Local Networks PDF

LESSON 2: LOCAL NETWORKS  LESSON 2 LOCAL NETWORKS Relationships within a Local Network A network is made up of interacting groups of people. It has many layers. These layers start from household to village (barangay), to national and global communities. The space can al...

LESSON 2: LOCAL NETWORKS  LESSON 2 LOCAL NETWORKS Relationships within a Local Network A network is made up of interacting groups of people. It has many layers. These layers start from household to village (barangay), to national and global communities. The space can also include the virtual world. Layers of Relationships in Different Social System  Local Networks It includes the relationships and forms of social interaction with family members and the community, whether it is the local neighborhood association or the local government unit which is the barangay.  Household A dyadic relationship can be defined as a close, intimate or committed relationship between two people. People in a dyad can be linked because of their romantic interests or relationships, family relations, common interests and professions, among others.  Household Cooperation, equality and understanding are very important for a dyadic relationship to work, prosper and become stable, especially in marriage. If one of the person in a dyadic relationship fails to accomplish his or her responsibilities, then the dyadic relationship could fall apart.  Household Dyadic relationship can also be considered as the smallest unit of a society which usually starts in the household and could either be a nuclear or extended family.  Household A nuclear family is composed of parents and children. In an extended family, household is composed of family members and relatives who may also live in the same house and play important roles.  Household Family membership is obtained either through consanguity (blood) or affinity (marriage).  The Barangay An interdependent household relationships within a village. Barangay is a Filipino native term for a village formerly known as barrio. It is the smallest administrative unit in the Philippines. Each barangay is comprised of groups of households or neighborhoods that is considered a building block of society outside the family.  Features of Local Networks Relationships are closer and tighter. People are more familiar with each other. People share common experiences, issues and concerns.  The Local Networks and Individuals The individual performs diverse and overlapping social roles that both meet personal and societal goals. Family is a good source of participation and support. Community members are called to participate collectively in developing alternatives and solutions in the issue from what they already know and have.  ENRICHMENTN ACTIVITY DIRECTIONS: Identify in different levels the people within your network. ME ME  Getting support to one’s community requires planning and mobilizing connections and utilizing other resources. Planning involves and exercise judgement. In order to win, planning has to be done strategically and not haphazardly. However, some situations, like emergencies, do not allow adequate time for planning and demand immediate decision making.  One of the most important considerations in making decisions is the possible consequences of our decisions to our own well-being and relationship with others. There are two (2) system one can employ in making decisions: Strategic Analysis and Intuitive Thinking.  Strategic Analysis/ Analytical Thinking It refers to a system or method which requires deliberate, abstract, and effortful thinking that breaks down a complex problems into parts.  Strategic Analysis/ Analytical Thinking It refers to a system or method which requires deliberate, abstract, and effortful thinking that breaks down a complex problems into parts.  Strategic Analysis/ Analytical Thinking It uses scientific methods of research and adopts frameworks or models to solve the problems. Managers, especially those running big companies or projects, tend to use this thinking strategy to pursue changes in directing plans and goals.  Analytical Thinking/Strategic Thinking It involves evaluating the necessary data for formulating strategies, description of the organization's internal and external environment and identification of analytical tools. It involves identifying Strengths, weaknesses, opportunities & threats found in internal and external environments.  Analytical Thinking/Strategic Thinking EXTERNAL INTERNAL ENVIRONMENT ENVIRONMENT these are factors in the these are factors in the environment that affect environment that the organization which could be controlled by/ they cannot control, and are within are outside of the the organization. organization.  Analytical Thinking/Strategic Thinking EXTERNAL INTERNAL ENVIRONMENT ENVIRONMENT Government Mission statement War and Conflict Vision statement Public opinion Organizational culture Competition Leadership style Consumers Kinds of employees The most common Strategic Analysis model used in decision-making  Five-step Method of Decision- making STEPS EXPLANATION 1. Identify Involves defining the problem and the factors or conditions involved in the situation 2. Analyze Examining the variables that will change the state situation, including the  Five-step Method of Decision- making STEPS EXPLANATION 3. Generate Setting practical, reasonable and creative strategies to solve the problem. 4. Execution of the plan. Implement 5. Assess Deriving lessons that and reflect will guide future on the decisions.  One of the proponents of strategic analysis is Andre Beaufre. He argues that strategic analysis is a cognitive activity which involves the use of mental processes in decision making. In an organization the most common strategic analysis tool being used in addressing complex issue is the Strengths, Weaknesses, Opportunities and Threats or the SWOT Analysis.  SWOT ANALYSIS STRENGHTS – These are unique, competitive and good qualities of an organization. WEAKNESSES – These are the area that need improvement.  SWOT ANALYSIS OPPORTUNITIES- These are external factors that support and facilitate the operations and processes of an organization. THREATS- These are external factors that can hinder the operations and processes of an organization.  INTUITIVE THINKING Defined as the ability to understand something instinctively (gut feel), without the need for conscious reasoning.  INTUITIVE THINKING Is the kind of thinking that helps one understand reality by perception or intuition without logic or analysis. It derived its confidence from experiences. There are no analytical steps or methods but based its action from observed indicators in the organizational environment.  INTUITIVE THINKING Intuitive approaches are personal and custom-made. It sometimes derived a problem-based solution that is not quite easy to share and at times too difficult to copy or adapt. Managers utilized the power of persuasion to get people agree rather than the logical sense of coming up with an action.  INTUITIVE THINKING Intuitive Thinking according to Webster New Collegiate Dictionary, is a quick and ready insight. Sometimes, it referred to as gut feeling, sixth sense, inner sense, instinct, inner voice and spiritual guide. INTUITIVE THINKING “is a quick and ready insight” webster’s New Collegiate Dicitonary Key Concepts of Strategic Analysis and Intuitive Thinking