Cws. Reviewer-1
Cws. Reviewer-1
BSN-1D
LEARNING OBJECTIVES
At the end of this module, the students will be able to:
1. Define an expound on the nature and philosophical values of being a Filipino;
2. Cite popular Filipino values of good citizenship;
3. Relate the concepts discussed to real-life situations;
4. Describe transformational leadership;
5. Identify the characteristics of a leader;
6. Express commitment to teamwork;
7. State the fundamentals of group and group dynamics;
8. Explain the concepts, characteristics, and types of groups; and
9. Classify groups as formal and informal.
VALUES
Values are both subjective and objective. They involve a subject or person who values and an
object or value to be realized. Justice is objective because it is a value that should be realized by
all. There is a difference between value and disvalue such as pleasure and pain, life and death,
poverty and affluence, heroism and cowardice, truth and falsehood, right and wrong, holiness
and sinfulness.
Filipino Values
The Greek ideal of moderation or meden agan, the Roman in medio stat virtus, and the
Confusian and Buddhist doctrine of the middle way or path, find their Filipino equivalent
in walang labis, walang kulang, or katamtaman lamang.
Speaking of Filipino values, we do not mean that elements of these Filipino values are
absent in the value systems of other peoples and cultures. We easily recognize Filipino,
American, Chinese, Japanese, or any other foreign food, language, or music. The
difference lies in the way these elements are ranked, combined, or emphasized, so that
they take on a distinctively Filipino slant or cast.
A Filipino value is not a discrete item which exists alone, in isolation, or in a vacuum.
Filipino values like bahala na, utang na loob, hiya, pakikisama, and pakikiusap are
clustered around core values like social acceptance, economic security, and social
mobility.
Values in the sense of historical consciousness had evolved among the Filipino people,
leading to the concept of justice evolving from inequality to equality and to human
dignity.From the historical perspective, the question to ask about Filipino values is:
Ganito kami noon, paano kayo ngayon?
2. The social environment - its main components are social structures and social systems
such as interpersonal, religious, and community interaction. The social environment of
the Filipino is characterized by a feudal structure with great gaps between the rich
minority and the poor majority.The Filipino is raised in an environment where one must
depend on relationships with others in order to survive.
3. Culture and language - Filipino's are characterized as warmth and person orientation,
devotion to family, and sense of joy and humor are part of our culture and are reinforced
by all socializing forces like the family, school, and peer group.The use of foreign
language may explain the Filipino's unreflectiveness and mental laziness. Thinking in our
native language, but expressing ourselves in English, results not only in a lack of
confidence, but also in a lack in our power of expression, imprecision, and a stunted
development of one's intellectual powers
4. History - we are the product of our colonial history, which is regarded by many as the
culprit behind our lack of nationalism and our colonial mentality.
5. The educational system - the lack of suitable local textbooks and dependence on foreign
textbooks, particularly in the higher school levels, force Filipino students as well as their
teachers to use school materials that are irrelevant to the Philippine setting. From this
comes a mindset that things learned in school are not related to real life.
6. Religion - it is the root of the Filipino's optimism and capacity to accept life's hardships.
7. The economic environment - man local traits are rooted in the poverty and hard life that
is a lot of most Filipinos. Our difficulties drive us to take risks, impel us to work very
hard, and develop in us the ability to survive.
10. Leadership and role models - Filipinos look up to their leaders as role models.
Patriotism is love of and devotion to one's country. However, patriotism has had different
meaning over time, and its meaning is highly dependent upon context, geography, and
philosophy.
LEADERSHIP TRAINING
Human Behavior
It is the capacity of mental, physical, emotional, and social activities experiences during
the five stages of a human being's life prenatal, infancy childhood, adolescence, and adulthood. It
includes the behaviors as dictated by culture, society, values, morals, ethics and genetics.
Motivation
It encompasses the internal and external factors that stimulate desire and energy in people
to be continually interested in and committed to a job, role or subject, and to exert persistent
efforts in attaining a goal. It results from the interaction among conscious and unconscious
factors such as the intensity of desire or need, incentive or reward value of the goal, and
expectations of the individual and his/her significant others.
According to Swindell (2012), motivation means the drive and ambition needed to
achieve our goals. We all need that extra push at some stage of our life, whether it be at work, in
school, or home; or maybe to give up a bad habit or shed a few pounds.
Good Leadership
Leadership - refers to the acts of leading or the process of social influence in which one person
can enlist the aid and support of others in the accomplishment of a common task.
Wit - good leaders can make sound judgements and decisions even during crucial
situations
Passion - good leaders are very passionate and intensely obsessed in whatever they are
focused on, be it business, sport, or hobby.
Compassion - good leaders show compassion for their supporters and followers. They
possess exemplary coaching and development skills. They are not selfish individuals who
think only about their own wants and needs. They have a heart for others
Charisma - good leaders are captivating, charming individuals who tend to draw people
toward them. It could be because of the way they talk, or carry themselves. They excel in
building relationships and eliciting performance from their groups.
Communication skills - good leaders are usually great orators and persuaders. They can
express their ideas clearly and convincingly.
Persistence - good leaders are determined to attain their goals in spite of the obstacles and
problems. They believe that the benefits of attaining their goals outweigh the risks and
hardships
Integrity - good leaders mean what they say. They walk the talk, practice what they
preach, and keep their promises. They are reliable
Daring - good leaders and bold, willing to take the risks, and determined to chase their
dreams amid the realit of fear and uncertainty
Discipline - good leaders observe self-control and order. Where most people are easily
distracted or dejected, good leaders manage to stay focused and steady regardless of the
situation
Charisma - a special spiritual gift bestowed temporarily by the Holy Spirit on a group or
an individual for the general good.
Competence - indicates a sufficiency of knowledge and skills that enable someone to act
in a wide variety of situations
Courage - the quality of the mind that enables a person to face difficulty and danger
without fear.
Transactional Leadership - is based on power that makes use of rewards and coercion to deliver
benefits to members (patronage), or to force or instill fear as illustrated by colonization, cote-
buying, and similar methods.
Transformation of Values
From power as dominion to power as liberation
From war and conflict to peace
From efficiency consideration to equality and equity (balance between genders)
From growth to sustainability
From "winner-take-all" norm to sharing and caring
Transformation of Process
From hierarchical to participatory
From corrupt to clean
From secretive to transparent
From burdensome to empowering
Transformation of Institution
From bureaucratic to egalitarian, responsive and accountable
Functions of Transformational Leadership:
Task function
P Defining the tasks - involves others
P Making the plan - involves others
P Allocating the tasks - involves others rather than the leader giving out tasks
P Controlling the tasks - uses peer pressure and self-control rather than being disciplinary
P Checking the performance - more self-management within the transformational approach
P Adjusting the plan - with group review
Team function
P Setting the standards - involves the group
P Enforcing discipline
P Promoting team spirit
P Encouraging and motivating
P Developing sub-leaders~
P Communicating with the group-has to be open and honest
P Training - lifelong learning process everyone needs to undergo
Individual function
P Attending to personal problems
P Praising individuals, enhancing confidence
P Giving status pride
P Using abilities of the people within the organization-training as a continuing process
P Involving individuals in decision-making processes
Leadership Development
Develop a pool of leaders
P Find people with basic leadership qualities
P Widen the catchment area
P Assure a democratic process
4. Think win-win
P Look at life as a cooperative arena, not a competitive one. Enter agreements or
make solutions that are mutually beneficial and satisfying to both parties.
6. Synergize
P The whole is greater than the sum of its parts. More tasks can be done if all things
within reach are maximized and utilized. Synergize is the habit of creative
cooperation. Better results can be produced as a group than as individuals.
Teamwork
It is the process of working collaboratively with a group of people in order to achieve a
goal. It means that people will try to cooperate by using their individual skills and providing
constructive feedback, despite any personal conflict between individuals.
Time Management
It is the art of arranging, organizing, scheduling, and budgeting one's time for the purpose
of generating more effective work and productivity. Time management has become crucial in
recent years, thanks to the 24/7 busy world in which we live.
Decision-making
It is a process that involves selecting the most logical choice from among two or more
options. Making a decision is instrumental in the survival and prosperity of human beings.
Involvement in Decision-making
1. Consensus or agreement involves compromising various possibilities after all options
have been heard. Disagreements and minority viewpoints are discussed fully. This
method helps build understanding, unity, cooperation, and commitment
2. Majority voting is considered the most effective way to make a decision. However, one
may lose the interest or loyalty of the members of the minority who voted against the
decision, especially if they feel their side was not heard
3. The minority is not consciously organized, but a few powerful personalities dominate the
group, often unconsciously. These people later wonder why the others are apathetic
4. The silent consensus of some groups leads to unanimous decisions. This type of
involvement in decision-making. Because they are better organized than those who
disagree, they are often successful in getting//having their own way in resolving an
immediate issue, but they bring a spirit of rivalry, rather than cooperation to the group
5. The clique is a small group whose members plan beforehand to get their way in decision-
making.
6. The handclasp happens when one person makes a suggestion and another commends it.
Without further discussion, the matter is decided.
7. The one-person decision is quickly made, but later when the decider needs free or
voluntary support from others to implement the decision, he/she might find trouble
getting it.
8. The plop occurs when a group makes a decision by not making a decision at all. Someone
makes a suggestion, but it is dropped or junked altogether and no one pay attention to it.
Difficulties in Decision-making
P Fear of consequences brings division and disagreement
P Conflicting loyalties of one person as a member of different groups frequently leads to
divided loyalties about decisions
P Interpersonal conflicts and personal differences evoke various feelings among members,
which interfere with sound decision-making
P Hidden agenda or secret motive can hinder decision-making for reasons a member does
not share with the group
P Blundering methods include using rigid procedure that leaves little room for expressing
differing views, substituting personal opinions for adequate information, and disregarding
proper consultation or consensus
P Inadequate leadership restricts the expression of opinions and discussion on issues.
Leaders fail to provide assistance in selecting appropriate methods for decision-making
or are insensitive to the factors that cause difficulty in the group
P Clash of interest occurs when different groups or individuals within an organization
have opposing interests
Group Dynamics
It is the social process by which people interact in a small group and in a face-to-face
manner. Dynamics comes from the Greek word dunamis which means force. Group dynamics
then refers to the study of the forces operating within a group.
Social Group
Psychologically, man is said to be a rational being; politically, he is a political and
power-seeking being; theologically, he is a religious, God-seeking being; and sociologically,
man is gregarious social being seeking the company of other social beings. His/her very
existence and the satisfaction of his/her needs and wants, as well as his/her happiness, depends to
a large degree upon his/her association with other people.
Types:
Primary Group - characterized by intimate face-to-face association and cooperation
among its members. It fundamentally forms the social nature and ideals of an individual.
It involves sympathy and mutual identification which is a form of natural expression
Secondar Group - consists of members who are aware and cognizant of personal
relationships, but they do not feel that their lives are bound with one another except in
time of social crisis. The members may be separated from one another by distance or by
a lack pf personal physical contact.
Characteristics of a Group
o Interaction - is a pattern of mutual influence (physical, verbal, non-verbal, emotional,
etc.)
o Perceived groupness - is the extent in which members see themselves as one (common
fate, similarity, proximity
o Dynamic interdependency - occurs when the members are active, energized, vibrant, and
changing
Task groups - consists of people who work together to achieve a common task. Members
are brought together to accomplish a narrow range of goals within a specified time.
e.g. ad hoc committees, project groups, standing committees
Friendship groups - are formed by individuals who enjoy similar social activities,
political beliefs, religious values, or other common bonds. Members enjoy each other's
company.
e.g. students who have an exercise group or who meet for a so-called jamming
Reference groups - are composed of people who are evaluated for social validation and
social comparison. Social validation allows individuals to justify their attitudes and value
while social comparison helps individuals evaluate their own actions by comparing
themselves with others.