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The ROTC was brought to the country by American colonizers and serve as an official unit of military instruction in
universities on a nationwide scale, the program has undergone many changes and revisions, not least that of its most
recent.

Under R.A. 9163, the national service training program or NSTP was formally issued where it was stated that students in
the tertiary level were given the option of joining it’s components other than ROTC as a prerequisite for graduation the
other functions of the program or Literacy Training Services (LTS) and Civic Welfare Training Service (CWTS).

In CTWS, the students are trained to become volunteers for the general welfare of marginalized communities. This
program focuses on the improvements of health, education, public safety, recreation, and moral of citizenry well as a
protection of the environment and the promotion of entrepreneurship.

Section 7 of R.A. 9162 stipulates that “all higher and technical-vocational institution, public and private, must offer at least
one of the program components: provided that state universities and colleges shall offer the ROTC component and at
least one other components as provided herein: provided, further, that private higher and technical-vocational education
institution may also offer the ROTC if they have at least three hundred fifty (350 cadet/cadets students.”

Senate Bill 1824 and House Bill 3595 were combined to create the Republic Act 9163. The National Service Training
Program Act of 2001 (R.A. 9163) supersedes R.A no. 7077 and P.D no. 1701 that is completely changing the way ROCT
is conducted.

Mission: To conduct capability enhancement for civil welfare service geared towards strengthening the values and traits
of the youth, develop social entrepreneurs, volunteers and socio-economic mobilizing force, serving communities as
value-driven innovators for progress and development while working closely with a network of organization within and
outside the higher education institution.

Vision: Recovery of youth’s sense of patriotism and national pride, values and habits of discipline and hard work, integrity
and accountability for nation building, volunteer in the enhancement of valuable and effective members of National
Service Corps of Civic Welfare Training Service.

Goal: To promote and integrate values education; transformational leadership and sustainable social mobilization for
youth development, community building, national renewal, and global solidarity.

Objectives:

 To promote and protect the physical, mental, spiritual, intellectual and social well being of the youth.
 To inculcate patriotism and nationalism in the youth.
 To encourage their involvement in public and Civic affairs.
 To identify their role as change agents in the community.
 To prepare and implement projects that will answer specific needs of the society.

Values: We are guided by our commitment to;

 Love God;
 Human dignity;
 Truth, goodness, and social responsibility;
 Innovation and creativity;
 Synergy and professionalism;
 Protection of the environment;
 Indigenous learning and conservation; and
 Quality service delivery

Develop:

 Volunteers, virtuous social entrepreneurs who are result-oriented individual with strong values to contribute to
national peace, development, and security; and
 Individuals, organizations, institutions committed to serving people for God’s glory to enhance and development in
the society.

Serve Community by:

 Developing and informed and aware community;

 Encouraging inter- government agency cooperation;
 Assisting the community in defining and identifying ideas of development;
 Providing complementary assistance and support to facilitate socio-economic development, environmental and
natural resources management, and delivery of basic services; and
 Uplifting the well-being of people.

Strategy: We pursue our goals through:

 Integrative approach to human development that begins with one’s development that begins with one’s self;
 Partnership with local officials, civic leaders, and non-government organization;
 Self-reliant community development supportive of national goals;
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 Community building; and

 Participatory decision- making.

Core Values:

Righteousness and Service

D- discipline Word of God

A- awareness to be different Work

R- respect Witness

E- excellent

Chapter 2 Group Dynamics and Teamwork

Group Dynamics is a social process by which people interact in a small group and in a “face to face” manner. It comes
from a Greek word which means “force”, it refers to the study of the forces operating within a group.

Example: group of students, a group of teachers….

5 Stages of Group Development

STAGE 1 : FORMING

- personal relations are characterized by dependence.

- group members rely on safe, patterned behavior and look to the group leader for guidance and direction

STAGE 2 : STORMING

- characterized by competition and conflict in the personal-relations dimensions and organization in the
task-functions dimensions.
- as the group members attempt to organize for the task, conflict inevitably results in their personal
relations
- in order to progress to the next stage, group members must move from a “testing and proving” mentality
to a problem-solving mentality. The most important trait in helping groups to move on to the next stage
seems to be the ability to listen

STAGE 3 : NORMING

- interpersonal relations are characterized by cohesion.

- group members are engaged in active acknowledgment of all members’ contributions, community building
and maintenance, and solving of group issues

STAGE 4 : PERFORMING

- not reached by all groups

- if group members are able to evolve to stage four, their capacity, range, and depth of personal relations
expand to true independence.
- In this stage, people can work independently, in subgroups, or as a total unit with equal facility
- marked by independence in personal relations and problem solving in the realm of task functions

STAGE 5 : ADJOURNING

- involves the termination of task behaviors and disengagement from relation.

a planned conclusion usually includes recognition for participation and achievement, and an opportunity
for members to say personal goodbyes

INITIAL STAGE OF GROUP DEVELOPMENT

Questions Members Often Ask Themselves

 Will I be accepted or rejected here?

 How will this group be different from my daily interactions?
 What exactly will these sessions be like?
 What risks will I take here?
 How am I like other people here? Different?
 Will I feel pressured and pushed to perform in some way?
 How important will I be?
 Who will be the real leaders here? What can be achieved here?

Concerns and Fears

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 I’m afraid I’ll look stupid

 Will I tell too much about myself?
 Will others like me?
 What if I find out what I’m really like?
 What if everyone rejects me?
 What if the group attacks me?

Characteristics of Initial Stage

 Silence and awkwardness

 High anxiety
 Impatient to “get the ball rolling”
 Central issue is trust vs. mistrust
 Testing of each other and the leaders
 Requests for greater leader involvement
 Cocktail conversation, safe level of conversation
 Vying for information leadership

Some Ways to Start A Group Session

1. Go around the room and have each member state what he/she wants from the upcoming session
2. As leaders, share your thoughts about where the group is at, how it is progressing, ways the group might be
getting stuck, etc.
3. Ask members if they have any unresolved feelings or thoughts about the previous session.
4. Ask, ”How is each of you feeling about being here today?”
5. Have each members complete the sentence, “Today I’d like to get actively involved by..”

Some Ways to End A Group Session

1. Ask members to tell the group briefly what they learned about themselves through their relationship with other
members in that particular session
2. Ask, “ What was it like for you to be in this group tonight”
3. Ask if anybody has any feedback that they would like to give to another member or the leaders
4. Determine if there are any issues that members would like to return to or explore in the next session

Planning A Group- Practical Considerations

 What is the purpose of the group?

 What are the specific goals of the group?
 What type of group will this be?
 What theory will guide the group?
 What specific techniques and strategies will be used?

Note: When people work in groups, there are two quite separate issues involved:

1. The first is the task and the problem involved in getting the job done.
2. The second is the process of the group work itself: the mechanism by which the group acts as a unit and not as a
loose rabble

What is group?

- The group process leads to a spirit of cooperation, coordination and commonly understood procedures
and more.

Why a group?

- Groups are particularly good at combining talents and providing innovative solutions to possible unfamiliar
problems. A group can be seen as a self managing unit.

Group Skills

- The group process is a series of changes which occur as a group of individuals form into a cohesive and
effective operating unit. If the process is understood, it can be accelerated.

There are two main sets of skills which a group must acquire:

1. Managerial skills
2. Interpersonal skills

As a self-managerial unit, a group has to undertake most of the functions of a group leader-collectively. Team building
activities demonstrate different aspects of team behaviors and get team members to think about what is essential for
high performing teams.

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TWELVE TIPS FOR TEAM BUILDING: HOW TO BUILD SUCCESSFUL WORK TEAMS

1. Consequences 7. Competence
2. Coordination 8. Charter
3. Cultural Change 9. Control
4. Clear Expectations 10. Collaboration
5. Context 11. Communication
6. Commitment 12. Creative Innovation

Teamwork – work done by several associates with each doing a part but all subordinating personal prominence to the
efficiency of the whole group/team to achieve the common goal.

CHARACTERISTICS OF AN EFFECTIVE TEAM

1. Clear purpose – the vision, mission, goal or task of the team has been defined and is now accepted by everyone.
There is an action plan.
2. Informality – the climate tends to be informal, comfortable, and relaxed. There are no obvious tensions or signs of
boredom.
3. Participation – there is much discussion and everyone is encouraged to participate.
4. Listening – the members use effective listening techniques such as questioning, paraphrasing, and summarizing
to get our ideas.
5. Civilized Disagreement – there is disagreement, but the team is comfortable with this and shows no signs of
avoiding, smoothing over, or suppressing conflict.
6. Consensus Decisions – for important decisions, the goal is substantial but not necessarily unanimous agreement
through open discussion of everyone’s ides, avoidance of formal voting, or easy compromises.
7. Open Communication – team members feel free to express their feelings on the tasks as well as in the groups
operation. Communication takes place outside of meetings.
8. Clear roles and work – there are clear expectations about the roles played by each team members. Work is fairly
distributed among team members.
9. Share leadership assignment – while team has a formal leader, leadership functions shift from time to time
depending on the circumstances, the needs of the group, and the skills of the members.
10. External relations – the team spends time developing key outside relationship, mobilizing resources, and building
credibility with important players in other parts of the organization.
11. Style diversity – the team has a broad spectrum of team-player types including members who emphasize
attention to tasks, goal setting, focus on process, and questions about how each team is functioning.
12. Self-assessment – periodically, the team stops to examine how well it is functioning and what may be interfering
with it’s effectiveness.

EFFECTIVE TEAMWORK THROUGH COOPERATION, TRUST AND COHESIVENESS

Cooperation

- Individuals are said to be cooperating when their efforts are systematically integrated to achieve a
collective objective.
- Cooperation can be encouraged by rewards system that reinforce teamwork along with individual
achievement.
- Cooperation can be encouraged by literally tearing down walls, or not building them in the first place
- Cooperation diminished as the health care team became larger.

Trust

- Defined as reciprocal faith in the others intentions and behaviors. Trust involves a “ cognitive leap”
beyond the expectations that reasons and experience alone would warrant.

HOW TO BUILD TRUST

1. Communication- keep team members and employees informed by explaining policies and decisions and
providing accurate feedback. Tell the truth.
2. Support- be available and approachable. Provide help, advice, coaching and support for team members
ideas.
3. Respect- delegation, in the form of real decision-making authority, is the most important expression of
managerial respect.
4. Fairness- be quick to give credit and recognition to those who deserve it.
5. Predictability- be consistent and predictable in your daily affairs. Keep both expressed and implied
promises.
6. Competence- enhance your credibility by demonstrating good business sense, technical ability and
professionalism.

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Cohesiveness

- Is a process whereby “ a sense of ‘we-ness” emerges to transcend individual difference and motives.
Members of cohesive group stick together and are reluctant to leave the group because of the ff:
1. They enjoy each other’s company
2. They need each other to accomplish a common goal

Socio-emotional cohesiveness – is a sense of togetherness that develops when individuals derive emotional
satisfaction from the group participation

Instrumental cohesiveness – is a sense of togetherness that develops when group members are mutually dependent
on one another because they believe they could not achieve the groups goal by acting separately.

STEPS MANAGERS CAN TAKE TO ENHANCE THE TWO TYPES OF GROUP COHESIVENESS

Socio-emotional cohesiveness

 Keep the group relatively small

 Strive for favorable public image to increase the status and prestige of belonging
 Encourage interaction and cooperation
 Emphasize members common characteristic and interests
 Point out environment threats (e.g. competitors’ achievement) to rally the group

Instrumental cohesiveness

 Regularly update and clarify the groups goal(s)

 Give every group member a vital “piece of the action”
 Channel each group members special talents toward the common goal(s)
 Recognize and equitably reinforce every members contributions
 Frequently remind group members they need each other to gets the job done

Team building is a catch all term for a whole host of techniques aimed at improving the internal functioning of work
groups.

EIGHT ATTRIBUTES OF HIGH PERFORMANCE TEAMS

1. Participative Leadership- creating interdependence by empowering, freeing up, and serving others
2. Shared Responsibility- establishing an environment in which all team members feel as responsible as the
manager for the performance of the work unit
3. Aligned on purpose- having a sense of common purpose about why team exists and the function it serves.
4. High communication- creating a climate of trust and open, honest communication
5. Future focused- seeing change as an opportunity for growth
6. Creative talents- applying individual talents and creativity
7. Rapid response- identifying and acting on purpose

These eight attributes effectively combine many of todays most progressive ideas on management, among them being
participation, empowerment, service ethics, individual responsibility and development, self-management, trust, active
listening, and envisioning.

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