Civic Welfare Training Service

Civic Welfare Training Service (CWTS)

A program component designed to involve students to actively participate
in activities contributory to the general welfare and betterment of life for the
members of the community or the enhancement of its facilities, especially those
devoted to improving health, education, environment, entrepreneurship, safety,
recreation and moral of the citizenry.
NSTP – CWTS Vision
• To train students to become innovators of social change with a culture of
excellence and leaders with integrity, competence, and commitment to
render service to the community.
• To develop in the youth values of patriotism and national pride, discipline
and hard work, integrity and accountability for nation – building, and
volunteerism as valuable and effective members of the National Service
Corps of CWTS.
NSTP – CWTS Mission
NSTP – CWTS aims to promote and integrate values education,
transformational leadership, and sustainable social mobilization for youth
development, community building, national renewal, and global solidarity by;
1. Providing relevant activities that will contribute to the physical,
intellectual, spiritual, and social development of students.
2. Inculcating in students the values of leadership, patriotism, and social
responsibility.
3. Training students to become project planners, designers, and managers
of innovative and sustainable community service – oriented projects.
4. Conducting capability enhancements for civic welfare services geared
toward preparing the youth to become results – oriented social
entrepreneurs, volunteers, and a socio – economic mobilizing force that
serves communities as value – driven innovators for progress.
5. Working closely with a network of organizations within and outside the
higher educational institution.
6. Creating opportunities where students can render direct service to the
community.
 NSTP – CWTS Core Values
NSTP - CWTS fosters the following values:
1. Love of God
Love of God can mean either love for God or love by God. Love for God is
associated with the concepts of worship, and devotions towards God.
2. Human dignity
Dignity implies that each person is worthy of honor and respect for
who they are, not just for what they can do. In other words, human dignity
cannot be earned and cannot be taken away.
3. Discipline, truth, goodness, and social responsibility
Discipline is action or inaction that is regulated to be in
accordance (or to achieve accord) with a particular system of
governance. Discipline is commonly applied to regulating human and
animal behavior.
Truth is the property of being in accord with fact or reality.
Goodness is the simple word for the general quality recognized in
character or conduct.
Social responsibility is an ethical theory in which individuals are
accountable for fulfilling their civic duty, and the actions of an individual must benefit the
whole of society. In this way, there must be a balance between economic growth and
the welfare of society and the environment.
4. Awareness, innovation, and creativity
Awareness is the state or condition of being aware; having
knowledge; consciousness:
Innovation is the creation, development and implementation of a
new product, process or service, with the aim of improving efficiency,
effectiveness or competitive advantage.
Creativity is defined as the tendency to generate or recognize
ideas, alternatives, or possibilities that may be useful in solving problems,
communicating with others, and entertaining ourselves and others.
5. Respect, synergy, and professionalism
Respect is a way of treating or thinking about something or someone.
Synergy is the interaction or cooperation of two or more organizations,
substances, or other agents to produce a combined effect greater than the sum of their
separate effects.
Professionalism is the conduct, behavior and attitude of someone in a work or
business environment.
 6. Excellence and indigenous learning
Excellence is a talent or quality which is unusually good and so
surpasses ordinary standards.
Indigenous Learning is the study of Indigenous history, culture and
values and strives to increase awareness/appreciation of the life
experience of Indigenous Peoples with a view to creating an environment
of understanding and trust amongst all Peoples.
7. Protection and conservation of the environment
Environmental protection is the practice of protecting the natural environment by
individuals, organizations and governments. Its objectives are to conserve
natural resources and the existing natural environment and, where possible, to
repair damage and reverse trends.
8. Quality service delivery
Service quality refers to a customer's comparison between expectations
from a service with the perceptions of what is actually delivered by the
service provider.

NSTP – CWTS Minimum Standards

NSTP – CWTS helps informed and self–reliant communities by

encouraging inter–government agency cooperation and providing
complementary assistance and support to facilitate socio – economic progress,
environmental management, and delivery of basic services, geared toward
uplifting the well-being of people.
The NSTP – CWTS strategies follow an integrative approach to
community development, which unites the people, local officials, civic leaders,
and non-governmental organizations.
The NSTP – CWTS strategies follow an integrative approach to
community development, which unites the people, local officials, civic leaders,
and non-governmental organizations.
The minimum standard for NSTP is the development of the common and
specific modules set forth in the IRR.
NSTP – CWTS 1 spans a total of 83 to 90 training hours for one
semester and includes topics and a scope of instructions as follows:
1. Self-awareness and values development deal with the nature of self-
personal development, root of Filipino character, nationalism and
patriotism, and good citizenship values with core Filipino values.
2. Leadership training discusses the concepts of leadership, human
behaviour, communication, motivation, teamwork, time management,
and decision-making.
3. Dimensions and development cover global, national, and local issues
on a. health b. education (enhancement of instructional support
materials and faculties c. entrepreneurship d. recreation, and e. morals
of the citizenry and other social welfare concerns such as voters’
education and poverty alleviation.
4. Community exposure and agency visits refer to the nature,
development and approaches in community work and community-
building.
5. Community needs assessment includes knowing the community and
the community needs assessment process, survey, and actual
conduct.
6. Community services dwell on drug education, health education
(medical and dental), environmental education, entrepreneurship, and
culture.
7. Program evaluation tackles the fundamentals, development,
implementation, monitoring, and evaluation of the program.
 LEADERSHIP TRAINING

Human Behavior
According to business dictionary.com, human behavior is the “capacity of mental,
physical, emotional, and social activities experienced during the five stages of human being’s life-
prenatal, infancy, childhood, adolescence and adulthood that includes the behaviors as dictated by
culture, society, values, morals, ethics and genetics”.
Motivation
Motivation 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
goal. It results from the interaction among conscious and unconscious factors such as the
(a) intensity of desire or need,
(b) incentive or reward,
(c) expectations of the individual and of his/her significant others.
Good Leadership
Here are ten essential characteristics of a good leader. Do you think you possess them?
1. Vision.
Good leaders know where they want to go and they can motivate people to believe in their
vision for their country, community, and family. Good leaders view things as what they could be and
not simply as what they are.
2. Wit.
Good leaders can make sound judgments and decisions even during crucial situations.
3. Passion.
Good leaders are very passionate and intensely obsessed in whatever they are focused on,
be it business, sport or hobby.
4. Compassion.
Good leaders show compassion for their supporters and followers. They posses exemplary
coaching and development skills.
5. 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.
6. Communication Skills.
Good leaders are usually great orators and persuaders.
7. Persistence.
Good leaders are determined to attain their goals in spite of the obstacles and problems.
 8. Integrity.
Good leaders mean what they say. They walk the talk, practice what
they preach, and keep their promises. They are reliable.
9. Daring.
Good leaders are bold, willing to take risk and determined to chase
their dream amid the reality of fear and uncertainty
10. Discipline.
Good leaders observed self-control and order.

Maxwell (1999) says that a leader should recognize, develop, refine

certain personal characteristics needed to be a truly effective leader, the kind of
leader people will want to follow.
Traits of the leader
1. Character is the quality of a person’s behavior as revealed by his/her
habits, thoughts and expressions, attitudes and interests, actions, and personal
philosophies in life.
2. Charisma is a special spiritual gift bestowed temporarily by the Holy
Spirit on a group or an individual for the general good.
3. Commitment engage one to do something as a continuing obligation.
It is a state of intellectual and emotional adherence to some political, social and
religious theory in action.
4. Communication is a two-way process of reaching mutual
understanding in which participants do not only exchange (encode-decode)
information but also create and share meaning. The meaning of communication
is in the response and not in what is said or how it is said.
5. Competence indicates a sufficiency of knowledge and skills that enable
someone to act in a wide variety of situations. It is the capacity of a person to
understand a situation and to respond to it accordingly and reasonably.
6. Courage is the quality of the mind that enables a person to face difficulty and
danger without fear. It begins with an inward battle. It is making things right, no just
smoothing them over. It inspires commitment from followers. Life expands in proportion
to one’s courage.
Transformational Leadership
Bass (1990) explains that transformational leadership is a form of leadership
that occurs when leaders broaden and elevate the interests of their employees, when
they generate awareness and acceptance of the purposes and mission of the group
and when they stimulate their employees to look beyond their own self-interest.
This form of leadership goes beyond traditional forms of transactional leadership
that emphasizes corrective action and mutual exchanges and rewards only when
performance expectations are met.
Behaviors of a Transformational Leader
1. Is articulate in creating compelling vision of the future
2. Use stories and symbols to communicate his/her vision and message
3. Specifies the importance of having a strong sense of purpose and a collective
mission
4. Talks optimistically and enthusiastically and expresses confidence that goals will be
achieved
5. Engenders the trust and respect of his/her followers by doing the right thing rather
than simply doing things right
6. Instills pride in employees
7. Talks most about important values and beliefs
8. Considers the moral and ethical consequences of decisions
9. Seeks different perspectives when solving problems
10. Encourages employees to challenge old assumptions and to think about problems
in new ways
11. Spends time teaching and coaching
12. Considers each individual employee’s different needs, abilities, and inspirations
13. Is compassionate, appreciative, and responsive to each employee and recognizes
and celebrates each employee’s achievements

Four Components of Transformational Leadership

1. Charisma. The leader’s charisma or idealized influence is envisioning

and building confidence, and he/she sets high standards to be followed.
2. Inspirational motivation. The leader’s inspirational motivation provides
followers with challenges and meanings/ reasons for engaging in shared
goals and undertakings.
3. Intellectual stimulation. The leader’s intellectual stimulation moves
followers to question assumptions and generate more creative solutions
to problems.
4. Individualized consideration. The leader treats each follower as an
individual and provides coaching, mentoring, and growth opportunities
 • The qualities of transformational leadership can be found at different levels:
community, national and even global communities; and in various sectors of the
society.
• The leaders are able to translate their vision and commitment into institutional
practice. Transformational leadership is non-hierarchical in structure and
participatory in the processes. It is characterized by high moral and ethical
standards in each of the aforementioned components.

The transformation of values, processes and institutions appears as follows:

Transformation of values
• from power as dominion to power as liberation
• from war and conflict to peace
• from efficiency consideration to equity (balance between genders)

Leadership Development

Develop a pool of leaders

• find people with basic leadership qualities
• widen the “catchment area”
• assure a democratic process
Provide knowledge and skills
• build leaders’ personal capacities
• recognize this as a lifelong process
Support active leaders
• actively support leaders continuously and not to place them in positions
and leave them there

Virtuous Cycle of Leadership Control

There has to be awareness of the framework through which

transformational leadership must operate emphasizing that an active and
informed membership is critical to effective leadership.
Virtuous Cycle of Leadership Control
1. A leader should be energetic, sympathetic, friendly, and understanding to
ensure the enthusiastic cooperation of followers.
2. 2. He/She should have confidence in knowing and doing his/her job to
gain the confidence of followers.
3. 3. He/She should be an example to followers.
 Seven Habits of Highly Effective People

Adopted from Seven Habits of Highly Effective People by Stephen Covey

(2007)
Seven Habits of Highly Effective People
Be proactive.
Proactive means being able to take responsibility for your life. You
have the freedom to choose your behavior and response to stimuli. Use
your creativity and have some initiative. You are the one in charge.
Put first things first.
Practice self-management. Know your priorities.
Begin with the end in mind.
Know where you want to go. When making plans and decisions,
see to it that the time and effort that will be spent conform to what you
want to achieve. Envision your goal and make it happen.
Think win-win.
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.
Seek first to understand, then to be understood.
As the saying goes, “The best way to understand is to listen. “The
practice of empathy governs this habit. It is about putting yourself in
someone else’s shoes. By listening to a person’s explanation, only then
can you evaluate probe, give advice, and interpret his/her feelings.
Synergize.
The whole is greater than the sum of its parts. More task can be
done if all things within the reach are maximized and utilized
Sharpen the saw.
A sense of humor is vital to relieve tension and boredom as well as
to defuse hostility. Effective leaders know how to use humor to energize
his/her followers.
Teamwork
Is the process of working collaboratively with a group of people in
order to achieve goal. It is often a crucial part of a business as it is often
necessary for colleagues to work well together and try their best in any
circumstance. Teamwork means that people will try to cooperate by using
their individual skills and providing constructive feedback, despite any
personal conflict between individuals.
Time Management
Is the art of arranging, organizing, scheduling, and budgeting one’s
time for the purpose of generating more effective work and productivity.
There is an abundance of books, classes, workshops, day-planners and
seminars on time management, which teach individuals and corporation
how to be more organized and productive.
Decision-making
Is a process that involves selecting the most logical choice from among
two or more options. An example is deciding whether to move to a new
apartment, to live with the in-laws, or stay in the same apartment. Making
decision is instrumental in the survival and prosperity of human beings. The right
choice is what sets an average individual from the rest. Although the ability of
making the correct decision within a short span of time is highly valued trait, we
cannot simply follow a set of patterns when deciding on a course of action at all
points in time. There are different types of decision-making that we do
depending on the situation at hand.
Consider the following in decision-making:
• Identification of alternative solutions
• Evaluation of possible options to determine which one meets the decision
objectives
• Selection of the best option after an in-depth evaluation
Involvement in Decision-making
Every group has to make a decision at one time or another and all the
members have to make a commitment to choose the best option
available. The following are the different types of involvement in making
decisions:
Involvement in Decision-making
1. Consensus or agreement involves comprising various possibilities after
all opinions have been heard. Disagreements and minority viewpoints are
discussed fully. Everyone feels free to express himself/herself. 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 is rarely applied when
tackling important issues. Unanimous agreement is sometimes assumed
when some members do not want to disagree and have chosen to stay
silent.
5. The clique is a small group whose members plan beforehand to get their
way 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.
6. The handclasp happens when one person makes a suggestion and
another commends it. Without further discussion, the matter is decided.
Resentment, however, surfaces later on.
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 ours when a group makes a decision by making it at all.
Someone makes a suggestion.

Difficulties in Decision-making
1. Fear of consequences brings division and disagreement.
2. Conflicting loyalties of one person as a member of different groups
frequently leads to divided loyalties about decisions.
3. Interpersonal conflicts and personal differences evoke various
feelings among members, which interfere with sound decision-
making.
4. Hidden agenda or secret motive can hinder decision-making for
making a member does not share with the group.
5. Blundering methods include using rigid procedure that leaves little
more expressing differing views, substituting personal opinions for
adoption information, and disregarding proper consultation or
consensus.
6. Inadequate leadership restricts the expression of opinions and
discussion issues. Leaders fail to provide assistance in selecting
appropriate method for decision-making or are insensitive to the
factors that cause difficulty in the group.
7. Clash of interest occurs when different groups or individuals within
organization have opposing interests.
Conclusion
Transformational leadership is an organizational system
framework that influences people to come together around a common
vision. One of the marks of a good leader is the ability to listen, learn,
and lead his/her followers towards the attainment of goals. He/She is
adept in teamwork, time management, and decision-making.
 FUNDAMENTALS OF GROUP DYNAMICS
“Never doubt that a small group of thoughtful citizens can change the world.
Indeed, it is the only thing that ever has.”
Margaret Mead
GROUP
• Two or more persons engaged in social interaction (Henry Clay Lingnen
and JohnHarvey)
• Each member of a group is aware of the other members and their
influences
• Collection of individuals who find their association with one another
rewarding
GROUP DYNAMICS
* The social process by which people interact in a small group and in a
face-to-face manner
* Dynamics – Greek word “dynamics”- force
* Study of forces operating within a group
* A group is not a merely collection of individuals but an aggerate of
personalities acting and interacting with one another in the process of
living
* To be a member of a group, one must participate in its common life and
activities
* Group dynamics from the structure of a group and how its members
function.
TYPES OF GROUPS
1. Primary group – Characterized by intimate face-to-face association and
cooperation among members. Fundamentally forms the social nature and
ideas of an individual
2. Secondary 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
IMPORTANCE OF GROUP IN THE ORGANIZATION
* Groups typically outperform individuals when the tasks involved require a
variety of skills, experience, and decision making.
* Groups are often more flexible and can quickly assemble, achieve goals,
and disband or move on to another set of objectives.
* Groups have many motivational aspects .Group members are more likely
to participate in decision-making and problem-solving activities leading to
empowerment and increased productivity.
* Groups complete most of the work in an organization Thus , the
effectiveness of the organization is limited by the effectiveness of its
groups.
CHARACTERISTICS OF A GROUP

1. Interaction is the pattern of mutual influence.

 2. Structure is a stable pattern of relationship
a. Roles deal with the behavior expected of members in a given
position
b. Norms are the rules that identify and describe appropriate
behavior
c. Inter-member relations influenced authority and communication

3. Goals are the reason for existence

4. Perceived groupness is the extent wherein members see
themselves as one.
5. Dynamic interdependency occurs when the members are active,
energized, vibrant, and changing
6. Motivation focuses on personal needs, which when gained lead to
satisfaction.
KINDS OF FORMAL GROUP
1. Command groups are specified by the organizational chart and often
consist of a leader and the members that directly report to their leader.
2. Task group consist of people who work together to achieve a common
task. Members are brought together to accomplishment narrow range of
goals within a specified time.
3. Functional groups are created by an organization to accomplish specific
goals within an unspecified time frame. They continue to function even
after their goals have been achieved.
KINDS OF INFORMAL GROUP
1. Interest group usually continue over time and may last longer than
general informal groups. The goals and objectives of interest groups are
specific to each group and may not be related to organizational goals and
objectives.
2. Friendship groups are formed by individuals who enjoy similar social
activities, political, beliefs, religious values, or other common bonds.
Member’s enjoy each other company.
3. Reference groups are composed of people who are evaluated for social
validation and social comparison. Social validation allows individuals to
justify their attitudes and values, while social comparison helps
individuals evaluate their own actions by comparing themselves to others.