Competency - Based Learning Materials: List of Competencies
Competency - Based Learning Materials: List of Competencies
Competency - Based Learning Materials: List of Competencies
LIST OF COMPETENCIES
LEARNING OUTCOMES:
CONTENTS:
Collecting information
Preparing for negotiation
Positive negotiating
Creating non verbal environments
Active listening
Different questioning techniques
Ensure correctness and up to date information
Personal attributes
Interpersonal skills
Analytic skills
ASSESSMENT CRITERIA:
CONDITIONS:
The students/learners must be provided with the following:
LEARNING OBJECTIVE/S:
If you have been given the receiver's name by someone else, you should also
mention this:
Mr. Chan from Eurasia Products suggested that I call you....
Give the background to your request by explaining why you are making it:
I'm doing a project on work experience and I need to arrange a visit to a company
in your field....
Make your request politely and clearly. Make sure that the receiver knows exactly
what agreeing to your request will involve: how much of her time will it involve and
what will she or her staff will have to do:
I wonder if I could pay a visit to your office for an hour or so sometime in the next
two weeks, to talk to one of your staff about....
Make arrangement
If the person you are calling agrees to your request, it is important to make a clear
arrangement. If you are arranging a meeting, for example, arrange the time and
place and make sure you know where to go and what to do when you get there.
Make a note of all the information so that you do not need to call back again to find
out something you have missed. If the person you are calling cannot agree to your
request, he may modify it. Listen carefully and try to fit in with his schedule. If the
person you are calling cannot agree to your request at all, ask if he knows someone
else who can help:
Do you know anyone else who might be able to help me?
Whether the receiver can help you or not, thank her and close the call politely.
Empathize.
Acknowledge their feelings. “I can hear that you are upset by this” or “I can tell this
situation is upsetting you”.
Hints:
• To help with this process, keep family pictures in your work area. Pretend you are
talking to someone you know and like while you are working with your caller.
• Force yourself to focus on solving the problem rather thaninternalizing the
caller’s attacks.
• Don’t blame anyone for the problem, no matter who is at fault. It’s
counterproductive to resolving the issue.
Apologize.
It doesn’t matter who’s at fault. Anyone who has been inconvenienced wants an
apology. You don’t have to agree with the caller, but should express regret that
there is a problem. Empathize with the person’s feelings and apologize, sincerely
… “I’m really sorry this happened”.
This makes the caller feel that you have aligned with them.
It’s hard to be upset with someone who is sympathetic and trying to help.
Screening Calls
Screening calls is often an unpleasant part of the job. But it is sometimes
necessary because the person for whom you are screening does not
alwayshave time to talk or want to talk to the caller. Key to handling thesesituation
s is considering the “availability” of the called party. In order to keep a caller from
being irate over not finding the person they are calling available to them, try
Voice Mail
Voice mail can be a very effective tool for communication if it is used correctly. In
general people don’t mind getting transferred to voice mail if it gives them helpful
information. Your voice mail message should be short and to the point. When
forced to leave a message, callers prefer to get right to it, not listen to a longwinded
voice mail greeting. Don’t state the obvious, (I’m away from my desk or on the other
line). State your department, your name and leave clear instruction as to what
information you need from the caller such as
Name and phone number, Best time for you to return the call Brief summary of
the reason for calling
Hints:
• Sample voice mail: “Asian Academy of Business and Computers; Mary dela Cruz.
I will be out of the office until Tuesday. Please leave your name, number, and a
brief message as to the nature of your call. I will respond when I return.”
• Sample voice mail: “Asian Academy of Business and Computers; Mary dela Cruz..
I will be out of the office until Tuesday. Please leave your name, number, and a
brief message as to the nature of your call. I will respond when I return. If you need
immediate assistance please contact Jeeves Butler at x5555.
• Sample voice mail if you change your voice mail daily: “Asian Academy of
Business and Computers; Mary dela Cruz. Today is (date). At the tone, please leave
your name, a brief message regarding your call, along with your phone number and
the best time to call you back.” If you are going to be away from the office, say so
INFORMATION SHEET 2
Presentation
LEARNING OBJECTIVE/S:
Step 1:
Identify a Report Topic
Step 2
: Understand Your Audience
Step 3:
Focus and Refine Your Topic
Step 4:
Create a Working Bibliography
Step 5:
Evaluate and Synthesize Resources
Step 6:
Take Notes on What You Read
Step 7:
Conclusion
This contains the conclusions you draw from the information presented in the main
body of the report. Conclusions should be firmly and briefly stated. You should not
introduce new information.
Recommendations
Recommendations are suggestions for actions or changes. They should be specific
rather than general. If the purpose of the report is simply to present information on
a topic for discussion, a recommendations section may not be necessary.
Bibliography
A report may contain references or recommendations for reading in a bibliography.
A bibliography may not be necessary, however. In reports, full references to
readings introduced in the text are often given as footnotes.
Appendices
Appendices may include tables, texts, graphs, diagrams, photographs,questionnair
es, etc. You should put these in an appendix when placing them in the main body
SELF-CHECK 2
CONTENTS:
Questioning techniques
Codes of practice and guidelines for the organization
Organizations policy and procedures for negotiations
Decision making and conflict resolution strategies procedures
Problem solving strategies on how to deal with unexpected questions and
attitudes during negotiation
Flexibility
Empathy
Interpersonal skills to develop rapport with other parties
Communication skills (verbal and listening)
ASSESSMENT CRITERIA:
CONDITIONS:
The students/learners must be provided with the following:
Introduction:
A meeting is a gathering of two or more people that has been convened for
the purpose of achieving a common goal through verbal interaction, such as
sharing information or reaching agreement. Meetings may occur face to face or
virtually, as mediated by communications technology, such as a telephone
conference call, a skyped conference call or a video conference call. Thus, a
meeting may be distinguished from other gatherings, such as a
chanceencounter (not convened), a sports game or a concert (verbal interaction is
incidental), a party or the company of friends (no common goal is to be
achieved)and a demonstration (whose common goal is achieved mainly through the
number of demonstrators present, not verbal
interaction).Commercially, the term is used by meeting planners and other meeting
professionals to denote an event booked at a hotel, convention center or any other
venue dedicated to such gatherings. In this sense, the term meeting covers a
lecture (one presentation), seminar (typically several presentations, small audience,
one day), conference (mid-size, one or more days), congress (large, several
days),exhibition or trade show (with manned stands being visited by passers-
by),workshop (smaller, with active participants), training course, team-building
session and kick-off event.
3.1 TYPES OF MEETING?
How do you know it's time to call a meeting? What type of meeting is it? What's the
purpose of the meeting? Here are some typical situations when a meeting may be
called for.
• You're managing a project.
Projects tend to require meetings at various stages: at the beginning, as the project
plan is coming together, and at regular intervals while the work is being done.
Toward the end of the project, depending on its size, daily meetings could be
necessary.
•You're managing people.
Many bosses call weekly staff meetings in addition to weekly one-on-one meetings
with their direct reports. These standing meetings provide a chance to review the
work accomplished in the previous week and look ahead to what will be
accomplished in the coming week. Weekly one-on-one meetings also give the
chance to provide feedback outside the performance review process.
•Topical meeting.
A gathering called to discuss one subject, such as a work issue or a task related to
a project.
•Presentation.
•Coordinating meetings
(to assure all know what’s happening when and who is responsible.)
•Board meetings
(to report results, set policies and directions, scan for needed changes, etc.)
Meeting Checklist
Done Comments Date/ Ref.
Agenda
Priorities
Outcomes
Sequence
Timings
Attendees
Date
Time
Venue
Variety
Notification
Notes of last meeting
Directions/map
Materials (as
required by agenda
items)
Reference material
for ad-hoc queries
Results and
performance data
Equipment (make
separate checklist)
Electric power (if
applicable)
Domestics
Catering
Arrangements
Note-paper, pens,
name-pares
Refreshments
Guest care/
instructions
MEETING AGENDA
Produce the meeting agenda. This is the tool with which you control the meeting.
Include all the relevant information and circulate it in advance. If you want to avoid
having the ubiquitous and time-wasting 'Any Other Business' on your agenda,
circulate the agenda well in advance and ask for additional items to be submitted
for consideration. Formal agendas for board meetings and committees will normally
have an established fixed format, which applies for every meeting. This type of
formal agenda normally begins with:
1. Apologies for absence
2. Approval of previous meeting's minutes (notes)
(Meeting Title) Monthly Sales Meeting- ABC Co.- NCR RegionVenue, Time,
Date) Conference Room, Dusit Hotel- 0900hrs Monday09/05/08
Agenda
Coffee available from 0830hrs – Dress is smart casual
RUNNING THE MEETING
The key to success is keeping control. You do this by sticking to the agenda,
managing the relationships and personalities, and concentrating on outcomes.
Meetings must have a purpose. Every item must have a purpose. Remind yourself
and the group of the required outcomes and steer the proceedings towards
making progress, not hot air. Politely suppress the over-zealous, and encourage the
nervous. Take notes as you go, recording the salient points and the agreed actions,
with names, measurable outcomes and deadlines. Do not record everything word-
for-word, and if you
findyourself taking over the chairmanship of a particularly stuffy group which prod
uces reams of notes and very little else, then change things. Concentrate onachievi
ng the outcomes you set the meeting when you drew up the agenda. Avoid racing
away with decisions if your aim was simply discussion and
involving people. Avoid hours of discussion if you simply need a decision. Avoid de
bate ifyou simply need to convey a policy issue. Policy is policy and that is that.
Defer new issues to another time. Practice and use the phrase 'You may have
a point, but it's not for this meeting we'll discuss it another time.' (And thenremem
ber to do it.)If you don't know the answer says so - be honest - don't waffle -
4. Who should participate?
a. Anyone who wants to participate. The more the merrier!
b. Anyone who has anything to do with what will be discussed at the meeting. After
all, we wouldn’t want to exclude anyone.
c. Those that can influence the fulfillment of the meeting objective.
d. Those who are entertaining, tell great jokes and make meetings fun.
10. How can you best evaluate the success of your meeting?
a. At the end of the meeting count how many of the agenda items were
discussed. The more agenda items covered, the more successful the meeting.
b. To get an accurate picture of the meeting's effectiveness, ask participants for
their written opinions.
c. If the meeting finishes on time, the meeting was successful.
d. Count how many people are still awake in the room. The more open eyes, the
more successful the meeting.
INFORMATION SHEET 4
Negotiation
LEARNING OBJECTIVE/S:
Introduction:
Negotiation
is a dialogue intended to resolve disputes, to produce an agreement upon courses
of action, to bargain for individual or collective advantage, or to craft outcomes to
satisfy various interests? It is the primary method of alternative dispute resolution.
It is the process involving the ability to listen, analyses and take the right step
4.1 Negotiating principles
1. Set the tone offset any bad rumors and be candid
2. Utilize "human factors" and be open about feelings and motives: this will
enhance trust.
3. Avoid presenting too many issues, highlight the strongest ones.
4. Avoid deadlines, lessening the chance for needless concessions.
5. Summarize frequently: this enhances understanding.
6. Present arguments calmly, without personalization, and make sure they are
logically supported.
7. Avoid use of personal opinions in arguments.
8. Avoid ultimatums and other forms of non-negotiable demands.
9. Admit, when appropriate, the validity of the other party's arguments
4.2 The six stages in the negotiating process
Stage 1 - Statement of Intent to Negotiate
Stage 2 - Readiness to Negotiate.
Convene an initial meeting of the parties this will be the first occasion on
which they sit down
at atable with representatives. This meeting allows the parties toexchange
information, consider the criteria for determining
the parties' readiness to negotiate and generally identify issues ofconcern. The
Gluttony
- Don’t bite off more than you can chew
Anger
- Handle objections calmly
SELF-CHECK 4