BASIC

COMPETENC
Y
5
 HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL

Welcome to the module in “CONTRIBUTING TO WORKPLACE

INNOVATION”. This module contains training materials and activities for you to
complete.

The unit of competency “CONTRIBUTE TO WORKPLACE INNOVATION”

contains knowledge, skills and attitudes required for RICE MACHINERY
OPERATIONS NC II.

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

learning outcomes of the module. In each learning outcome has Information
Sheets, Self-Checks, Operation Sheet, Operation Sheets and Job Sheets.
Follow these activities on your own. If you have questions, don’t hesitate to ask your
facilitator or trainer for assistance.

The purpose of the course is the development of practical skills. To gain these
activities, you must learn basic concepts and terminologies. For the most part, you
will get this information from the information sheets and TESDA website,
www.tesda,gov.ph.

This module is prepared to help you achieve the required competency. In”
CONTRIBUTE TO WORKPLACE INNOVATION”.

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 trainer.

Reminder to:

 Work through all information and complete the activities in each action.

 Read information sheets and complete the self-check. Suggested references

are included to supplement the materials provided in this module.

 Most probably your trainer will also be your supervisor or manager. He /She
is there to support you and show the correct way to do things.

 You will be given plenty of opportunity t ask question and practice on the job.
Make sure your practice your new skills during regular work shifts. This way
you will improve both your speed and memory and also your confidence.

Use your self-checks, Operation Sheets or Job Sheets at the end of each
section to test your own progress.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

When you feel confident that you had sufficient practice, ask your trainer to evaluate.
the result of your assessment will be recorded in your progress chart and
accomplishment Chart.

You need to complete this module before you can perform the net module.

No. Unit of Competency Module Title Code

1. Participate in the Participating in workplace 400311210
workplace communication
communication
2. Work in a team Working in a team environment 400311211
environment
3 Solve/address routine Solving/addressing routine 400311212
problem problem
4. Develop Career and Developing Career and life 400311213
life Decisions Decisions
5. Contribute to Contributing to workplace 400311214
workplace innovation
innovation
6 Present relevant Presenting relevant information 400311215
information
7 Practice occupational Practicing occupational 400311216
Safety and health Safety and health policies and
policies and procedures
procedures
8. Exercise efficient and Exercising efficient and effective 400311217
effective sustainable sustainable practices in the
practices in the workplace,
workplace,
9. Practice Practicing entrepreneurship skills 400311218
entrepreneurship in the workplace
skills in the
workplace.

.
RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation
 MODULE CONTENT

UNIT OF COMPETENCY: CONTRIBUTE TO WORKPLACE INNOVATION

MODULE TITLE: CONTRIBUTING TO WORKPLACE INNOVATION

MODULE DESCRIPTOR:

Module Descriptor: This unit covers the knowledge, skills, and attitudes in
Managing one’s emotions, developing reflective practice,
and boosting self- confidence and developing self-
Regulation

Nominal Duration: 3 HRS

Learning Outcomes:

Upon completion of the module, the trainees/students should be able to:

1. Identify opportunities to do things better

2. Discuss and develop ideas with others
3. Integrate ideas for a change in the workplace.

Assessment criteria:
1. Opportunities for improvement are identified proactively in own area of work.
2. Information are gathered and reviewed which may be relevant to ideas and which
might assist in gaining support for idea
3. People who could provide input to ideas for improvements are identified.
4. Ways of approaching people to begin sharing ideas are selected.
5. Meeting is set with relevant people.
6. Ideas for follow up are review and selected based on feedback.
7. Critical inquiry method is used to discuss and develop ideas with others.
8. Critical inquiry method is used to integrate different ideas for change of key people.
9. Summarizing, analyzing and generalizing skills are used to extract salient points in the
pool of ideas.
10. Reporting skills are likewise used to communicate results.
11. Current Issues and concerns on the systems, processes and procedures, as well as
the need for simple innovative practices are identified.

.
RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
 Prepared by: Revision #02
Contribute to Workplace Innovation

COMPETENCY SUMMARY

Qualification Title: RICE MACHINERY OPERATIONS NC II

Unit of Competency: CONTRIBUTE TO WORKPLACE INNOVATION

Module Title: CONTRIBUTING TO WORKPLACE INNOVATION

Introduction

This module covers the knowledge, skills and attitudes required to obtain, interpret
and convey information in response to workplace requirements.

Learning Outcomes:

Upon completion of the module, the trainees/students should be able to:

 Identify opportunities to do things better

 Discuss and develop ideas with others
 Integrate ideas for a change in the workplace.

Assessment criteria:
1. Opportunities for improvement are identified proactively in own area of work.
2. Information are gathered and reviewed which may be relevant to ideas and which might
assist in gaining support for idea
3. People who could provide input to ideas for improvements are identified.
4. Ways of approaching people to begin sharing ideas are selected.
5. Meeting is set with relevant people.
6. Ideas for follow up are review and selected based on feedback.
7. Critical inquiry method is used to discuss and develop ideas with others.
8. Critical inquiry method is used to integrate different ideas for change of key people.
9. Summarizing, analyzing and generalizing skills are used to extract salient points in the
pool of ideas.
10. Reporting skills are likewise used to communicate results.
11. Current Issues and concerns on the systems, processes and procedures, as well as
the need for simple innovative practices are identified.

RICE MACHINERY Date prepared: Document No.

 OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

LEARNING EXPERIENCES

Learning Activities Special Instructions

 Read information sheet 5.1-1 This Learning Outcome deals with the
on 7 habits of highly effective development of the Institutional
people Competency Evaluation Tool which
trainers use in evaluating their trainees
Self-check 5.1-1 after finishing a competency of the
qualification.
ANSWER SELF –CHECK 5:1-1
Go through the learning activities
outlined for you on the left column to
gain necessary information or
knowledge before doing the tasks to
practice on performing the requirements
of the evaluation tool.

The output of this LO is a complete

Institutional Competency Evaluation
Package for one Competency of RICE
MACHINERY OPERATIONS NC II.
Your output shall serve as one of your
portfolio for your Institutional
Competency Evaluation for IDENTIFY
OPPORTUNITIES TO DO THINGS
BETTER . Feel free to show your
outputs to your trainer as you
accomplish them for guidance and
evaluation.

After doing all the activities for this LO,

you are ready to proceed to the next
LO:
DISCUSS AND DEVELOP IDEAS
WITH OTHERS
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

LEARNING OUTCOME #1-3

Identify opportunities to do things better

Learning Objective:

Identify opportunities to do things better

CONTENT:

 7 habits of highly effective people

ASSESSMENT CRITERIA

 Opportunities for improvement are identified proactively in own area of work.

 Information are gathered and reviewed which may be relevant to ideas and which might
assist in gaining support for idea
 People who could provide input to ideas for improvements are identified.
 Ways of approaching people to begin sharing ideas are selected.
 Meeting is set with relevant people.
 Ideas for follow up are review and selected based on feedback.
 Critical inquiry method is used to discuss and develop ideas with others.
 Critical inquiry method is used to integrate different ideas for change of key people.
 Summarizing, analyzing and generalizing skills are used to extract salient points in the
pool of ideas.
 Reporting skills are likewise used to communicate results.
 Current Issues and concerns on the systems, processes and procedures, as well as
the need for simple innovative practices are identified.
CONDITIONS: Students /trainees must be provided with the following:

 Workplace
 Job procedures
 Osh Personal Records
 Learning Guides
 *OSH protocols
 *OSH indicators
 *TLV
 *Hazards and identification and control
 *Videos/charts and online links

ASSESSMENT METHODS

 Written test
 practical exam
 Observation and interview
  Role playing.

RICE MACHINERY Date prepared: Document No.

OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

Information Sheet 1.1-1

7 habits of highly effective people

Learning Objectives:

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

a.) Identify the 7 habits of highly effective people

Content:

An individual contributor can lead a project, manage a budget, set deadlines and
deliverables, or spearhead client relationship management. Individual
contributors aren't managing a team and likely have more time to devote to other
advanced responsibilities.

What are the roles in workplace?

Everyone in a workplace has distinct roles and responsibilities for health and safety
at their workplace. This includes the employer, supervisor, worker, self-employed
person, prime contractor, owner, supplier, and director or officer of a
corporation.

Why is individual contributor role important?

Thanks to managers, individual contributors can focus on the specialized work they
were hired to do—rather than on career coaching and mentorship. ICs are the ones
who produce work and execute projects, like coding an app or writing a blog post. As
a result, they often spend less time in meetings than managers do.

.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

What are the 10 roles?

The ten roles as per Mintzberg (1973) are: “figurehead, leader, liaison, monitor,
disseminator, spokesperson, entrepreneur, disturbance handler, resource
allocator, and negotiator”. These different roles were also divided into three main
categories: “interpersonal, informational, and decisional
Levels of Participation
Participation is a ‘buzz word’ in international development, a term that embraces a
wide range of possible meanings. Many different actors in development adopt the
language of participation, but with different and sometimes contradictory motivations
and objectives. Here we look at different meanings of participation and discuss two
important typologies that highlight the different ways the word has been used and the
outcomes that have resulted.

The many meanings of participation

As one of the key words in development, participation is used by actors from very
different political backgrounds. Lack of conceptual clarity poses real risks.
Representatives from opposite ends of the political spectrum use the language of
participation but mean different things. Some speak of transforming power structures
in society that oppress the poor, while others talk of the economic participation
needed to advance a neoliberal agenda. In local politics, ‘participation’ can mask
manipulation, or the legitimation of interventions driven by more powerful actors in
which citizens have no control.

Clarity and specificity are therefore necessary in any policy discussion or intervention
claiming to make use of participatory approaches. It helps to understand what
citizens actually do, or what is done to them, when they are encouraged to
participate. It also helps to understand participation as something deeply political,
and to retain the notion of rights and empowerment.

To clarify the concept of participation, a number of scholars have formulated

typologies which outline different levels of participation. Two well-known efforts are
Sherry Arnstein’s 1969 ladder of citizen participation and Sarah White’s 1996 work
on the forms and functions of participation.

The ladder of citizen participation

The ladder of citizen participation (shown below) has eight steps, each representing
a different level of participation. From bottom to top, the steps explain the extent of
citizen participation and how much real power citizens have to determine the process
and outcomes.

The ladder is a useful tool for interpreting what is meant when programmes and
policies refer to ‘participation’. Arnstein uses the terms ‘the powerful’ and ‘citizens’ as
shorthand, but emphasises that neither are homogenous entities; and that each
grouping contains actors with more or less power.

At the lowest end of the ladder, forms of non-participation are used by powerful
actors to impose their agendas. Participation as tokenism occurs when participants
hear about interventions and may say something about them, which power holders
denote as ‘input’. However, the voices of participants will not have any effect on the
intervention; thus participation does not lead to change. At the higher end of the
ladder, participation is about citizens having more power to negotiate and change the
status quo. Their voices are heard and responded to.

7 Habits of Highly Effective People

1. Be Proactive
2. Begin with the End in Mind
3. Put First Things First
4. Think Win-Win
5. Seek First to Understand, Then to Be Understood
6. Synergize
7. Sharpen the Saw.
RICE MACHINERY Date prepared: Document No.
 OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

1. Be Proactive
Quick Summary:

We're in charge. We choose the scripts by which to live our lives. Use this self-
awareness to be proactive and take responsibility for your choices.

The first habit that Covey discusses is being proactive. What distinguishes us as
humans from all other animals is our inherent ability to examine our own character,
to decide how to view ourselves and our situations, and to control our own
effectiveness.

Put simply, in order to be effective one must be proactive.

Reactive people take a passive stance — they believe the world is happening to
them. They say things like:

 "There's nothing I can do."

 "That's just the way I am."

They think the problem is "out there" — but that thought is the problem. Reactivity
becomes a self-fulfilling prophecy, and reactive people feel increasingly victimized
and out of control.

Proactive people, however, recognize they have responsibility — or "response-

ability," which Covey defines as the ability to choose how you will respond to a given
stimulus or situation.

In order to be proactive, we must focus on the Circle of Influence that lies within our
Circle of Concern— in other words, we must work on the things we can do something
about. .
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

The positive energy we exert will cause our Circle of Influence to expand.

Reactive people, on the other hand, focus on things that are in their Circle of
Concern but not in their Circle of Influence, which leads to blaming external factors,
emanating negative energy, and causing their Circle of Influence to shrink.

Key Lessons:

Challenge yourself to test the principle of proactivity by doing the following:

1. Start replacing reactive language with proactive language.

Reactive = "He makes me so mad."Proactive = "I control my own feelings."

2. Convert reactive tasks into proactive ones.

2. Begin with the End in Mind

.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

RICE MACHINERY Date prepared: Document No.

 OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

In order to maintain the discipline and the focus to stay on track toward our goals, we
need to have the willpower to do something when we don't want to do it. We need to
act according to our values rather than our desires or impulses at any given moment.

.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

We react to urgent matters. We spend our time doing things that are not important.
That means that we neglect Quadrant II, which is the actually most crucial of them
all.

If we focus on Quadrant I and spend our time managing crises and problems, it
keeps getting bigger and bigger until it consumes us. This leads to stress, burnout,
and constantly putting out fires.

If we focus on Quadrant III, we spend most of our time reacting to matters that
seem urgent, when the reality is their perceived urgency is based on the priorities
and expectations of others. This leads to short-term focus, feeling out of control, and
shallow or broken relationships.

If we focus on Quadrant IV, we are basically leading an irresponsible life. This

often leads to getting fired from jobs and being highly dependent on others.

Quadrant II is at the heart of effective personal management. It deals with things like
building relationships, long-term planning, exercising, preparation — all things we
know we need to do but somehow seldom get around to actually doing because they
don't feel urgent.

In order to focus our time in Quadrant II, we have to learn how to say "no" to other
activities, sometimes ones that seem urgent. We also need to be able to delegate
effectively.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

Plus, when we focus on Quadrant II, it means we're thinking ahead, working on the
roots, and preventing crises from happening in the first place! This helps us
implement the Pareto Principle — 80% of your results come from 20% of your time.

We should always maintain a primary focus on relationships and results, and a

secondary focus on time.

"Think effectiveness with people and efficiency with things." —Stephen

Covey

Key Lessons:

Here are some ways you can practice putting first things first:

1. Identify a Quadrant II activity you've been neglecting. Write it down and

commit to implementing it.

2. Create your own time management matrix to start prioritizing.

3. Estimate how much time you spend in each quadrant. Then log your time over
3 days. How accurate was your estimate? How much time did you spend in
Quadrant II (the most important quadrant)?

4. Think Win-Win

Quick Summary:

In order to establish effective interdependent relationships, we must commit to

creating Win-Win situations that are mutually beneficial and satisfying to each party.

Covey explains that there are six paradigms of human interaction:

1. Win-Win: Both people win. Agreements or solutions are mutually beneficial and
satisfying to both parties.

2. Win-Lose: "If I win, you lose." Win-Lose people are prone to use position, power,
credentials, and personality to get their way.

3. Lose-Win: "I lose, you win." Lose-Win people are quick to please and appease,
and seek strength from popularity or acceptance.

4. Lose-Lose: Both people lose. When two Win-Lose people get together — that is,
when two, determined, stubborn, ego-invested individuals interact — the result will
be Lose-Lose.

5. Win: People with the Win mentality don't necessarily want someone else to lose
— that's irrelevant. What matters is that they get what they want.
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

6. Win-Win or No Deal: If you can't reach an agreement that is mutually beneficial,

there is no deal.

The best option is to create Win-Win situations. With Win-Lose, or Lose-Win, one
person appears to get what he wants for the moment, but the results will negatively
impact the relationship between those two people going forward.

The Win-Win or No Deal option is important to use as a backup. When we have No

Deal as an option in our mind, it liberates us from needing to manipulate people and
push our own agenda. We can be open and really try to understand the underlying
issues.

In solving for Win-Win, we must consider two factors: Consideration and courage.
Take a look at the following chart:

"To go for Win-Win, you not only have to be nice, you have to be
courageous." — Stephen Covey

Another important factor in solving for Win-Win situations is maintaining

an Abundance Mentality, or the belief that there's plenty out there for everyone.

Most people operate with the Scarcity Mentality — meaning they act as though
everything is zero-sum (in other words, if you get it, I don't). People with the Scarcity
Mentality have a very hard time sharing recognition or credit and find it difficult to be
genuinely happy about other people's successes.

When it comes to interpersonal leadership, the more genuine our character is, the
higher our level of proactivity; the more committed we are to Win-Win, the more
powerful our influence will be.

To achieve Win-Win, keep the focus on results, not methods; on problems, not
people.
Lastly, the spirit of Win-Win can't survive in an environment of competition. As an
organization, we need to align our reward system with our goals and values and have
the systems in place to support Win-Win. .
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

Key Lessons:

Get yourself to start thinking Win-Win with these challenges:

1. Think about an upcoming interaction where you'll be attempting to reach an

agreement or solution. Write down a list of what the other person is looking for. Next,
write a list next to that of how you can make an offer to meet those needs.

2. Identify three important relationships in your life. Think about what you feel
the balance is in each of those relationships. Do you give more than you take? Take
more than you give? Write down 10 ways to always give more than you take with
each one.

3. Deeply consider your own interaction tendencies. Are they Win-Lose? How
does that affect your interactions with others? Can you identify the source of that
approach? Determine whether or not this approach serves you well in your
relationships. Write all of this down.

Email is one place we all quickly build poor habits. Rather than wasting time by
copying and pasting email templates that you use every day, we recommend
using HubSpot's free CRM to easily send personalized email templates in Gmail and
Outlook.

5. Seek First to Understand, Then to Be Understood

Quick Summary:

Before we can offer advice, suggest solutions, or effectively interact with another
person in any way, we must seek to deeply understand them and their perspective
through empathic listening.

Let's say you go to an optometrist and tell him that you've been having trouble
seeing clearly, and he takes off his glasses, hands them to you and says, "Here, try
these — they've been working for me for years!" You put them on, but they only
make the problem worse. What are the chances you'd go back to that optometrist?

Unfortunately, we do the same thing in our everyday interactions with others. We

prescribe a solution before we diagnose the problem. We don't seek to deeply
understand the problem first.

Habit 5 says that we must seek first to understand, then to be understood. In order to
seek to understand, we must learn to listen.

.
RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation
 Self-Check 1.1-1

Choices:

Reactive or Proactive

Direction: Write your answer on the space provided before each number

______1. People recognizes responsibility

______2.A passive people, they believe the world is happening to them.
______3.People convinces to be happier.
______4.People evades people.
______5.People focuses on concern.

.
RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
 Prepared by: Revision #02
Contribute to Workplace Innovation

Answers to Self-Check 1.1-1

1. Proactive
2. Reactive
3. Proactive
4. Reactive
5. Proactive
 .
RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

LENKOY FARM TECHNICAL

SCHOOL AND ASSESSMENT
CENTER,INC.
New Nagcarlan, Poblacion, President Roxas, Nort Cotabato

Name of Trainee___________________________________________Date_____________________
Program__________________________________________________________________________
Address_________________________________________________Age _______________________
Email Add ___________________________________________Fb Account_____________________

Activity Sheet Form 5:1

Title: Let’s do PLAY
Activity Be an actor.
Objective
Materials Paper, ball pen and yourself.

Get Involved

Please group into two.

An actor of this activity . High Courage vs Low Courage

Signature Over Printed Name Signature Over Printed

Name
Trainee Trainer
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation

LENKOY FARM TECHNICAL

SCHOOL AND ASSESSMENT
CENTER,INC.
New Nagcarlan, Poblacion, President Roxas, Nort Cotabato

Name of Trainee___________________________________________Date_____________________
Program__________________________________________________________________________
Address_________________________________________________Age _______________________
Email Add ___________________________________________Fb Account_____________________

Performance Rating Sheet

CRITERIA SCALE

5 4 3 2 1
1. Preparation before the activity.
2. Willingness on the subjects
3. Familiarity of the subject matter.
4. Mind preparation before administering the
activity.
5. Ability to deal with the peers.

Legend:

5 – excellent
4 – very satisfactory
3– satisfactory
2- good
1-poor

Checked by:

Trainer
 RICE MACHINERY Date prepared: Document No.
OPERATION February 18, 2023 Issued by: Page No.
NC 2 LFTSACI
Prepared by: Revision #02
Contribute to Workplace Innovation