ethical violation by another employee, you should confront such behavior or consult with the GM.

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