UC4 - Develop Career and Life Decisions Driving

COMPETENCY-BASED LEARNING MATERIALS
Sector : AUTOMOTIVE AND LAND TRANSPORT

(21st Century)
Qualification : DRIVING NCII
Unit of Competency : DEVELOP CAREER AND LIFE DECISIONS
Module Title : DEVELOPING CAREER AND LIFE DECISIONS
Document No:
CBLM IN Date Prepared: Issued By:
DEVELOP September 2022
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CAREER AND Prepared By: Revision 00 Page 1 of 46
LIFE DECISIONS Romally Antonette
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HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIALS
Welcome to the module in Develop Career and Life Decisions. This module
contains training materials and activities for you to complete. This module also
contains learning outcomes required to develop career and life decisions.
You are required to go through a series of learning activities in order to

complete each learning outcome of the module. In each learning outcome are
Information Sheets, Follow these activities on your own. If you have questions,
do not hesitate to ask your facilitator for assistance.
This module was prepared to help you achieve the required competency in in
“Develop Career and Life Decisions”
This will be the source of information for you to acquire knowledge and skills in
this particular competency independently and at your own pace, with minimum
supervision or help from your instructor.
Remember to:
 Work through all the information and complete the activities in each section.
 Read Information Sheets and complete the Self-Checks.
 Perform the Task Sheets until you are confident that your outputs
conforms to the Performance Criteria Checklist that follows the sheets.
 Submit outputs of the Task Sheets to your facilitator for evaluation and
recording in the Accomplishment 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
Progress Chart and Accomplishment 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.
 When you feel confident that you have had sufficient practice, ask your
Trainer to evaluate you. The result of your assessment will be recorded in
your Record of Achievement and reflected in your Progress Chart and/or
Achievement Chart.
You need to complete this module before moving to another competency.
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COMPETENCY-BASED LEARNING MATERIALS
List of Competencies
No. Unit of Competency Module Title Code
1 Participate in Participating in
400311210
Workplace Workplace
Communication Communication
2 Work in Team Environment Working in Team Environment 400311211
3 Solve/Address General Solving/Addressing

400311212
Workplace Problems General Workplace
Problems
4 Develop Career and Developing Career and
400311213
Life Decisions Life Decisions
5 Contribute to Workplace Contributing to 400311214

Innovation Workplace Innovation
6 Present Relevant Information Presenting Relevant 400311215

Information
7 Practice Occupational Safety Practicing Occupational 400311216
and Health Policies and Safety and Health Policies
Procedures and Procedures
Exercise Efficient and Exercising Efficient and 400311217

8 Effective Sustainable Effective Sustainable
Practices in the Workplace Practices in the Workplace
9 Practice Entrepreneurial Skills Practicing Entrepreneurial 400311218

in the Workplace Skills in the Workplace
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Table of Contents
How to Use This Competency-Based Learning Material 1

List of Competencies 3
Table of Contents 4
Module Content 5
Learning Outcome No. 1 6
Learning Experiences 7
Information Sheet No. 4.1-1 8
Self-Check 4.1-1 18
Model Answer 4.1-1 19
Information-Sheet 4.2-1 22
Self-Check 4.2-1 33
Task Sheet No. 1 35
Performance Criteria Checklist No. 1 37
Information-Sheet 4.3-1 40
Self-Check 4.3-1 48
Bibliography 50
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MODULE CONTENT
Qualification Title: Driving NCII
Unit of Competency: Develop Career and Life Decisions
Module Title: Developing Career and Life Decisions
INTRODUCTION:
This module deals with the knowledge and skills and attitude to identify
determine causes of inefficiency and/or ineffectiveness of resource utilization
and Convey inefficient and ineffective environmental practices.
This module covers materials to use such as CBLM, information

sheets, self-check, task sheet and performance checklist.
NOMINAL DURATION: 3 Hours
LEARNING OUTCOMES:
At the end of this module you MUST
be able to:
Lo 1. Manage one’s emotion
Lo 2. Develop reflective practice
Lo 3. Boost self-confidence and develop self-regulation
ASSESSMENT CRITERIA:
 Written Examination
 Demonstration
 Role Play
 Observation
 Interviews/Questioning
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LEARNING OUTCOME NO. 1 Manage One’s Emotion
CONTENTS:
1. Self-Management Strategies
2. The Nine Work Strategies of the Star Performer
3. Enablers and Barriers in Achieving Personal and Career Goals
4. Handling Negative Emotions
ASSESSMENT CRITERIA
1. Self-management are identified
2. Skills to work independently and to show initiative to be conscientious and

persevering in the face of setbacks and frustrations are developed
3. Techniques for effectively handling negative emotions and unpleasant situation in
the workplace are examined
CONDITIONS
The trainees must be provided with the following: Modules/Manuals/Electronic Copy
METHODOLOGIES
Discussion (Offline/Online) Lecture (Offline/Online)

Self-learning/Self-pace instruction
ASSESSMENT METHOD
Written Test
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LEARNING EXPERIENCES
Learning Outcome No. 1: Manage One’s Emotion
Learning Activities Special Instructions
Read Information Sheet The Information Sheets gives you

information on Self-Management
No. 4.1-1 on Self-Management Strategies, The Strategies, The Nine Work Strategies of
Nine Work Strategies of the Star Performer, the Star Performer, Enablers and
Enablers and Barriers in Achieving Personal Barriers in Achieving Personal and
and Career Goals and Handling Negative Career Goals and Handling Negative
Emotions Emotions
Answer the Self-Check 4.1-1 to measure your

knowledge on the topic. In comparing your answers from the
model answer, be sure that all your
answers are correct before proceeding to
the next
activity.
Compare your answer with the Model Answer Upon completion of these activities, you
4.1-1 may proceed to the next Learning
Outcome.
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Information Sheet No. 4.1-1
Manage One’s Emotion
Learning Objective:
After reading this Information Sheet, you must be able to manage one’s emotion
Self-Management Strategies
Why Self-Management Is Important?
Self-management- management by oneself of oneself or one's affairs Self-

management is about finding the self-control and mastery needed to take control of
one's work (e.g., to manage one's time, workflow, and communication).
It also refers to a combination of behaviors that focus on how people manage

themselves in their work and their life.
Self-management strategies may include self-monitoring, self-monitoring

combined with self-reinforcement, goal setting, self-evaluation, and self-reinforcement
alone (DuPaul & Weyandt, 2006; Reid, Trout & Shwartz, 2005).
Self-management skills are important in the workplace because they help you
contribute to a better work environment for yourself and your coworkers. Examples of
self-management skills include self-confidence, persistence, resilience, patience,
perceptiveness, and emotional regulation.
Increase Your Emotional Intelligence through Self-Management
1. Remain aware of feelings. Paying attention to how you feel in the moment is the first
step to more effective self-management of your behavior.
2. Keep a journal. Create a list of situations or events that “trigger” negative emotions,
such as anger or frustration.
3. Pay attention to “self talk.”
4. Remember, you have a choice.
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Robert Kelley includes a full chapter on self-management in his book How to Be a STAR
at Work. Kelley’s research highlights the following key elements in self-management:
• Making a commitment to lifelong learning in support of both the

organization’s goals and your own goals
• Learning how to make certain that your projects add value to the
organization
• Developing your personal productivity skills to manage both your time
and your commitments
• Building broad personal networks that allow you to tap expertise in
and out of the organization for complex problems
• Being willing to embrace change and rethink both organizational
structures and work definitions as new opportunities arise
Kelley emphasizes that star employees are intrinsically managing both

their work and their career. By providing high value to the organization, stars get
more opportunity to select which projects they work on and are instinctively
building new skills to further their career prospects.
At the core of self-management are three skills everyone must develop: (1)
learning to manage your commitments and time; (2) cultivating the motivation
and capability to learn new things on your own in support of your work; and
(3) building and nurturing your personal network. With those three skills, you
will be successful, though they may not make you a star.
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The Nine Work Strategies of the Star Performer
1. Initiative: Blazing Trails in the Organization’s White Spaces

2. Knowing Who Knows: Plugging Into the Knowledge Network
3. Managing Your Whole Life at Work: Self-Management
4. Getting the Big Picture: Learning How to Build Perspective
5. Followership: Checking Your Ego at the Door to Lead in Assists
6. Small-L Leadership in a Big-L World
7. Teamwork: Getting Real About Teams
8. Organizational Savvy: Street Smarts in the Corporate Power Zone
9. Show-and-Tell: Persuading the Right Audience with the Right Message
Enablers and Barriers in Achieving Personal and Career Goals
You probably have a few barriers that are standing in your way and
preventing you from daring yourself to new levels of greatness. Barriers, though
they are imaginary obstacles, seem very real at the moment you experience them.
What you must realize is that whenever you find yourself resisting anything
during the dream job process, know that it is fear talking. When you begin to
understand why you’re having difficulty moving forward in the process, you can
identify the fear and be ready to move on with confidence and embrace your
greatness. This article about career planning will help you identify your barriers
so you can come up with an action plan to carry you towards the life you want
and deserve.
1. Time
We must take time for ourselves, but it’s difficult to commit time, especially when
you are working a full-time job. We’re taught to put others needs and wants before our
own and often wind up tired, overscheduled and with no energy for ourselves. Schedule
daily appointments with yourself in order to take time away from your busy life and
become clear on where to direct your energy and time.
2. Fear of change and success
Many people enjoy the status quo and don’t want to make a change to become
more successful. Though they state that they do indeed want success, they choose to
stay in their comfort zone. Success is the unknown and the unknown is often feared.
Increased success means change and an increased level of responsibility. It takes
courage and risk for most of us to take the leap and find a fulfilling job. After we’ve
achieved success, we must maintain that success and that takes effort.
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3. Fear of failure
The most common fear of them all. We fear so many things about failure. We fear
making a fool out of ourselves, we fear losing our security, we fear stepping backwards
instead of forward, we fear making the wrong decision, we fear not being able to live up
to standards (whether they are ours or society’s), we fear being labeled a failure or a
loser. There can be so much fear that it is often paralyzing. We have no idea where to
begin to deal with all the fears that we just simply stay where we are.
4. Isolation and lack of support
Isolation is a dream job killer. We all need support to land the job of our dreams.
Daring ourselves and moving forward are often facilitated when we have a great support
system. When we find ourselves trying to go it alone, it’s more likely that we’ll have
setbacks and just stay where we are. In many cases, understanding who you are and
what you enjoy doing is enhanced with the help of others. If we don’t have support, it’s
often too overwhelming and easier to just play it safe and stay at our current level of
mediocrity.
5. Should from family and society
Throughout our lives, we hear many messages about how we should act. We
become conditioned and socialized to act in acceptable ways that may not always be in
our best interests. We often live a life doing what others tell us we should. We’re
told/taught “Don’t rock the boat,” “Fit in, be like everyone else”, “This is how it’s done”
and more. Being like everyone else may not be where our greatness lies and we wind up
not even knowing what we want in a dream job. We fear rejection so much that we often
play small just to fit in. We take our place as one of the mindless worker ants, trudging
through the same routines, complaining about the same problems and realizing the
same small results. We must move from our shoulds to our genuine wants or desires.
6. Financial obligations and fear of poverty
Financial obligations such as mortgages, credit card bills, college savings for
children and more can restrain us. If your survival depends on your income alone, this
is a fear you may experience when facing dramatic changes in your life. Recognize that
you have control over the changes you wish to bring about and can do so gradually while
maintaining a secure income from a familiar source. Thus, you can ease into the life you
want one step at a time and reduce the threat of poverty.
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7. Comparing and Despairing
There will always be someone who is “better”. Someone who has more, lives better,
is more fulfilled, etc. Comparison is a losing game. It lets us run round in endless circles
and provides many excuses for not doing anything more – “I’ll never be as good an actor
as Meryl Streep so why should I even go on any auditions?”, “I’ll never be able to get a
recording contract like Garth Brooks so why should I work on my singing career?”. The
fact that acting is your passion or singing speaks to your soul gets lost somehow.
8. Self Doubt
We see ourselves as less than who we really are and feel we are unworthy to
receive all that we deserve. Our own fears, limitations and mental criticisms alienate us
from our goal. Self- doubt is one of the biggest obstacles to achieving our dreams. We
often ignore ourselves in favor of others. We value their opinions too highly and our own
too little. The only real approval that matters is that which comes from inside ourselves.
We’re the only people who know what we truly need and want. This makes us our own
best judge of whether or not what we’re doing is right and good for us. We must shift
from self doubt to belief. If we tap into our true gifts and unleash our essence, we come
from a place of strength. It is possible to be all we can during the dream job process.
9. Not knowing what you would love to do
Most people don’t know what they want or what they enjoy doing. They don’t know
what they value or believe in. They aren’t sure where they are going and how to get
there. This frustration of not knowing freezes people from taking the risk and having the
courage to find out what they would love to do.
10. Fear of making the wrong decision
Each decision you make will lead you down a unique path with challenges and
opportunities of its own. You may have several options you would like to try and worry
that only one will be the right one and spend endless time trying to decide which is best.
Thinking a situation through in a thorough manner is a good thing. We weigh pros and
cons and find the best way to achieve our goals. However, analyzing can be used to avoid
action. We can make endless lists, but if items never get checked off the list, what good
is it? It’s easy to get lost in the details and never get around to doing anything because
you’re too busy planning for every possible contingency. Life is not so easily split into
right or wrong, black or white. It is made up of many shades of gray. Don’t allow
analysis to become an excuse for inaction.
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Handling Negative Emotions
Stressful situations are all too common in a workplace that's facing budget cuts,
staff layoffs, and department changes. It may become harder and harder to manage your
emotions under these circumstances, but it's even more important for you to do so. After
all, if management is forced into making more layoffs, they may choose to keep those
who can handle their emotions, and work well under pressure. So, how can you become
better at handling your emotions, and "choosing" your reactions to bad situations?
According to Fisher's research, the most common negative emotions experienced

in the workplace are as follows:
• Frustration/irritation.
• Worry/nervousness.
• Anger/aggravation.
• Dislike.
• Disappointment/unhappiness.
Below are different strategies you can use to help you deal with each of these
negative emotions.
Frustration/Irritation
Frustration usually occurs when you feel stuck or trapped, or unable to move
forward in some way. It could be caused by a colleague blocking your favorite project, a
boss who is too disorganized to get to your meeting on time, or simply being on hold on
the phone for a long time.
Whatever the reason, it's important to deal with feelings of frustration quickly,
because they can easily lead to more negative emotions, such as anger.
Here are some suggestions for dealing with frustration:
• Stop and evaluate – One of the best things you can do is mentally stop yourself,
and look at the situation. Ask yourself why you feel frustrated. Write it down, and be
specific. Then think of one positive thing about your current situation. For instance, if
your boss is late for your meeting, then you have more time to prepare. Or, you could
use this time to relax a little.
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• Find something positive about the situation – Thinking about a positive aspect of
your situation often makes you look at things in a different way. This small change in
your thinking can improve your mood. When it's people who are causing your
frustration, they're probably not doing it deliberately to annoy you. And if it's a thing
that's bothering you – well, it's certainly not personal! Don't get mad, just move on.
• Remember the last time you felt frustrated – The last time you were frustrated
about something, the situation probably worked out just fine after a while, right? Your
feelings of frustration or irritation probably didn't do much to solve the problem then,
which means they're not doing anything for you right now.
Worry/Nervousness
With all the fear and anxiety that comes with increasing numbers of layoffs, it's no
wonder that many people worry about their jobs. But this worry can easily get out of
control, if you allow it, and this can impact not only your mental health, but also your
productivity, and your willingness to take risks at work.
Try these tips to deal with worrying:
• Don't surround yourself with worry and anxiety – For example, if co-workers
gather in the break room to gossip and talk about job cuts, then don't go there and
worry with everyone else. Worrying tends to lead to more worrying, and that isn't good
for anyone.
• Try deep-breathing exercises – This helps slow your breathing and your heart rate.
Breathe in slowly for five seconds, then breathe out slowly for five seconds. Focus on
your breathing, and nothing else. Do this at least five times.
• Focus on how to improve the situation – If you fear being laid off, and you sit there
and worry, that probably won't help you keep your job. Instead, why not brainstorm
ways to bring in more business, and show how valuable you are to the company?
• Write down your worries in a worry log – If you find that worries are churning
around inside your mind, write them down in a notebook or "worry log," and then
schedule a time to deal with them. Before that time, you can forget about these worries,
knowing that you'll deal with them. When it comes to the time you've scheduled, conduct
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a proper risk analysis around these things, and take whatever actions are necessary to
mitigate any risks.
Anger/Aggravation
Out-of-control anger is perhaps the most destructive emotion that people

experience in the workplace. It's also the emotion that most of us don't handle very well.
If you have trouble managing your temper at work, then learning to control it is one of
the best things you can do if you want to keep your job.
Try these suggestions to control your anger:
• Watch for early signs of anger – Only you know the danger signs when anger is
building, so learn to recognize them when they begin. Stopping your anger early is key.
Remember, you can choose how you react in a situation. Just because your first instinct
is to become angry doesn't mean it's the correct response.
• If you start to get angry, stop what you're doing – Close your eyes, and practice the
deep-breathing exercise we described earlier. This interrupts your angry thoughts, and it
helps put you back on a more positive path.
• Picture yourself when you're angry – If you imagine how you look and behave while
you're angry, it gives you some perspective on the situation.
Dislike
We've probably all had to work with someone we don't like. But it's important to be
professional, no matter what.
Here are some ideas for working with people you dislike:
• Be respectful – If you have to work with someone you don't get along with, then it's
time to set aside your pride and ego. Treat the person with courtesy and respect, as you
would treat anyone else. Just because this person behaves in an unprofessional manner,
that doesn't mean you should as well.
• Be assertive – If the other person is rude and unprofessional, then firmly explain
that you refuse to be treated that way, and calmly leave the situation. Remember, set the
example.
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Disappointment/Unhappiness
Dealing with disappointment or unhappiness at work can be difficult. Of all the

emotions you might feel at work, these are the most likely to impact your productivity. If
you've just suffered a major disappointment, your energy will probably be low, you might
be afraid to take another risk, and all of that may hold you back from achieving.
Here are some proactive steps you can take to cope with disappointment and
unhappiness:
• Look at your mindset – Take a moment to realize that things won't always go your
way. If they did, life would be a straight road instead of one with hills and valleys, ups
and downs, right? And it's the hills and valleys that often make life so interesting.
• Adjust your goal – If you're disappointed that you didn't reach a goal, that doesn't
mean the goal is no longer reachable. Keep the goal, but make a small change – for
example, delay the deadline.
• Record your thoughts – Write down exactly what is making you unhappy. Is it a
co- worker? Is it your job? Do you have too much to do? Once you identify the problem,
start brainstorming ways to solve it or work around it. Remember, you always have the
power to change your situation.
• Smile! – Strange as it may sound, forcing a smile – or even a grimace – onto your
face can often make you feel happy (this is one of the strange ways in which we humans
are "wired.") Try it – you may be surprised!
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SELF-CHECK 4.1-1
Matching Type
Direction: Match the terms from Column A against the descriptors in Column B. Write
only the letters on your answer sheet.
A B
a. It also refers to a combination of

1. Dislike
behaviors that focus on how people
manage themselves in their work and
their life
b. It usually occurs when you feel
2. Disappointment/Unhappiness stuck or trapped, or unable to move
forward in some way
c. This is perhaps the most
3. Self Doubt destructive emotion that people
experience in the workplace if out-
of-control.
4. Worry/Nervousness d. Working with someone we don't like
e. Of all the emotions you might feel at

work, these are the most likely to impact
5. Isolation your productivity. Your energy will
probably be low, you might be afraid to
take another risk, and all of that may
hold you back from
achieving.
f. We see ourselves as less than who we
6. Fear of Failure really are and feel we are
unworthy to receive all that we
deserve.
g. This can easily get out of control, if
7. Negative Emotion you allow it, and this can impact not
only your mental health, but also your
productivity, and your willingness to
take risks at work.
8. Anger/Aggravation h. It is a dream job killer
i. Dealing with this at work

9. Frustration/Irritation sometimes, and learning how to cope
with these feelings is now more
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important than ever.
10. Self-Management j. The most common fear of them all
ANSWER KEY 4.1-1
Matching Type:
1. D
2. E
3. F
4. G
5. H
6. J
7. I
8. C
9. B
10. A
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LEARNING OUTCOME NO. 2 Develop Reflective Practice
CONTENTS:
1. Basic SWOT Analysis

2. 8 Ways to Improve Your Attitude
3. Gibbs’ Reflective Cycle/Model
ASSESSMENT CRITERIA
1. Personal strengths and achievements, based on self-assessment strategies and

teacher feedback are contemplated
2. Progress when seeking and responding to feedback from teachers to assist them in
consolidating strength, addressing weaknesses and fulfilling their potential are
monitored
3. Outcomes of personal and academic challenges by reflecting on previous problem

solving and decision making strategies and feedback from peers and teachers are
predicted
CONDITIONS
The trainees must be provided with the following: Modules/Manuals/electronic copy
METHODOLOGIES
Small Group Discussion

Role Play
Lecture
ASSESSMENT METHOD
Written Test
Performance Test
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Learning Outcome No.2: Develop Reflective Practice

information on Basic SWOT Analysis,
No. 4.2-1 on Basic SWOT Analysis, Ways to
Ways to Improve Your Attitude
Improve Your Attitude
and Gibbs’ Reflective Cycle/Model and Gibbs’ Reflective Cycle/Model
Answer the Self-Check 4.2-1 to measure In comparing your answers from the
your knowledge on the topic. model answer, be sure that all your
answers are correct before proceeding to
the next activity.
Compare your answer with the Model Answer

4.2-1
Do Task Sheet No. 1 Perform the Task Sheet and Compare

your performance to the Performance
Criteria Checklist.
Compare Performance to the Performance

Criteria Checklist No. 1
Upon completion of these activities, you
may proceed to the next Learning
Outcome.
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Information Sheet 4.2-1 Develop Reflective Practice
Learning Objective:
After reading this Information Sheet, you must be able to develop reflective
practice.
Basic SWOT Analysis
What Is a SWOT Analysis?
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a

SWOT Analysis is a technique for assessing these four aspects of your business.
You can use SWOT Analysis to make the most of what you've got, to your
organization's best advantage. And you can reduce the chances of failure, by
understanding what you're lacking, and eliminating hazards that would otherwise catch
you unawares.
Better still, you can start to craft a strategy that distinguishes you from your
competitors, and so compete successfully in your market.
How to Do a SWOT Analysis
First, draw up a SWOT Analysis matrix. This is a 2x2 grid, with one square for
each of the four aspects of SWOT. Figure 1 shows what it should look like.
You can approach a SWOT Analysis in two ways: to get people together to "kick
off" strategy formulation informally, or as a more sophisticated and formal tool.
In either case, gather a team from a range of functions and levels in your
organization. Use Brainstorming techniques to build a list of ideas about where your
organization currently stands. Every time you identify a Strength, Weakness,
Opportunity, or Threat, write it down in the relevant part of the grid.
To clarify which section an idea belongs to, it may be useful to think of Strengths and
Weaknesses as internal factors – that is, to do with the organization, its assets,
processes, and people. Think of Opportunities and Threats as external factors, arising
from your market, your competition, and the wider economy.
Let's look at each area in more detail and consider what questions you could ask as part
of your analysis.
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Figure 1: SWOT Analysis Matrix
Let's look at each area in more detail and consider what questions you could ask as part
of your analysis.
Strengths
Strengths are things that your organization does particularly well, or in a way that
distinguishes you from your competitors. Think about the advantages your organization
has over other organizations. These might be the motivation of your staff, access to
certain materials, or a strong set of manufacturing processes.
Your strengths are an integral part of your organization, so think about what makes it
"tick." What do you do better than anyone else? What values drive your business? What
unique or lowest-cost resources can you draw upon that others can't? Identify and
analyze your organization's Unique Selling Proposition. (USP), and add this to the
Strengths section.
Then turn your perspective around and ask yourself what your competitors might see as
your strengths. What factors mean that you get the sale ahead of them?
Remember, any aspect of your organization is only a strength if it brings you a clear
advantage. For example, if all of your competitors provide high-quality products, then a
high- quality production process is not a strength in your market: it's a necessity.
Weaknesses
Now it's time to consider your organization's weaknesses. Be honest! A SWOT

Analysis will only be valuable if you gather all the information you need. So, it's best to
be realistic now, and face any unpleasant truths as soon as possible.
Weaknesses, like strengths, are inherent features of your organization, so focus on your
people, resources, systems, and procedures. Think about what you could improve, and
the sorts of practices you should avoid. Once again, imagine (or find out) how other
people in your market see you. Do they notice weaknesses that you tend to be blind to?
Take time to examine how and why your competitors are doing better than you. What
are you lacking?
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Opportunities
Opportunities are openings or chances for something positive to happen, but you'll
need to claim them for yourself!
They usually arise from situations outside your organization, and require an eye to what
might happen in the future. They might arise as developments in the market you serve,
or in the technology you use. Being able to spot and exploit opportunities can make a
huge difference to your organization's ability to compete and take the lead in your
market.
Think about good opportunities you can spot immediately. These don't need to be game-
changers: even small advantages can increase your organization's competitiveness. What
interesting market trends are you aware of, large or small, which could have an impact?
You should also watch out for changes in government policy related to your field. And
changes in social patterns, population profiles, and lifestyles can all throw up interesting
opportunities.
Threats
Threats include anything that can negatively affect your business from the
outside, such as supply chain problems, shifts in market requirements, or a shortage of
recruits. It's vital to anticipate threats and to take action against them before you
become a victim of them and your growth stalls.
Think about the obstacles you face in getting your product to market and selling. You
may notice that quality standards or specifications for your products are changing, and
that you'll need to change those products if you're to stay in the lead. Evolving
technology is an ever- present threat, as well as an opportunity!
Always consider what your competitors are doing, and whether you should be changing
your organization's emphasis to meet the challenge. But remember that what they're
doing might not be the right thing for you to do, and avoid copying them without
knowing how it will improve your position.
Be sure to explore whether your organization is especially exposed to external

challenges. Do you have bad debt or cash-flow problems, for example, that could make
you vulnerable to even small changes in your market? This is the kind of threat that can
seriously damage your business, so be alert.
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How to Use a SWOT Analysis
Once you've examined all four aspects of SWOT, you'll likely be faced with a long
list of potential actions to take. You'll want to build on your strengths, boost your
weaker areas, head off any threats, and exploit every opportunity.
But, before you leap into action, look for potential connections between the quadrants of
your matrix. For example, could you use some of your strengths to open up further
opportunities? And, would even more opportunities become available by eliminating
some of your weaknesses?
Now it's time to ruthlessly prune and prioritize your ideas, so that you can focus time
and money on the most significant ones. Refine each point to make your comparisons
clearer. Carry through the options you generate to later stages in your strategy formation
process and apply them at the right level – for example, at a product or product-line
level, rather than at the much vaguer whole-company level.
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A SWOT Analysis Example
Imagine this scenario: Alice is the CEO of a small start-up consultancy and wants
a clear picture of its current situation, to decide on a future strategy for growth. She
gathers her team, and draws up the SWOT Analysis shown in Figure 2.
Figure 2. Completed SWOT Analysis
As a result of the team's analysis, Alice decides that the consultancy's main
strengths lie in its agility, technical expertise, and low overheads. These allow it to offer
excellent customer service to a relatively small client base.
The company's weaknesses are also to do with its size. Alice will need to invest in
training, to improve the skills base of the small staff. She'll also need to focus on
retention, so that she doesn't lose key team members.
Alice sees opportunities in offering rapid-response, good-value services to local

businesses and to local government organizations. The company can likely be first to
market with new products and services, given that its competitors are slow adopters.
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The threats require the consultancy to keep up-to-date with changes in
technology. It also needs to keep a close eye on its largest competitors, given its
vulnerability to large-scale changes in its market. To counteract this, the business needs
to focus its marketing on selected industry websites, to get the greatest possible market
presence on a small advertising budget.
Note:
It's also possible to carry out a Personal SWOT Analysis. This can be useful for
developing your career in ways that take best advantage of your talents, abilities and
opportunities.
8 Ways to Improve Your Attitude
A positive attitude makes success easy a negative one makes success pointless.
If you truly want to be successful, your number one task should be to create and
maintain a positive attitude. When you've got an attitude of optimism, expectancy and
enthusiasm, opportunities grow, and problems shrink.
If you're a leader, a positive attitude draws people to your side and encourages them to
do their best work. A leader with a negative attitude, however, can only compel others to
take action through fear.
More importantly, what would be point of being successful if you're always feeling lousy?
With that in mind, here's how to ensure your attitude stays upbeat:
1. Always act with a purpose.
Before you take any action, decide how it will serve your greater goals. If the
connection is weak or non-existent, take that action off your to-do list. Aimless activity
wastes time and energy.
2. Stretch yourself past your limits every day.
Doing the same-old, same-old is depressing, even if your same-old has been
successful in the past. Success is like athletics; if you don't stretch yourself every day,
you gradually become slow and brittle.
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3. Take action without expecting results.
While you naturally must make decisions and take action based upon the results
you'd like to achieve, it's a big mistake to expect those results and then be disappointed
when you don't get them. Take your best shot but don't obsess about the target.
4. Use setbacks to improve your skills.
Rather than feeling bad if you fail or get rejected, look back at your actions and
see what you can do (if anything) to improve your performances. Remember: the results
you receive are the signposts for the results you want to achieve.
5. Seek out those who share your positive attitude.
It's a scientific fact your brain automatically imitates the behaviors of the people
around you. (It's because of something called a mirror neuron). Therefore, you should
surround yourself with positive thinkers and shun those who are excessively negative.
6. Don't take yourself so seriously.
If you want to be happier and make those around you feel more comfortable,
cultivate the ability to laugh at yourself. If you don't (or can't) laugh at yourself, I
guarantee you that the people you work with are laughing behind your back!
7. Forgive the limitations of others.
High standards are important, but humans are, well, human. It's crazy to make
yourself miserable because other people can't do a job as well as you think you could, or
when people don't share your vision with the same passion that you feel.
8. Say "thank you" more frequently.
Achieving an "attitude of gratitude" requires more than simply being aware of

what's wonderful in your life. You must, and should, thank other people for their gifts to
you, even if that gift is something as simple as a smile.
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Gibbs' Reflective Cycle
Gibbs’ reflective cycle is arguably one of the most famous models of reflection
leading you through different stages to make sense of an experience.
Overview
Gibbs' Reflective Cycle was developed by Graham Gibbs in 1988 to give structure
to learning from experiences. It offers a framework for examining experiences, and given
its cyclic nature lends itself particularly well to repeated experiences, allowing you to
learn and plan from things that either went well or didn’t go well. It covers 6 stages:
• Description of the experience
• Feelings and thoughts about the experience
• Evaluation of the experience, both good and bad
• Analysis to make sense of the situation
• Conclusion about what you learned and what you could have done differently
• Action plan for how you would deal with similar situations in the future, or general
changes you might find appropriate.
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Description
Here you have a chance to describe the situation in detail. The main points to
include here concern what happened. Your feelings and conclusions will come later.
Feelings
Here you can explore any feelings or thoughts that you had during the experience
and how they may have impacted the experience.
Evaluation
Here you have a chance to evaluate what worked and what didn’t work in the
situation. Try to be as objective and honest as possible. To get the most out of your
reflection focus on both the positive and the negative aspects of the situation, even if it
was primarily one or the other.
Analysis
The analysis step is where you have a chance to make sense of what happened.
Up until now you have focused on details around what happened in the situation. Now
you have a chance to extract meaning from it. You want to target the different aspects
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that went well or poorly and ask yourself why. If you are looking to include academic
literature, this is the natural place to include it.
Conclusions
In this section you can make conclusions about what happened. This is where you
summarise your learning and highlight what changes to your actions could improve the
outcome in the future. It should be a natural response to the previous sections.
Action plan
At this step you plan for what you would do differently in a similar or related
situation in the future. It can also be extremely helpful to think about how you will help
yourself to act differently such that you don’t only plan what you will do differently, but
also how you will make sure it happens. Sometimes just the realization is enough, but
other times reminders might be helpful.
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SELF-CHECK 4.2-1
Direction: Identify what is being asked.
1. It is one of the most famous models of reflection leading you through different
stages to make sense of an experience.
2. It is one of the stages of the cycle where you have a chance to describe the
situation in detail.
3. Here you can explore any feelings or thoughts that you had during the
experience and how they may have impacted the experience.
4. Here you have a chance to evaluate what worked and what didn’t work in the
situation.
5. This is where you have a chance to make sense of what happened.
6. This is where you summarize your learning and highlight what changes to your
actions could improve the outcome in the future.
7. At this step you plan for what you would do differently in a similar or related
situation in the future.
8. Developed Gibbs' Reflective Cycle.
9. The year the cycle was developed.
10. In this section of the cycle, you can make conclusions about what happen.
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ANSWER KEY 4.2-1
Identification:
1. Gibbs’ Reflective Cycle
2. Description
3. Feelings
4. Evaluation
5. Analysis
6. Conclusions
7. Action Plan
8. Graham Gibbs
9. 1988
10. Conclusions
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TASK SHEET
NO.4.2-1
Performance Objective:
This will enable the trainees understand the use of SWOT Analysis that would
help them to better understand each others strengths and weaknesses, as well as
find opportunities and threats that they might face.
Materials:
Module
Tools/Equipment:
None
Procedures:
1. Let the trainees draw the four quadrants:
2. Introduce the first two areas:
 Strengths – “write down what you feel you do well and can help the team”
 Weaknesses – “what are the things that you could improve?”
3. Give trainees time to write down notes for those areas.
4. Ask trainee to read all strengths and weaknesses out loud, clarifying if
needed, but not fostering discussion yet.
5. Introduce the other two areas:
 Opportunities – “given the team’s strengths, what can you capitalize on and
take as a lead to be successful?”
 Threats – “with those weaknesses, what are the obstacles you will have to
overcome?”
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6. Give the trainees time to write notes for those two areas.
7. Ask one trainee to read all the opportunities and threats out loud.
8. Let the trainees discuss their output.
Assessment Method:
Performance Test
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PERFORMANCE CRITERIA CHECKLIST NO. 4.2-1
Name of Trainees:_____________________________________________Date:
Did I? YES NO
1. Draw the four quadrants?
2. Write down notes for strengths and weaknesses areas?
3. Read all strengths and weaknesses out loud?
4. Write down notes for opportunities and threats areas?
5. Read all opportunities and threats out loud?
6. Discuss my output to my fellow trainees?
Comments/ Observations: ____________________________________________________
________________________________________________________________________________
Name of trainer and Signature: _______________________________________________
Date: _______________________________
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LEARNING OUTCOME NO. 3 Boost Self-Confidence and Develop Self-
Regulation
CONTENTS:
1. Self-Regulation Theory
2. Personality Development Concepts
3. Key Theories of Personality Formation
4. 7 Habits of Highly Effective People
ASSESSMENT CRITERIA
1. Efforts for continuous self-improvement are demonstrated
2. Counter-productive tendencies at work are eliminated
3. Positive outlook in life are maintained
CONDITIONS
The trainees must be provided with the following: Modules/Manuals
METHODOLOGIES
Small Group Discussion

Lecture
Role Play
ASSESSMENT METHOD
Written Test
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Learning Outcome No. 3: Boost Self-Confidence and Develop Self-Regulation

information on Self-Regulation
No. 4.3-1 on Self-Regulation Theory,
Theory, Personality Development
Personality Development Concepts, Key
Concepts, Key Theories of
Theories of Personality Formation and 7 Habits
Personality Formation and 7
of Highly Effective People
Habits of Highly Effective People
Answer the Self-Check 4.3-1 to measure

your knowledge on the topic.
In comparing your answers from

the model answer, be sure that all
your answers are correct before
proceeding to the next activity.
Compare your answer with the Model Answer
4.3-1
Upon completion of these
activities, you may proceed to the
next Unit of Competency.
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Information Sheet No. 4.3-1
Boost Self-confidence and Develop Self-regulation
Learning Objective: After reading this Information Sheet, you must be able to boost self-
confidence and develop self-regulation
Self-Regulation Theory
What we want is not always good for us. Short-term desires and urges might
suggest that we eat high fat food or punch people who annoy us, but clearly these have a
longer-term cost.
Likewise, if a doctor suggests we should take regular walks or a teacher says we must
study more, and we know this is good advice, then we need to have the self-discipline to
implement such recommendations.
The question may even go to what we believe and think. Religions provide many
guidelines as to proper thought and adherents try hard to think the right things, difficult
as this can be.
Self-regulation theory (SRT) says that we expend effort in control of what we think, say
and do, trying to be the person we want to be, both in particular situations and in the
longer-term.
Much self-regulation is in stopping ourselves from doing things we know we should not
do, for example preventing ourselves from impolitely telling other people that they are
stupid. Self- regulation is also applied in creating positive behavior, such as studying for
exams.
Self-regulation is typically needed when there is a conflict of motivations, for example to

run away from a fire as opposed to helping to rescue victims of the fire.
Four components of self-regulation described by Baumeister et al (2007) are:
• Standards: of desirable behaivor.

• Motivation: to meet standards.
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• Monitoring: of situations and thoughts that proceed breaking standards.
• Willpower: internal strength to control urges.
We do not always succeed at this task, partly because we also have to attend to other
things, like what the other person is saying and partly because the whole process of self-
regulation is tiring.
Self-regulation includes impulse control, the management of short-term desires. People

with low impulse control prone to acting on immediate desires. This is one route for such
people to find their way to jail as many criminal acts occur in the heat of the moment.
For non-violent people it can lead to losing friends through careless outbursts, or
financial problems caused by making too many impulse purchases.
Personality Development Concept
Personality is something that people tend to think a lot about. When we meet new
people, whether through work, school, or social events, it is often their personality on
which we immediately focus. Whether they are nice, helpful, outgoing, or shy are just a
few of the things that we assess as we evaluate the people around us.
Why Is Personality so Important?
It is our personality that makes us who we are, but how exactly do our personalities
form? Personality development has been a major topic of interest for some of the most
prominent thinkers in psychology. Since the inception of psychology as a separate
science, researchers have proposed a variety of ideas to explain how and why personality
develops.
What do we mean when we talk about personality development? Personality development

refers to how the organized patterns of behavior that make up each person's unique
personality emerge over time. Many factors go into influencing personality, including
genetics, environment, parenting, and societal variables. Perhaps most importantly, it is
the ongoing interaction of all of these influences that continue to shape personality over
time.
Key Theories of Personality Formation
Our personalities make us unique, but how does personality develop? How exactly do we
become who we are today? What factors play the most important role in the formation of
personality? Can personality ever change?
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To answer this question, many prominent theorists developed theories to describe
various steps and stages that occur on the road of personality development. The
following theories focus on various aspects of personality development, including
cognitive, social, and moral development.
Freud’s Stages of Psychosexual Development
In addition to being one of the best-known thinkers in the area of personality

development, Sigmund Freud remains one of the most controversial. In his well-known
stage theory of psychosexual development, Freud suggested that personality develops in
stages that are
related to specific erogenous zones. Failure to complete these stages, he suggested,

would lead to personality problems in adulthood.
Freud’s Structural Model of Personality
Freud not only theorized about how personality developed over the course of childhood,
but he also developed a framework for how overall personality is structured. According
to Freud, the basic driving force of personality and behavior is known as the libido. This
libidinal energy fuels the three components that make up personality: the id, the ego,
and the superego.
The id is the aspect of personality present at birth. It is the most primal part of the
personality and drives people to fulfill their most basic needs and urges. The ego is the
aspect of personality charged with controlling the urges of the id and forcing it to behave
in realistic ways. The superego is the final aspect of personality to develop and contains
all of the ideals, morals, and values imbued by our parents and culture. This part of
personality attempts to make the ego behave according to these ideals. The ego must
then moderate between the primal needs of the id, the idealistic standards of the
superego and reality.
Freud's concept of the id, ego, and superego has gained prominence in popular culture,
despite a lack of support and considerable skepticism from many researchers. According
to Freud, it is the three elements of personality that work together to create complex
human behaviors.
Erikson’s Stages of Psychosocial Development
Erik Erikson’s eight-stage theory of human development is one of the best-known

theories in psychology. While the theory builds on Freud’s stages of psychosexual
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development, Erikson chose to focus on how social relationships impact personality
development. The theory also extends beyond childhood to look at development across
the entire lifespan.
At each stage of psychosocial development, people face a crisis in which a task must be
mastered. Those who successfully complete each stage emerge with a sense of mastery
and well-being. Those who do not resolve the crisis at each stage may struggle with
those skills for the remainder of their lives.
Piaget’s Stages of Cognitive Development
Jean Piaget’s theory of cognitive development remains one of the most frequently cited in
psychology, despite being subject to considerable criticism. While many aspects of his
theory have not stood the test of time, the central idea remains important today:
children think differently than adults.
According to Piaget, children progress through a series of four stages that are marked by
distinctive changes in how they think. How children think about themselves, others, and
the world around them plays an important role in the formation of personality.
Kohlberg’s Stages of Moral Development
Lawrence Kohlberg developed a theory of personality development that focused on

the growth of moral thought. Building on a two-stage process proposed by Piaget,
Kohlberg expanded the theory to include six different stages. While the theory has been
criticized for a number of different reasons, including the possibility that it does not
accommodate different genders and cultures equally, Kohlberg’s theory remains
important in our understanding of how personality develops.
Personality involves not only inborn traits but also the cognitive and behavioral
patterns that influence how people think and act. Temperament is a key part of the
personality that is determined by inherited traits. It is the aspects of personality that are
innate and have a lasting influence on behavior.
Character is another aspect of personality influenced by experience that continues
to grow and change throughout life. While personality continues to evolve over time and
respond to the influences and experiences of life, much of personality is determined by
inborn traits and early childhood experiences.
7 Habits of Highly Effective People
How do you give direction to your life in a constructive and effective way? The book
The 7 Habits of Highly Effective People (1989), provides an answer to this central
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question, based on 7 Habits of Highly Effective People. Stephen Covey expresses the
‘action plan in the following structured model of development.
1. Be pro-active
Pro activity has a lot to do with a person’s “circle of influence”. What you can control,
what you can influence and what is out of your reach. Pro activity is strongly related to
acknowledging your own responsibility and influence. The first big step that has to be
taken is the step from dependence to independence. Here you will begin to determine
your own life by using your own agenda. You are aware of the fact that you are the
architect of your own life (habit 1 of the seven habits of highly effective people) and with
this knowledge you set to work.
2. Begin with the end in Mind
This is the habit of vision, objectives, and mission. Beginning with the end in mind
means that when you make decisions today you consistently take into consideration
what you stand for ‘in general’. Habit 2 has to do with the principles and guidelines you
choose to live by. You determine what you find important in life, what you stand for,
what you want to accomplish.
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3. Put first things first
This habit has to do with integrity, discipline, sticking to your agreements. What is life
about, and how do you wish to shape your own life? Knowing this, you will get to work
pro-actively while setting the right priorities. The second big step is that of independence
to (self-selected) interdependence.
4. Think win-win
This is the habit of the Paradox. Temptation is strong to think in terms of winning OR
losing- or wanting to be right. The trick is to recognize that a paradox provides an
opportunity to unite the poles. You will be independent but at the same time you realize
that you can accomplish more by cooperating with other people. You know what you are
worth, but you also realize that you need the other person and that it is important to
give and receive love. You can accomplish this by thinking in terms of win-win. In case of
conflicts you will always search for solutions that are fair to all parties and in which
there are no losers.
5. Seek first to understand then to be understood
Concentrate first on understanding the other person and then put energy into being
understood. This is the habit of listening, one of the basic qualities of a leader or a
coach.
6. Synergize
The sixth habit of the seven habits of highly effective people, that is required to achieve
interdependence is synergizing. This means that your approach is fundamentally based
on respect, cooperation and trust. This is the habit of strengthening. the pitfall is
compromise. The objective is to find the third path: how can two paradoxes be combined
into something better?
7. Sharpen the saw
The last, seventh habit of the seven habits of highly effective people is maintenance. This
is the habit that tells you that are with improving yourself and perseverance. By taking
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plenty of exercise, rest, meditation, etcetera, you will keep your body, mind,
relationships and spirituality in balance.
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SELF-CHECK NO. 4.3-1
TRUE OR FALSE
Direction: Write T if the statement is true and write F if the statement is False.
1. What we want is always good for us.
2. Self-regulation is typically needed when there is a conflict of motivations.
3. It is our personality that makes us who we are.
4. Character is another aspect of personality influenced by experience that

continues to grow and change throughout life.
5. “Think Win-Win” is a habit that has to do with integrity, discipline, sticking to

your agreements.
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ANSWER KEY 4.3-1
TRUE OR FALSE
1. F
2. T
3. T
4. T
5. F
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Bibliography
https://www.mindtools.com/pages/article/newTMC_05.htm
https://www.inc.com/geoffrey-james/8-ways-to-improve-your-attitude.html
https://www.ed.ac.uk/reflection/reflectors-toolkit/reflecting-on-experience/gibbs-
reflective-cycle http://changingminds.org/explanations/theories/self_regulation.htm
https://www.verywellmind.com/personality-development-2795425
https://www.funretrospectives.com/swot-strengths-weaknesses-opportunities-threats/
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COMPETENCY-BASED LEARNING MATERIALS

Sector : AUTOMOTIVE AND LAND TRANSPORT

Qualification : DRIVING NCII

Unit of Competency : DEVELOP CAREER AND LIFE DECISIONS

Module Title : DEVELOPING CAREER AND LIFE DECISIONS

You are required to go through a series of learning activities in order to

You need to complete this module before moving to another competency.

3 Solve/Address General Solving/Addressing

5 Contribute to Workplace Contributing to 400311214

6 Present Relevant Information Presenting Relevant 400311215

Exercise Efficient and Exercising Efficient and 400311217

9 Practice Entrepreneurial Skills Practicing Entrepreneurial 400311218

How to Use This Competency-Based Learning Material 1

Qualification Title: Driving NCII

Unit of Competency: Develop Career and Life Decisions

Module Title: Developing Career and Life Decisions

This module covers materials to use such as CBLM, information

NOMINAL DURATION: 3 Hours

At the end of this module you MUST

Lo 1. Manage one’s emotion

Lo 2. Develop reflective practice

Lo 3. Boost self-confidence and develop self-regulation

2. The Nine Work Strategies of the Star Performer

3. Enablers and Barriers in Achieving Personal and Career Goals

4. Handling Negative Emotions

1. Self-management are identified

2. Skills to work independently and to show initiative to be conscientious and

The trainees must be provided with the following: Modules/Manuals/Electronic Copy

Discussion (Offline/Online) Lecture (Offline/Online)

Learning Outcome No. 1: Manage One’s Emotion

Learning Activities Special Instructions

Read Information Sheet The Information Sheets gives you

Answer the Self-Check 4.1-1 to measure your

Why Self-Management Is Important?

Self-management- management by oneself of oneself or one's affairs Self-

It also refers to a combination of behaviors that focus on how people manage

Self-management strategies may include self-monitoring, self-monitoring

Increase Your Emotional Intelligence through Self-Management

3. Pay attention to “self talk.”

4. Remember, you have a choice.

• Making a commitment to lifelong learning in support of both the

Kelley emphasizes that star employees are intrinsically managing both

1. Initiative: Blazing Trails in the Organization’s White Spaces

Enablers and Barriers in Achieving Personal and Career Goals

2. Fear of change and success

4. Isolation and lack of support

5. Should from family and society

6. Financial obligations and fear of poverty

9. Not knowing what you would love to do

10. Fear of making the wrong decision

According to Fisher's research, the most common negative emotions experienced

Here are some suggestions for dealing with frustration:

Try these tips to deal with worrying:

Out-of-control anger is perhaps the most destructive emotion that people

Try these suggestions to control your anger:

Dealing with disappointment or unhappiness at work can be difficult. Of all the

a. It also refers to a combination of

e. Of all the emotions you might feel at

i. Dealing with this at work

ANSWER KEY 4.1-1

1. Basic SWOT Analysis

1. Personal strengths and achievements, based on self-assessment strategies and

3. Outcomes of personal and academic challenges by reflecting on previous problem

The trainees must be provided with the following: Modules/Manuals/electronic copy