Uc9-Practice Entrepreneurial Skills in The Workplace

COMPETENCY BASED LEARNING MATERIAL
SECTOR : SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

SERVICES
QUALIFICATION : BEAUTY CARE (NAIL CARE) SERVICES NC II
UNIT OF COMPETENCY : PRACTICE ENTREPRENEURIAL SKILLS IN THE WORKPLACE
MODULE TITLE : PRACTICING ENTREPRENEURIAL SKILLS IN THE

WORKPLACE
HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIAL
The unit of competency, “Practice Entrepreneurial skills in the

workplace”, is one of the competencies of Beauty Care (Nail Care) Services NC
II, a course which comprises the knowledge, skills, and attitudes required for a
TVET trainee to possess.
The module, Practicing Entrepreneurial skills in the workplace, This

unit covers the outcomes required to apply entrepreneurial workplace best
practices and implement cost-effective operations
In this module, you are required to go through a series of learning

activities in order to complete each learning outcome. In each learning outcome
are Information Sheets, Self-checks, Operation Sheets, Task Sheets, and Job
Sheets. Follow and perform the activities on your own. If you have questions,
do not hesitate to ask for assistance from your facilitator.
Remember to:
 Read information sheet and complete the self-checks.

 Perform the Task Sheets, Operation Sheets, and Job Sheets until you are
confident that your outputs conform to the Performance Criteria
Checklists that follow the said work sheets.
 Submit outputs of the Task Sheets, Operation Sheets, and Job Sheets to
your facilitator for evaluation and recording in the Achievement Chart.
Outputs shall serve as your portfolio during the Institutional
Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of your
assessment will be recorded in your Achievement Chart and Progress
Chart.
You must pass the Institutional Competency Evaluation for this

competency before moving to another competency. A Certificate of Achievement
will be awarded to you after passing the evaluation.
Date Developed: Document No.

BEAUTY CARE (NAIL CARE)
July 2022 Issued by:
SERVICES NC II
Developed by: ARKSTONE ACADEMY
CBLM on Practicing INC. Page 1 of 52
Entrepreneurial skills in the ARKSTONE ACADEMY Revision No.
QA System workplace
INC.
BEAUTY CARE (NAIL CARE) SERVICES NC II
COMPETENCY BASED LEARNING MATERIALS
LIST OF BASIC COMPETENCIES
No. Unit of Competency Module Title Code
1. Participate in workplace Participating in workplace 400311210

communication communication
2. Work in a team Working in a team 400311211

environment environment
3. Solve/address general Solving/addressing general 400311212

workplace problems workplace problems
4. Develop career and life Developing career and life 400311213

decisions decisions
5. Contribute to workplace Contributing to workplace 400311214

innovation innovation
6. Present relevant Presenting relevant 400311215

information information
7. Practice occupational Practicing occupational 400311216

safety and health policies safety and health policies
and procedures and procedures
8. Exercise efficient and Exercising efficient and 400311217

effective sustainable effective sustainable
practices in the practices in the workplace
workplace
9. Practice Practicing 400311218

entrepreneurial skills entrepreneurial skills in
in the workplace the workplace

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MODULE CONTENT
UNIT OF COMPETENCY : Practice entrepreneurial skills in the workplace
MODULE TITLE : Practicing entrepreneurial skills in the workplace
MODULE DESCRIPTOR : This unit covers the outcomes required to apply entrepreneurial
workplace best practices and implement cost-effective
operations
NOMINAL DURATION :
At the end of this module, you MUST be able to:

1. Apply entrepreneurial workplace best practices
2. Communicate entrepreneurial workplace best practices
3. Implement cost-effective operations

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QA System workplace
INC.
COMPETENCY SUMMARY
Qualification Title : Beauty Care (Nail Care) Services NC II
Unit of Competency : Practice entrepreneurial skills in the workplace
Module Title : Practicing entrepreneurial skills in the workplace
Introduction
This unit covers the outcomes required to apply entrepreneurial workplace best practices
and implement cost-effective operations
Learning Outcomes:
Upon completion of this module, you MUST be able to:
1. Apply entrepreneurial workplace best practices

2. Communicate entrepreneurial workplace best practices
3. Implement cost-effective operations
ASSESSMENT CRITERIA
1. Good practices relating to workplace operations are observed and selected following
workplace policy.
2. Quality procedures and practices are complied with according to workplace requirements.
3. Cost-conscious habits in resource utilization are applied based on industry standards.
4. Observed Good practices relating to workplace operations are communicated to
appropriate person.
5. Observed quality procedures and practices are communicated to appropriate person
6. Cost-conscious habits in resource utilization are communicated based on industry
standards.
7. Preservation and optimization of workplace resources is implemented in accordance with
enterprise policy
8. Judicious use of workplace tools, equipment and materials are observed according to
manual and work requirements.
9. Constructive contributions to office operations are made according to enterprise
requirements.
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10. Ability to work within one’s allotted time and finances is sustained.

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LO1. Apply entrepreneurial workplace best practices
CONTENTS:
1. Stages of Negotiation
2. Framework for negotiation
ASSESSMENT CRITERIA:
1. Good practices relating to workplace operations are observed and selected following
workplace policy.
2. Quality procedures and practices are complied with according to workplace
requirements.
3. Cost-conscious habits in resource utilization are applied based on industry standards
CONDITIONS:
The students/learners must be provided with the following:
 Room with facilities necessary for the negotiation process

 Human resources (negotiators)
ASSESSMENT METHODS
 Written
 Interview
 demonstration

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Learning Experiences
Learning Outcome 1
Apply entrepreneurial workplace best practices
Learning Activities Special Instructions
Read Information Sheet 9.1-1: “Stages of Read and understand the

Negotiation” information sheet and check yourself
Answer Self-check 9.1-1 by answering the self-check. You
Read Information Sheet 9.1-2: “Framework must answer all the questions
for negotiation” correctly before proceedings to the
Answer Self-check 9.1-2 next activity
Refer to Job Sheet on “Identifying key Refer to Task sheets, it will help you
information in active listening.” from CORE practice your skills.
CBLM on Develop and Practice Negotiation
Skills The performance criteria checklist
will guide and help you evaluate
your work as you are practicing your
skills.
Evaluate your own performance

using the performance criteria
checklist. When you are ready,
present your work to your trainer for
final evaluation and recording.
If you have questions and

clarification fell free to ask your
trainer.

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Information Sheet 9.1-1
STAGES OF NEGOTIATION
Learning Objectives:
After reading this information sheet, you must be able to:
1. Describe the common stages in the process of negotiation.

2. Describe the different types of negotiation.
3. Outline key points for successful negotiation.
4. Explain the difference between interests and positions.
5. Recognize why effective communication is essential to negotiation.
Introduction
What is Negotiation?
Negotiation is a method by which people settle differences. It is a process by which compromise

or agreement is reached while avoiding argument. In any disagreement, individuals
understandably aim to achieve the best possible outcome for their position (or perhaps an
organization they represent). However, the principles of fairness, seeking mutual benefit and
maintaining a relationship are the keys to a successful outcome.
Specific forms of negotiation are used in many situations: international affairs, the legal system,
government, industrial disputes or domestic relationships as examples. However, general
negotiation skills can be learned and applied in a wide range of activities. Negotiation skills can
be of great benefit in resolving any differences that arise between you and others.
Why Negotiate?
It is inevitable that, from time-to-time, conflict and disagreement will arise as the differing
needs, wants, aims and beliefs of people are brought together. Without negotiation, such
conflicts may lead to argument and resentment resulting in one or all of the parties feeling
dissatisfied. The point of negotiation is to try to reach agreements without causing future barriers
to communications.

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Stages of Negotiation
In order to achieve a desirable outcome, it may be useful to follow a structured approach to

negotiation. For example, in a work situation a meeting may need to be arranged in which all
parties involved can come together. The process of negotiation includes the following stages:
1. Preparation
2. Discussion
3. Clarification of goals
4. Negotiation towards a WIN-WIN situation
5. Agreement
6. Implementation of a course of action
1. Preparation
Before any negotiation takes place, a decision needs to be taken as to when and where a meeting
will take place to discuss the problem and who will attend. Setting a limited timescale can also
be helpful to prevent the disagreement continuing
This stage involves ensuring all the pertinent facts of the situation are known in order to clarify
your own position. In the work example above, this would include knowing the ‘rules’ of your
organization, to whom help is given, when help is not felt appropriate and the grounds for such
refusals. Your organization may well have policies to which you can refer in preparation for the
negotiation.
Undertaking preparation before discussing the disagreement will help to avoid further conflict
and unnecessary wasting time during the meeting.
2. Discussion
During this stage, individuals or members of each side put forward the case as they see it that is
their understanding of the situation. Key skills during this stage are questioning, listening and
clarifying. Sometimes it is helpful to take notes during the discussion stage to record all points
put forward in case there is need for further clarification. It is extremely important to listen, as
when disagreement takes place it is easy to make the mistake of saying too much and listening
too little. Each side should have an equal opportunity to present their case.

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3. Clarifying Goals
From the discussion, the goals, interests and viewpoints of both sides of the disagreement need to
be clarified. It is helpful to list these in order of priority. Through this clarification it is often
possible to identify or establish common ground.
4. Negotiate for a WIN-WIN Outcome
This stage focuses on what is termed a WIN-WIN outcome where both sides feel they have
gained something positive through the process of negotiation and both sides feel their point of
view has been taken into consideration. A WIN-WIN outcome is usually the best outcome,
however it may not always be possible but through negotiation it should be the ultimate goal.
Suggestions of alternative strategies and compromises need to be considered at this point.

Compromises are often positive alternatives which can often achieve greater benefit for all
concerned rather than holding to the original positions.
5. Agreement
Agreement can be achieved once understanding of both sides’ viewpoints and interests have
been considered. It is essential to keep an open mind in order to achieve a solution. Any
agreement needs to be made perfectly clear so that both sides know what has been decided.
6. Implementing a Course of Action
From the agreement, a course of action has to be implemented, to carry through the decision.
Failure to Agree: If the process of negotiation breaks down and agreement cannot be reached,
then re-scheduling a further meeting is called for. This avoids all parties becoming embroiled in
heated discussion or argument, which not only wastes valuable time but can also damage future
working relationships.
At the subsequent meeting, the stages of negotiation should be repeated. Any new ideas or
interests should be taken into account and the situation looked at afresh. At this stage it may also
be helpful to look at other alternative solutions and/or bring in another person to mediate.
Informal Negotiation: Apart from situations when it is appropriate to employ this more formal
process of negotiation, you will no doubt encounter one-to-one situations where there is a need to
negotiate informally. At such a time when a difference of opinion arises, it might not be possible
or appropriate to go through the stages set out above in a formal manner. Nevertheless,
remembering the key points in the stages of formal negotiation may be very helpful in a
variety of informal situations.

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Self-Check 9.1-1
1. Give the stages of negotiation

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Answers to Self-Check 9.1-1
1. Give the stages of negotiation
i. Preparation
ii. Discussion
iii. Clarification of goals
iv. Negotiation towards a WIN-WIN situation
v. Agreement
vi. Implementation of a course of action

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FRAMEWORK FOR NEGOTIATION

In any negotiation, the following three elements should always be taken into account:
 Attitudes
 Interpersonal Skills
 Knowledge
Attitudes
All negotiation is strongly influenced by underlying attitudes to the process itself, for example
attitudes to the issues and personalities involved in the particular case or attitudes linked to
personal needs for recognition. Always be aware that:
 Negotiation is not an arena for the realization of individual achievements.

 There can be resentment of the need to negotiate by those in authority.
 Certain features of negotiation may influence a person’s behavior, for example some
people may become defensive.
Interpersonal Skills
There are many interpersonal skills required in the process of negotiation which are useful in
both formal settings and in less formal one-to-one situations. They are:

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Communication
Interpersonal communication is the process by which people exchange information, feelings,

and meaning through verbal and non-verbal messages: it is face-to-face communication.
Interpersonal communication is not just about what is actually said - the language used - but
how it is said and the non-verbal messages sent through tone of voice, facial expressions,
gestures and body language.
Listening
“The most basic and powerful way to connect to another person is to listen. Just listen.
Perhaps the most important thing we ever give each other is our attention.” Rachel Naomi
Remen)
Listening is not the same as hearing. Hearing refers to the sounds that you hear, whereas
listening requires more than that: it requires focus. Listening means paying attention not only
to the story, but how it is told, the use of language and voice, and how the other person uses
his or her body. In other words, it means being aware of both verbal and non-verbal
messages. Your ability to listen effectively depends on the degree to which you perceive and
understand these messages.
Clarifying and Summarizing
Clarification involves offering back to a speaker the essential meaning, as understood by the
listener, of what they have just said, checking that the listener's understanding is correct and
resolving any areas of confusion.
Decision Making
In its simplest sense, decision making is the act of choosing between two or more courses of
action. However, it must always be remembered that there may not always be a 'correct'
decision among the available choices. There may have been a better choice that had not been
considered, or the right information may not have been available at the time. Because of this,
it is important to keep a record of all decisions and the reasons why decisions were made, so
that improvements can be made in the future. This also provides justification for any
decision taken when something goes wrong. Hindsight might not be able to correct past
mistakes, but it will aid improved decision making in the future.
Assertiveness

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Assertiveness is a skill often referred to in social and communication skills training. Often
wrongly confused with aggression, assertive individuals aim to be neither passive nor
aggressive in their interactions with other people. Although everyone acts in passive and
aggressive ways from time to time, such ways of responding often result from a lack of self
confidence and, therefore, are inappropriate expressions of what such people really need to
say.
Non-assertiveness may be seen as the use of inefficient communication skills, whereas

assertiveness is considered a balanced response, being neither passive nor aggressive. This
article looks at the rights and responsibilities of assertive behavior and aims to show how
assertiveness can benefit the individual.
Knowledge
The more knowledge you possess of the issues in question, the greater your participation in the
process of negotiation. In other words, good preparation is essential.
The way issues are negotiated must be understood as negotiating will require different methods
in different situations.

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Self-Check 9.1-2
1. What are the three elements in negotiation should always be taken into account.
2. There are many interpersonal skills required in the process of negotiation which are
useful in both formal settings and in less formal one-to-one situations. They are:

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1. What are the three elements in negotiation should always be taken into account.
 Attitudes
 Interpersonal Skills
 Knowledge
2. There are many interpersonal skills required in the process of negotiation which are
useful in both formal settings and in less formal one-to-one situations. They are:
 Communication
 Listening
 Clarifying and Summarizing
 Decision Making
 Assertiveness

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Job Sheet 9.1-2
Title : Identifying key information in active listening
Performance Objective : To identify key areas of communication especially in the verbal
aspect as well as listening to ensure a positive result in
negotiation.
Supplies :
Steps/Procedure : 1. Pay attention.
Give the speaker your undivided attention and acknowledge the
message. Recognize that what is not said also speaks loudly.
 Look at the speaker directly.
 Put aside distracting thoughts. Don’t mentally prepare a
rebuttal!
 Avoid being distracted by environmental factors.
 “Listen” to the speaker’s body language.
 Refrain from side conversations when listening in a
group setting.
2. Show that you are listening.
Use your own body language and gestures to convey your
attention.
 Nod occasionally.
 Smile and use other facial expressions.
 Note your posture and make sure it is open and inviting.
 Encourage the speaker to continue with small verbal
comments like yes, and uh huh.
3. Provide feedback.
Our personal filters, assumptions, judgments, and beliefs can
distort what we hear. As a listener, your role is to understand
what is being said. This may require you to reflect what is being
said and ask questions.
 Reflect what has been said by paraphrasing. “What I’m
hearing is…” and “Sounds like you are saying…” are
great ways to reflect back.
 Ask questions to clarify certain points. “What do you
mean when you say…” “Is this what you mean?”
 Summarize the speaker’s comments periodically.
4. Defer judgment.
Interrupting is a waste of time. It frustrates the speaker and
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limits full understanding of the message.
 Allow the speaker to finish.
 Don’t interrupt with counter-arguments.
5. Respond Appropriately.
Active listening is a model for respect and understanding. You
are gaining information and perspective. You add nothing by
attacking the speaker or otherwise putting him or her down.
 Be candid, open, and honest in your response.
 Assert your opinions respectfully.
 Treat the other person as he or she would want to be
treated.
Assessment Method:
QUALITY CRITERION:
1. Focus on the conversation with the client or speaker.

2. Follow the tips accordingly.

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LO2. Communicate entrepreneurial workplace best practices
CONTENTS:
1. Approaches to negotiations
2. Negotiation Skills
3. Intervention strategies in negotiations
4. Interpersonal skills to develop rapport with other parties
5. Observation skills
1. Observed Good practices relating to workplace operations are communicated to

appropriate person.
2. Observed quality procedures and practices are communicated to appropriate person
3. Cost-conscious habits in resource utilization are communicated based on industry
standards.
CONDITIONS:

ASSESSMENT METHODS
 Written
 Interview
 demonstration

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Learning Outcome 2
Communicate entrepreneurial workplace best practices
Read Information Sheet 9.2-1: “Approaches Read and understand the

to negotiation” information sheet and check yourself
Read Information Sheet 9.2-2: “Negotiation must answer all the questions
Skills” correctly before proceedings to the
Read Information Sheet 9.2-3: “Intervention Refer to Task sheets, it will help you
strategies in negotiations”
practice your skills.
Answer Self-check 9.1-3
Read Information Sheet 9.2-4: “Interpersonal The performance criteria checklist

skills to develop rapport with other parties” will guide and help you evaluate
skills.
Answer Self-check 9.2-4
Read Information Sheet 9.2-5: “Observation Evaluate your own performance

Skills” using the performance criteria
Answer Self-check 9.2-5 present your work to your trainer for
Refer to operation Sheet on “Techniques of If you have questions and

effective questioning.” from CORE CBLM on clarification fell free to ask your
Develop and Practice Negotiation Skills trainer.

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APPROACHES TO NEGOTIATIONS
1. comprehend the approaches to negotiations

2. demonstrate the different approaches to negotiations
3. differentiate the basic elements of negotiations
Approaches to negotiation
Negotiation typically manifests itself with trained negotiator acting on behalf of a particular
organization or position. It can be compared to mediation where a neutral third party listens to
each side's arguments and attempts to help craft an agreement between the parties. It is also
related to arbitration which, as with a legal proceeding, both sides make an argument as to the
merits of their "case" and then the arbitrator decides the outcome for both parties.
There are two opposite types of negotiation:
Distributive Negotiation
The term distributive means; there is a giving out; or the scattering of things. By its mere nature,
there is a limit or finite amount in the thing being distributed or divided amongst the people
involved. Hence, this type of negotiation is often referred to as 'The Fixed Pie'. There is only so
much to go around, but the proportion to be distributed is limited but also variable. A distributive
negotiation usually involves people who have never had a previous interactive relationship, nor
are they likely to do so again in the near future. Simple everyday examples would be buying a
car or a house.
Integrative negotiation
The word integrative means to join several parts into a whole. Conceptually, this implies some
cooperation, or a joining of forces to achieve something together. Usually involves a higher
degree of trust and a forming of a relationship. Both parties want to walk away feeling they've
achieved something which has value by getting what each wants. Ideally, it is a twofold process.
Integrative negotiation process generally involves some form or combination of making value for
value concessions, in conjunction with creative problem solving. Generally, this form of
negotiation is looking down the road, to them forming a long term relationship to create mutual
gain. It is often described as the win-win scenario.

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There are many different ways to segment negotiation to gain a greater understanding of the
essential parts. One view of negotiation involves three basic elements:
 Process refers to how the parties negotiate: the context of the negotiations, the parties to
the negotiations, the tactics used by the parties, and the sequence and stages in which all
of these play out.
 Behavior refers to the relationships among these parties, the communication between
them and the styles they adopt.
 Substance refers to what the parties negotiate over: the agenda, the issues (positions and
- more helpfully - interests), the options, and the agreement(s) reached at the end.
Another view of negotiation comprises 4 elements:
 Strategy comprises the top level goals - typically including relationship and the final
outcome.
 Processes and tools include the steps that will be followed and the roles taken in both
preparing for and negotiating with the other parties.
 Tactics include more detailed statements and actions and responses to others' statements
and actions. Some add to this persuasion and influence, asserting that these have become
integral to modern day negotiation success, and so should not be omitted.
Skilled negotiators may use a variety of tactics ranging from negotiation hypnosis, to a straight
forward presentation of demands or setting of preconditions to more deceptive approaches such
as cherry picking. Intimidation and salami tactics may also play a part in swaying the outcome of
negotiations.
Another negotiation tactic is bad guy/good guy. Bad guy/good guy tactic is when one negotiator
acts as a bad guy by using anger and threats. The other negotiator acts as a good guy by being
considerate and understanding. The good guy blames the bad guy for all the difficulties while
trying to get concessions and agreement from the opponent.[1]
When a party pretends to negotiate, but secretly has no intention of compromising, the negotiator
is considered to be negotiating in bad faith.
The advocate's approach
In the advocacy approach, a skilled negotiator usually serves as advocate for one party to the
negotiation and attempts to obtain the most favorable outcomes possible for that party. In this
process the negotiator attempts to determine the minimum outcome(s) the other party is (or
parties are) willing to accept, then adjusts their demands accordingly. A "successful" negotiation
in the advocacy approach is when the negotiator is able to obtain all or most of the outcomes
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their party desires, but without driving the other party to permanently break off negotiations,
unless the best alternative to a negotiated agreement (BATNA) is acceptable.
Other negotiation styles
Shell identified five styles/responses to negotiation. [3] Individuals can often have strong
dispositions towards numerous styles; the style used during a negotiation depends on the context
and the interests of the other party, among other factors. In addition, styles can change over time.
1. Accommodating: Individuals who enjoy solving the other party’s problems and
preserving personal relationships. Accommodators are sensitive to the emotional states,
body language, and verbal signals of the other parties. They can, however, feel taken
advantage of in situations when the other party places little emphasis on the relationship.
2. Avoiding: Individuals who do not like to negotiate and don’t do it unless warranted.
When negotiating, avoiders tend to defer and dodge the confrontational aspects of
negotiating; however, they may be perceived as tactful and diplomatic.
3. Collaborating: Individuals who enjoy negotiations that involve solving tough problems
in creative ways. Collaborators are good at using negotiations to understand the concerns
and interests of the other parties. They can, however, create problems by transforming
simple situations into more complex ones.
4. Competing: Individuals who enjoy negotiations because they present an opportunity to
win something. Competitive negotiators have strong instincts for all aspects of
negotiating and are often strategic. Because their style can dominate the bargaining
process, competitive negotiators often neglect the importance of relationships.
5. Compromising: Individuals who are eager to close the deal by doing what is fair and
equal for all parties involved in the negotiation. Compromisers can be useful when there
is limited time to complete the deal; however, compromisers often unnecessarily rush the
negotiation process and make concessions too quickly.

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Self-Check 9.2-1
a. Give the two opposite types of negotiation.
b. One view of negotiation involves three basic elements. Give the three basic
elements.

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c. Give the two opposite types of negotiation.

o Distributive Negotiation
o Integrative negotiation
d. One view of negotiation involves three basic elements. Give the three basic
elements.
o Process
o Behavior
o Substance

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NEGOTIATION SKILLS
1. Know how to use effective negotiation skills

2. Prepare for a negotiation
The key to developing effective negotiation skills is to learn to prepare properly before the
negotiation. Many people do just the opposite, they just learn the general outlines before sitting
at the negotiating table, and then they try to get as much as they can for themselves. This unit
will tell you how to use effective negotiation skills to prepare for a negotiation and achieve better
outcomes:
To Practice Effective Negotiation Skills, before your negotiation, you need to consider
what your alternative plan would be if you fail to reach an agreement with the other
party. This alternative plan will help you to figure out when the correct time would be to
walk away from negotiations. If a negotiated agreement is a more favorable outcome to
your next-best alternative plan, you should stay at the table. If the alternative plan
becomes more attractive, and the other party refuses to budge, effective negotiation skills
would urge you to walk away from the table.
Get yourself in the mindset to create win-win outcomes. Effective negotiation skills allow
you to see the possibilities for both parties to walk away from the table happy, instead of
one party winning and one party loosing. Keep an eye out for agreements that you could
make that would add value for both parties instead of taking value from one.
Put yourself in your opponent's shoes. Before sitting at the negotiation table, effective
negotiation skills would have you sit down by yourself or with a partner to practice
running through a mock negotiation beforehand. Give serious consideration to the
interests of your opponent and the pressures that he is facing. This will allow you to have
confidence and be better at thinking on your feet during the actual negotiation. With a
good warm up, you might even be able to come up with a great solution before the
negotiations even begin, then you can use your negotiation time to gently walk your
opponent through to your solution.

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Self-Check 9.2-2 True or false
1. Get yourself in the mindset to create win-lose outcomes.
2. Give serious consideration to the interests of your opponent and the pressures that
he is facing.
3. The key to developing effective negotiation skills is to learn to prepare properly

before the negotiation.

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1. False
2. True
3. True

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INTERVENTION STRATEGIES IN NEGOTIATION
1. Know how to use effective negotiation skills

2. Prepare for a negotiation
To advance negotiations or to bring them to a close, it is often necessary to intervene in a

strategic manner, either as an outside party to resolve the situation for the principal parties or as
one of the principals. Five interventions that can achieve the negotiation's goals are to compete
with the other parties, to compromise, to accommodate, to avoid the issues or to collaborate.
Compete with the Other Parties
 Competing with the other parties is an appropriate strategy when a quick resolution is
required for a simple and straight-forward problem. It can also be used when the
necessary solution is unpopular and cooperation from the other parties is unlikely.
Proposals to achieve goals are presented in competition to the proposals of the other
parties in an either/or scenario. Typical examples are cost-cutting or staff reductions. The
strategy is characterized by high assertiveness, a lack of cooperation and a quick
termination of the negotiations.
Compromise with the Other Parties
 A compromising approach is an appropriate strategy when all parties are of similar

importance and all parties have some power to influence the outcome. It is characterized
by bargaining and trading. While the final solution typically has the approval of all
concerned, it does not give clear and optimal results for complex problems. It can be used
to achieve a temporary solution quickly while a more permanent solution is being
considered and prepared.
Accommodate the Other Parties
 Accommodation is a strategy which is characterized by high levels of cooperation. It is

appropriate when the goals of the other parties are acceptable or when the other parties
themselves are of strategic importance. It should also be used when achieving a particular

SERVICES NC II
QA System workplace
INC.
goal is of great important to the other parties and when a key factor in the negotiations is
to preserve future relations. The result is that present goals are sacrificed for future gains.
Avoid the Issues
 Avoidance of the issues is an appropriate strategic response when it is clear that the
issues involved will not be resolved at the negotiations or when it is clear that any
possible outcome would not be acceptable. The strategy is characterized by a lack of
cooperation and a lack of assertiveness. It is essentially a non-negotiation and results in a
quick termination without any resolution, an outcome which is the goal of the particular
strategy.
Collaborate with the Other Parties
 Collaboration is an appropriate strategy for addressing complicated issues that require

new, creative solutions in which all parties can achieve their goals. It is characterized by
high cooperation and high assertiveness as each party presents its goals. Each party will
also expect to have its goals treated with consideration and to have them reflected in the
final outcome.
While the other strategies can be practiced successfully by one side, collaboration
requires that all parties participate sincerely. Collaboration is therefore more difficult to
achieve and it takes much longer to reach the required consensus. Collaboration is
nevertheless often attempted as a strategic option. It is the only strategy which guarantees
a win-win situation for all parties and has an optimal chance of providing the best
solution.

SERVICES NC II
QA System workplace
INC.
Self-Check 9.2-3
Give the five (5) interventions that can achieve the negotiation's goals

SERVICES NC II
QA System workplace
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Give the five (5) interventions that can achieve the negotiation's goals
 to compete with the other parties,
 to compromise,
 to accommodate,
 to avoid the issues
 to collaborate

SERVICES NC II
QA System workplace
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INTERPERSONAL SKILLS TO DEVELOP RAPPORT WITH OTHER PARTIES
1. Explain the steps to become a good negotiator

2. Appreciate the steps to become a negotiator
It's the job of an interrogator to get information or a confession from a suspect or witness of a
crime. Interpersonal skills and the ability to build a rapport are required In order to accomplish
this. Since every suspect or witness is different, it also takes flexibility and an ability to adapt to
the person's personality. Following a few steps should help most individuals become a good
interrogator.
1. Familiarize yourself with the background information of the person you are going to
interrogate. For example, you should know the person's name, age and work history.
When interviewing a suspect, you should also know his criminal background and whether
or not he knew his victim beforehand. Being familiar with this information is imperative
for gaining credibility with the person and having a successful interrogation.
2. Listen carefully to all information that the person gives. Try to avoid interrupting him and
allow for as much time as necessary to obtain all details. In many cases, it takes time to
establish a rapport with the person, so don't try to rush through things.
3. Avoid letting your emotions get in the way of the interrogation. One problem that some
interrogators have is allowing their anger to take over when interviewing a suspect.
Doing so can result in missing out on important information and can ruin an interview.
Remember that all suspects are considered innocent until proven guilty.
4. Learn how to detect lying or dishonest claims. In most cases, people demonstrate similar
physical behaviors when lying. These include tensing up, avoiding eye contact and acting
nervously. As a result, you should look for these types of behavior.
5. Be respectful of the person you are interrogating. No matter what the crime was, it's
important to treat the person with dignity and respect. Doing so should help you in
building a rapport and can lead to the disclosure of helpful information.

SERVICES NC II
QA System workplace
INC.
Self-Check 9.2-4
1. Give the steps to become a good interrogator.

SERVICES NC II
QA System workplace
INC.
1. Give the steps to become a good interrogator.

 Familiarize yourself with the background information of the person you are going to
interrogate.
 Listen carefully to all information that the person gives
 Avoid letting your emotions get in the way of the interrogation.
 Learn how to detect lying or dishonest claims
 Be respectful of the person you are interrogating

SERVICES NC II
QA System workplace
INC.
OBSERVATION SKILLS
a. Know the great habits that can help you build your observation skills
b. Appreciate how to increase your observation skills
For people who plan to become the leaders of tomorrow, developing a keen sense of observation
is a must. The crux of the technique lies in simply keeping your eyes and ears open at all times
and never failing to register what you see or hear. Some great habits that can help you build your
observation skills are:
 Trying to look at everyday life in a clear manner.

 Trying to judge people and their perceptions.
 Always trying to ask questions to people or in your mind.
 Being open to new experiences.
 Being open to new ideas.
 Practicing good listening skills.
Increase Your Observational Skills
An observant person accurately gauges their surroundings, noting both mundane and unusual
things, people and actions. Increase your observation skills by closely watching and taking in the
surrounding environment during daily tasks. Observant people get to know strangers and close
friends alike, discover hidden treasures, secrets or shortcuts.
 Make eye contact with everyone and with as many passers-by as possible. Watch for eye
contact in return. Reciprocated eye contact is a sign of someone engaged and observing
back.
 Observe people's body language. Body language indicates willingness and desire to
interact or communicate, or the lack thereof, between people.
 Maintain a panoramic view of your surroundings, human and natural/material. Allow the
brain to immediately process and release normal information and uninteresting things, to
avoid over-thinking.
SERVICES NC II
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INC.
 Note abnormal and suspicious things, people, actions and noises. Give a second glance or
thought when something catches your senses. Watch for changes in or absence of normal
activity and things regularly seen.
 Join a neighborhood watch group to share and improve your observation skills with
neighbors, and help improve community safety.

SERVICES NC II
QA System workplace
INC.
Self-Check 9.2-5
1. Give five (5) great habits that can help you build your observation skills.

SERVICES NC II
QA System workplace
INC.
1. Give five (5) great habits that can help you build your observation skills.
o Trying to look at everyday life in a clear manner.
o Trying to judge people and their perceptions.
o Always trying to ask questions to people or in your mind.
o Being open to new experiences.
o Being open to new ideas.
o Practicing good listening skills.

SERVICES NC II
QA System workplace
INC.
Operation Sheet 9.2-1
Title : Techniques of effective questioning

Performance Objective : To establish rapport during conversation by being interactive,
switching from active listening to effective questioning.
Supplies :
Steps/Procedure : 1. Ask one question at a time.
2. If the question is not important enough to stand on its own,
don't ask it.
3. After you ask it, be quiet.
4. If the person you are talking with doesn't answer
immediately, resist the urge to answer for him or follow up
with another question. He is likely thinking about what he
is going to say.
5. After your prospect has apparently finished, remain quiet
for 1-2 more seconds. You might get additional
information, and this ensures you don't interrupt.
6. Follow-up with a related question.
7. Don't ping-pong around from subject to subject. For
example, if your prospect answers, "I believe the main
problem we have right now is a lack of motivation," a
logical next query would be, "Oh, what are some specific
situations where you've seen a lack of motivation?"
8. Be confident in your questioning. One reason people ask
multiple questions is that they aren't comfortable asking
questions.
9. The only way you're going to truly help someone is by
finding out about him. You're not intruding. You're
assisting.
Assessment Method:
QUALITY CRITERION:
1. Demonstrate interpersonal skills using effective questioning techniques.

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QA System workplace
INC.
LO3. Implement cost-effective operations
CONTENTS:
1. Win-Win Approach
2. Avoiding misunderstanding
1. Preservation and optimization of workplace resources is implemented in accordance

with enterprise policy
2. Judicious use of workplace tools, equipment and materials are observed according to
manual and work requirements.
3. Constructive contributions to office operations are made according to enterprise
requirements.
4. Ability to work within one’s allotted time and finances is sustained.
CONDITIONS:

ASSESSMENT METHODS
 Written
 Interview
 demonstration

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QA System workplace
INC.
Learning Outcome 3
Implement cost-effective operations
Read Information Sheet 9.3-1: “Win-Win Read and understand the

Approach” information sheet and check yourself
Read Information Sheet 9.3-2: “Avoiding must answer all the questions
misunderstanding” correctly before proceedings to the
Refer to Task sheets, it will help you

practice your skills.
The performance criteria checklist

will guide and help you evaluate
skills.
Evaluate your own performance

using the performance criteria
present your work to your trainer for
If you have questions and

clarification fell free to ask your
trainer.

SERVICES NC II
QA System workplace
INC.
THE WIN-WIN APPROACH

Many professional negotiators prefer to aim towards what is known as a WIN-WIN solution.
This involves looking for resolutions that allow both sides to gain. Negotiators aim to work
together towards finding solution to their differences that result in both sides being satisfied.
Key points when aiming for a WIN-WIN outcome include:
 Focus on maintaining the relationship - ‘separate the people from the problem’.
 Focus on interests not positions.
 Generate a variety of options that offer gains to both parties before deciding what to do.
 Aim for the result to be based on an objective standard.
Focus on Maintaining the Relationship
This means not allowing the disagreement to damage the interpersonal relationship, not blaming
the others for the problem and aiming to confront the problem not the people. This can involve
actively supporting the other individuals while confronting the problem. Remember, separate the
people from the problem.
Disagreements and negotiations are rarely ‘one-offs’. At times of disagreement, it is important

to remember that you may well have to communicate with the same people in the future. For
this reason, it is always worth considering whether ‘winning’ the particular issue is more
important than maintaining a good relationship.
All too often disagreement is treated as a personal affront. Rejecting what an individual says or
does is seen as rejection of the person. Because of this, many attempts to resolve differences
degenerate into personal battles or power struggles with those involved getting angry, hurt or
upset.
SERVICES NC II
QA System workplace
INC.
Remember negotiation is about finding an agreeable solution to a problem, not an excuse to
undermine others, therefore, to avoid negotiation breaking down into argument, it is helpful to
consciously separate the issues under dispute from the people involved. For example, it is quite
possible to hold people in deep regard, to like them, to respect their worth, their feelings, values
and beliefs, and yet to disagree with the particular point they are making. One valuable approach
is to continue to express positive regard for an individual, even when disagreeing with what
he/she is saying. The following are examples of statements that might be used by a good
negotiator:
Focus on Interests not Positions
Rather than focusing on the other side’s stated position, consider the underlying interests they
might have. What are their needs, desires and fears? These might not always be obvious from
what they say. When negotiating, individuals often appear to be holding on to one or two points
from which they will not move.
Focusing on interests is helpful because:
 It takes into account individual needs, wants, worries and emotions.

 There are often a number of ways of satisfying interests, whereas positions tend to focus
on only one solution.
 While positions are often opposed, individuals may still have common interests on which
they can build.
Most people have an underlying need to feel good about themselves and will strongly resist any
attempt at negotiation that might damage their self-esteem. Often their need to maintain feelings
of self-worth is more important than the particular point of disagreement. Therefore, in many
cases, the aim will be to find some way of enabling both sides to feel good about themselves,
while at the same time not losing sight of the goals
If individuals fear their self-esteem is at risk, or that others will think less highly of them
following negotiation, they are likely to become stubborn and refuse to move from their stated
position, or become hostile and offended and leave the discussion.
Understanding the emotional needs of others is an essential part of understanding their overall
perspective and underlying interests. In addition to understanding others’ emotional needs,
understanding of your own emotional needs are equally important. It can be helpful to discuss
how everyone involved feels during negotiation.
Another key point is that decisions should not be forced upon others. This is a negotiation. Both
sides will feel much more committed to a decision if they feel it is something they have helped to
create and that their ideas and suggestions have been taken into account. Finally, it is important
SERVICES NC II
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to clearly express your own needs, desires, wants and fears so that others can also focus on your
interests.
Generate a Variety of Options that Offer Gains to Both Sides Before Making Decisions
Rather than looking for one single way to resolve differences, it is worthwhile considering a
number of options that could provide a resolution and then to work together to decide which is
most suitable for both sides. Techniques such as brainstorming could be used to generate
different potential solutions . In many ways, negotiation can be seen as a problem solving
exercise, although it is important to focus on all individuals’ underlying interests and not merely
the basic difference in positions.
Good negotiators will spend time finding a number of ways of meeting the interests of both sides
rather than meeting self-interest alone and then discussing the possible solutions.
Aim for the Result to be Based on an Objective Standard
Having identified and worked towards meeting shared interests, it is often inevitable that some
differences will remain. Rather than resorting to a confrontational bargaining approach, which
may leave individuals feeling let-down or angry, it can be helpful to seek some fair, objective
and independent means of resolving the differences. It is important that such a basis for deciding
is:
 Acceptable to both parties.

 Independent to both parties.
 Can be seen to be fair.
If no resolution can be reached, it may be possible to find some other, independent party whom
both sides will trust to make a fair decision.
Other sources of help who might assist in situations which cannot be resolved include:
 A mutual friend or colleague

 A committee member
 A trained mediator
Before turning for help from such sources however it is important to agree that this approach is
acceptable to both sides.

SERVICES NC II
QA System workplace
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Self-Check 9.3-1 True or False
1. At times of disagreement, it is important to remember that you may well have to

communicate with different people in the future.
2. Rejecting what an individual says or does is seen as rejection of the person.
3. Both sides will feel much more committed to a decision if they feel it is something they have
helped to create and that their ideas and suggestions have been disregarded.
4. Good negotiators will spend time finding a number of ways of meeting the interests of both
sides rather than meeting self-interest alone and then discussing the possible solutions.
5. Understanding the emotional needs of others is an essential part of understanding their

overall perspective and underlying interests.

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1. False
2. True
3. False
4. True
5. True

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QA System workplace
INC.
AVOIDING MISUNDERSTANDING

Misunderstanding is a common cause of negotiations breaking down. Because of differences

of viewpoint, background, and cultures, it is possible not to ‘hear’ what others intend to say.
Because misunderstandings can easily occur, it is important to:
 Clarify individual goals.

 State the issues clearly.
 Consider all viewpoints.
 Clarifying meaning.
Clarify the Goals
It is essential to have a clear understanding of what the other side is seeking to achieve. This is
not always what they initially state as their aims. Looking at interests often allows for an
understanding of the real goals. Similarly, it is worthwhile clearly stating what your own goals
are so that both parties can work together to seek mutual benefit.
State the Issues Clearly
It is important to identify the real issues involved and discard those that are not relevant. This
enables the focus of the negotiation to remain firmly fixed on the interests and differences of the
individuals involved, without argument spreading to other areas of work.

SERVICES NC II
QA System workplace
INC.
Consider all Viewpoints
During negotiation, a great deal of time can be spent in establishing the facts. However, it
should be realized that ‘facts’ tend to provide another area over which to disagree. Another
person’s worries, even if totally unfounded, are still real worries and need to be taken into
consideration.
Conflicts often arise because of differences in personal viewpoints. Remember that to accept
and understand someone else’s viewpoint does not imply agreement with that point of view.
Rather, it shows respect for the person and the wish to work together to find a mutually
satisfactory solution.
Similarly, it is helpful to encourage the other person to understand your viewpoint. An open,
honest and accepting discussion of the differences in perspective will often help to clarify the
issues and provide the way forward to a resolution.
Clarify Meaning
Good communication skills are essential for negotiation. Such skills include active listening,
questioning, reflecting, clarifying, summarizing and considering barriers to communication,
feedback and non-verbal communication and all help to increase understanding. This in turn will
increase the possibility of successful negotiation and, most importantly, maintain the relationship
for the future. Spending time to clarify and agree what all individuals have said (rather than
assuming what they intended to say), will ensure that misunderstanding of meaning is kept to a
minimum.
Offering your viewpoint in an assertive manner, rather than taking an aggressive stance, or
passively listening to different views will help to ensure the needs of all concerned are met.
Negotiation is a process by which people resolve disagreements. Structured negotiation follows

a number of stages from preparation through to implementation. If possible, a WIN-WIN
approach is more desirable than a bargaining (WIN-LOSE) approach. This involves seeking
resolutions that allow both sides to gain, while at the same time maintaining good working
relationships with the other parties involved.

SERVICES NC II
QA System workplace
INC.
Self-Check 9.3-2
I. Because misunderstandings can easily occur, it is important to: Give four (4)
II. True or False
1. Looking at strength and weaknesses often allows for an understanding of
the real goals. False
2. Clarify meaning is a process by which people resolve disagreements. False
3. Conflicts often arise because of same personal viewpoints. False
4. It is important to identify the real issues involved and concentrate to those
that are not relevant. false

SERVICES NC II
QA System workplace
INC.
I. Because misunderstandings can easily occur, it is important to: Give four (4)
 Clarify individual goals.
 State the issues clearly.
 Consider all viewpoints.
 Clarifying meaning.
II. True or False
1. False
2. False
3. False
4. false

SERVICES NC II
QA System workplace
INC.

Uc9-Practice Entrepreneurial Skills in The Workplace

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COMPETENCY BASED LEARNING MATERIAL

SECTOR : SOCIAL, AND OTHER COMMUNITY DEVELOPMENT

QUALIFICATION : BEAUTY CARE (NAIL CARE) SERVICES NC II

UNIT OF COMPETENCY : PRACTICE ENTREPRENEURIAL SKILLS IN THE WORKPLACE

MODULE TITLE : PRACTICING ENTREPRENEURIAL SKILLS IN THE

The unit of competency, “Practice Entrepreneurial skills in the

The module, Practicing Entrepreneurial skills in the workplace, This

In this module, you are required to go through a series of learning

 Read information sheet and complete the self-checks.

You must pass the Institutional Competency Evaluation for this

Date Developed: Document No.

LIST OF BASIC COMPETENCIES

No. Unit of Competency Module Title Code

1. Participate in workplace Participating in workplace 400311210

2. Work in a team Working in a team 400311211

3. Solve/address general Solving/addressing general 400311212

4. Develop career and life Developing career and life 400311213

5. Contribute to workplace Contributing to workplace 400311214

6. Present relevant Presenting relevant 400311215

7. Practice occupational Practicing occupational 400311216

8. Exercise efficient and Exercising efficient and 400311217

9. Practice Practicing 400311218

Date Developed: Document No.

UNIT OF COMPETENCY : Practice entrepreneurial skills in the workplace

MODULE TITLE : Practicing entrepreneurial skills in the workplace

At the end of this module, you MUST be able to:

Date Developed: Document No.

Qualification Title : Beauty Care (Nail Care) Services NC II

Unit of Competency : Practice entrepreneurial skills in the workplace

Module Title : Practicing entrepreneurial skills in the workplace

Upon completion of this module, you MUST be able to:

1. Apply entrepreneurial workplace best practices

Date Developed: Document No.

The students/learners must be provided with the following:

 Room with facilities necessary for the negotiation process

Date Developed: Document No.

Apply entrepreneurial workplace best practices

Learning Activities Special Instructions

Read Information Sheet 9.1-1: “Stages of Read and understand the

Evaluate your own performance

If you have questions and

Date Developed: Document No.

After reading this information sheet, you must be able to:

1. Describe the common stages in the process of negotiation.

Negotiation is a method by which people settle differences. It is a process by which compromise

Date Developed: Document No.

In order to achieve a desirable outcome, it may be useful to follow a structured approach to

Date Developed: Document No.

4. Negotiate for a WIN-WIN Outcome

Suggestions of alternative strategies and compromises need to be considered at this point.

6. Implementing a Course of Action

Date Developed: Document No.

Date Developed: Document No.

Date Developed: Document No.

After reading this information sheet, you must be able to:

1. Describe the common stages in the process of negotiation.

 Negotiation is not an arena for the realization of individual achievements.

Date Developed: Document No.

Interpersonal communication is the process by which people exchange information, feelings,

Clarifying and Summarizing

Date Developed: Document No.

Non-assertiveness may be seen as the use of inefficient communication skills, whereas