NSTP Preliminary Reviewer PDF

NSTP PRELIM-REVIEWER LESSON 1:NSTP- CWTS/LTS NSTP- known as R.A No 9163, is designed to help young people become more defense ready and civic-minded. Three components of NSTP; 1. Reserve Officers Training Corps (ROTC) - Sections 38 and 39 of R.A No 7077 give university students military tra...

NSTP PRELIM-REVIEWER LESSON 1:NSTP- CWTS/LTS NSTP- known as R.A No 9163, is designed to help young people become more defense ready and civic-minded. Three components of NSTP; 1. Reserve Officers Training Corps (ROTC) - Sections 38 and 39 of R.A No 7077 give university students military training to be equipped for national defense. 2. Literacy Training Service (LTS) - prepare students to teach reading and numeracy. 3. Civic Welfare Training Service (CWTS) contributes to the community's well-being. Who shall take NSTP? - Incoming freshmen students both male and female - Enrolled in baccalaureate or at least two-year TVL courses. Incentives to be provided when taking NSTP - Assistance/incentives for ROTC students from Department of National Defense - School authorities, CHED AND TESDA - Special Scholarship Program Self-Awareness- awareness of one's personality or individuality Self- yourself, myself, himself/herself, etc. A person in prime condition, as an entire person. Awareness- having or showing realization, and knowledge of the development of one's value. YOU AS A FILIPINO - Being aware and remaining constantly on guard against the Filipino tendency towards negativism, you can eventually propel yourself into positivism. - Use your "lakas at tibay ng loob" (courage and strength) to move away from fatalistic "gulong ng palad" (wheel of fortune) and "bahala na" (come what may) attitude. - Begin by getting involved with your own life "makialam ka sa buhay mo" Cooperate "makisama ka" by first initiating change yourself. - Begin without expecting instant miracles. You have got only real friends and one worst enemy and that is yourself. - Believe in your abilities and work unyielding to reach your objective. 1. Believe in yourself 2. Keep your priorities straight 3. Take responsibility for yourself 4. Create your own future 5. Focus on what you want 6. Learn to visualize the outcome of your 7. Never let anyone control your own destiny 8. Think BIG 9. Do everything with love 10. Work hard LESSON 2:SELF-AWARENESS AND VALUES DEVELOPMENT Self-Management (Helmstetter/ Shad 2000) - Life is not a matter of luck or fortune. Five steps that control our success or failure 1. Behavior- the step that most directly controls our success or failure 2. Feelings- every action is filtered through feelings -created, controlled, determined by attitudes. 3. Attitudes- play an important role in our success. 4. Beliefs- determine our attitudes about it, create our feelings, direct our actions, and influence us to do well -it is not required to be true but it is required to believe that it's true 5. Programming- our conditioning from the day we were born has created, Reinforced, and nearly permanently cemented. a. Programming creates beliefs; b. Beliefs create attitude; c. Attitude create feelings;it\'s d. Feelings determined actions; and e. Actions create results. Level of Self-talk (Helmstetter/ Shad 2000) Level 1 self-talk: Negative Acceptance (I can't) (If only I could) -lowest, least beneficial, and most harmful level -negative things and you accept it Level 2 self-talk: Recognition and Need to Change (I need to, I should) -we are telling ourselves and others that we need to change Level 3 self-talk: Decision to change (I never, I no longer) -first level of self-talk that works for us instead of against us. -we recognize the need to change Level 4 self-talk: Better you (I am) -most effective we can use -painting new picture of ourselves Level 5 self-talk: Universal Affirmation (It is) -spoken for thousands of years -old as the ancient religious inspired LESSON 3: LEADER AND LEADERSHIP DEFINED Leadership- art of influencing people to get necessary support and cooperation in community affairs and to maintain solidarity among people. Leader- one who facilitates communities of people, take risks, and envisions a better Future for his/her group, commitment along a path to accomplish goal. Peter Drucker- pointed out, a leader has followers. Even poor leaders have followers. VIRTUES AS THE FOUNDATION OF LEADERSHIP (COVEY, 1991) Virtue- defined as conformity to a standard of right and morality. Following virtues; a. Prudence- enables man to direct his actions to human life's goal b. Justice- giving each one his/her due with constant and perpetual will c. Fortitude- overcoming the difficulties and pressures of life in pursuit of goodness. d. Temperance- bringing desire and natural inclinations of man under control. e. Industry- habit or working hard and working under pressure. f. Loyalty-habit of remaining true to your friends and to your principle g. Responsibility-habit of being accountable for one's actions, duties, and obligations. h. Cheerfulness-habit of being optimistic; always seeing the bright side of things. i. Generosity-habit of sharing or thinking first of the people around him/her. j. Magnanimity-habit of having great ideals and being concerned with doing great deeds. 1. True leadership is the art of changing a group from what it is into what it ought to be. 2. Leadership is the ability to recognize a problem before it becomes an emergency. 3. Leadership and learning are indispensable to each other 4. Leadership is learning to give without expecting anything in return. 5. On the other side of the coin of leadership is loneliness, for he/she who is a leader must always act alone, and acting alone means accepting everything alone. CHARACTERISTICS OF A LEADER (WADSWORTH, 1997) 1\. Have the will to lead rather than manage; 2\. Maintain high morale among their people; 3\. Inspire commitment and teamwork; 4\. Display, at times, energy, passion, and enthusiasm; 5\. Are focused and able to focus those they lead; 6\. Take prudent risks; 7\. Are honest with themselves; VIRTUES AS THE FOUNDATION OF LEADERSHIP (COVEY, 1991) LEADERSHIP STYLES - AUTHORITARIAN LEADERSHIP (SURVIVAL) 1\. A leader makes a decision and announces it. 2\. A leader presents a decision but \"sells" it to the members. 3\. A leader presents a decision and invites questions for clarification - CONSULTATIVE LEADERSHIP (SECURITY) 1\. A leader presents a tentative decision subject to change. 2\. A leader presents a situation, gets input, and makes a decision. 3\. A leader calls on members to make a decision but holds the veto power - ENABLING LEADERSHIP (PARTICIPATION) 1\. A leader defines limits, and calls on members to makes a decision. 2\. A leader calls on members to identify limits, explore possibilities, and make a decision. Grading scale and explanation description; 90-100 Great leaders (mentors other good and great leaders) 80-89 Good leader (keeps on growing and mentoring them) 70-79 Emerging leader (focuses on growth and starts mentoring others) 60-69 Bursting with potential (the ideal person to be developed) Nurturing, equipping, and developing potential leaders (Maxwell, 1995). NURTURING EQUIPPING DEVELOPING All -Many -Few Little or no growth -Short-term growth -Long-term growth A desire -A science -An art Care -Training for work -Training on personal growth National Plan of Action for Promoting the Good Citizenship Values An education and Training Task Force 1\. Education and Training, Capacity Building, and Technical Assistance 2\. Advocacy and Information, Dissemination Task Force Advocacy, awards, and recognition of special events 3\. Research and Materials Development Task Force Planning, research, and materials development 4\. Social Engineering Task Force Participants in the Social Engineering Program and Projects Thrust of the National Plan Strategies of the National Plan of Action by Sector A. Academe 1\. Education and Training 2\. Advocacy and Information Dissemination 3\. Special Events 4\. Planning B. Business 1\. Education and Training 2\. Special Events 3\. Research and Materials Development C. Civil Society 1\. Advocacy and Information Dissemination 2\. Networking and Collaboration LESSON 4: TEAM BUILDING FOR YOUTH ORGANIZATION YOUTH ORGANIZATION - collections of teams composed of young people. FACTORS CONTRIBUTING TO TEAM DEVELOPMENT AND EFFECTIVENESS - Shared goals and objectives State its goals and objectives. The goals must express a general understanding. - Utilization of resources Use effectively all resources at its disposal. Trust and conflict resolution Ability to openly recognize conflict and seek to resolve it Shared leadership - Individuals will not function as a team if they are brought together simply to \"rubber stamp(making decisions abruptly without thinking about it) Team Relationship and Management BUILDING A BETTER TEAM The Characteristics of an Effective Team 1. The team is aware of and interested in the process and examines norms operating within the group. 2. Differences of opinion are encouraged and freely expressed. 3. Team members are committed to periodical evaluation of the team\'s performance. THE CHARACTERISTICS OF EFFECTIVE TEAM LEADERS 1\. communicate2. are open, honest, and fair3. make decisions with inputs from others 4\. act consistentlyA DREAM TEAM LEADERA dream team leader provides the support needed for success (Maxwell, 1995) Dictators: - Hoard or monopolize decisions. - Surprise their workers with edicts from above. Facilitators - Push decisions down the line. - Let those responsible decide how the jobs will be done. THE CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS 1. Support the team leader 2. Help the team leader succeed 3. Participate voluntarily 4. Maintain confidentiality SYMPTOMS OF TEAM PROBLEMS - Backbiting and complaining- openly complain about and find fault with one another. - The presence of a "spy of the owner\"- Members of the suspect distrust new members. - Shifting and changing decisions- Decisions are often changed shortly after being made. - Two coalitions- The team has two functions, one of which has very little influence or power. Seven Team Well-being Secrets 1\. Purpose- Are we committed to the same purpose? 2\. Role- How will we contribute to fulfill our purpose? 3\. Strategy- What will we do to achieve our purpose? 4\. Processes- How will we work together? 5\. People- How will we care for one another? 6\. Feedback- How will we obtain and use information about our performance? 7\. Interfaces- How will we manage the team\'s relationships? DYNAMIC DELEGATION - Delegate routines - Delegate areas of your job that require technical expertise. - Delegate the tasks and projects that are the most unfamiliar to you. - Delegate the functions of your job that you enjoy least. Managers used to be paid to practice POSDIC: Plan, Organize, Staff, Direct, Inspect, Control DECISION MAKING- skills and techniques underpin most aspects of management. DECISION- is a choice between two or more options/alternatives, and determination of win/lose KINDS OF DECISION (Thompson, 1997) 1. OPERATIONAL DECISION -is concerned with how the different functions of the org. will contribute 2. STRATEGIC DECISION- is concerned with the scope of the org. activities 3. ROUTINE DECISION- ordinary decision of a wide range of issues/ left to one person 4. URGENT DECISION- intended for some problems to occur suddenly 5. PROBLEMATIC DECISION- the difficulty has emerged and there is no obvious solution 6. CONSULTATIVE DECISION- involves those who are involved by the results of the decision DECISION MAKING APPROACHES (McGregor's X and Y theories) 1. AUTHORITARIAN APPROACH- leaders assume the authority to make decisions alone 2. DEMOCRATIC APPROACH- shared between the leader and the members KEY STEP IN DECISION-MAKING USING THE SYSTEMATIC APPROACH 1. SETTING OBJECTIVES- the purpose of the decision and consider what outcomes will achieve 2. COLLECTION INFORMATION- sufficient information for the choices needed to make 3. IDENTIFYING ALTERNATIVE SOLUTION- look at all possible options 4. EVALUATING OPTIONS- determine the extent to which the options meet the decision object 5. SELECTING THE BEST OPTIONS- is selected using any of the techniques or approaches DECISIONS MADE BY THE PEOPLE INVOLVED IN THE PROCESS OF DECISION-MAKING 1. THE PLOP- make a decision by not making a decision 2. THE ONE-PERSON DECISION- quickly made 3. THE HANDCLASP- one person makes a suggestion and without further discussion 4. THE CLIQUE- by small group who plans beforehand to get their way 5. THE MINORITY- not consciously organized as those of the clique 6. THE MAJORITY VOTE- big groups often the most effective way to make decision 7. THE SILENT CONSENSUS- some groups aim at unanimous decisions 8. THE CONSENSUS- agreement often involving compromise or combination DIFFICULTIES IN DECISION-MAKING 1. Fear of Consequences 3. Interpersonal conflict 2. Conflicting loyalties 4.Hidden agenda SIMPLE GUIDE FOR MAKING DECISION BY CONSENSUS 1. What are we trying to decide? 2. What are the different possibilities? FACTORS WHICH HELP IN DECISION-MAKING 1. Clear goal 2.Clear understanding of who is responsible TEAM SELF OBSERVATION- represent team collection efforts TEAM GOAL-SETTING-require the group as collective to establish goal TEAM CUE MODIFICATION- remove things that re undesirable TEAM REHEARSAL- step associated with the self-leadership process MENTAL ASPECT OF TEAM SELF-LEADERSHIP- emergence of a group pattern TEAM MENTAL IMAGERY- enhance performance by utilizing group mental imagery THOUGHT PATTERNS- opportunity or obstacle thinker.