SESSION PLAN

Sector

INFORMATION COMMUNICATION TECHNOLOGY

Qualification Title

PROGRAMMING NC IV

Unit of Competency

Design Program Logic

Module Title

Designing Program Logic

Learning Outcomes:
1. Select the program logic design approach
2. Document the program logic or design
3. Validate the design
A. INTRODUCTION: This module defines the competency required to describe the various processes in a program to
ensure that there is understanding of user and design requirements.
B. LEARNING ACTIVITIES
LO1 Select the program logic design approach
Learning Content

Methods

Presentation

College for Research

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CONSUMER
ELECTRONICS
SERVICING NC IV

Practice

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

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Resources

Time

The
program
design and
structure

Lecture/
Demonstratio
n

Read Information Sheet Perform

1.1-1 of the Program Self-check
design and structure
1.1-1

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Check
Answer
Answer
1.1-1

your Information
54Hr
to Sheet
with s
key answer key

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College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 3

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 4

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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C. ASSESSMENT PLAN

Written / Oral Examination

Observation
Practical Demonstration
Case Study (Defense)

D. TEACHERS SELF-REFLECTION OF THE SESSION

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

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INFORMATION SHEET 1.1-1

Learning Objective:
After reading this INFORMATION SHEET, YOU MUST be able to identify the coaching and mentoring in CONSUMER
ELECTRONICS SERVICING.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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What are Coaching and Mentoring?

Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential.
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do
whether the services are offered in a paid (professional) or unpaid (philanthropic) role.

Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in
making real, lasting change.

Use questioning techniques to facilitate client's own thought processes in order to identify solutions and actions
rather than takes a wholly directive approach

Support the client in setting appropriate goals and methods of assessing progress in relation to these goals

Observe, listen and ask questions to understand the client's situation

Creatively apply tools and techniques which may include one-to-one training, facilitating, counseling & networking.

Encourage a commitment to action and the development of lasting personal growth & change.

Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and nonjudgmental of the client, their views, lifestyle and aspirations.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

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Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or
mentoring relationship.

Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is
successful and the client is achieving their personal goals.

Encourage clients to continually improve competencies and to develop new developmental alliances where necessary
to achieve their goals.

Work within their area of personal competence.

Possess qualifications and experience in the areas that skills-transfer coaching is offered.

Manage the relationship to ensure the client receives the appropriate level of service and that programs are neither
too short, nor too long.

Useful definitions
The common thread uniting all types of coaching & mentoring is that these services offer a vehicle for analysis, reflection
and action that ultimately enable the client to achieve success in one more areas of their life or work.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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Here are some published definitions we particularly like...

Coaching is
"a process that enables learning and development to occur and thus performance to improve. To be a successful a
Coach requires a knowledge and understanding of process as well as the variety of styles, skills and techniques that are
appropriate to the context in which the coaching takes place"

Mentoring is...
"off-line help by one person to another in making significant transitions in knowledge, work or thinking"

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 10

The difference between coaching and mentoring

As can be seen above, there are many similarities between coaching and mentoring! Mentoring, particularly in its
traditional sense, enables an individual to follow in the path of an older and wiser colleague who can pass on knowledge,
experience and open doors to otherwise out-of-reach opportunities. Coaching on the other hand is not generally performed
on the basis that the coach has direct experience of their client's formal occupational role unless the coaching is specific
and skills focused.
Having said this, there are professionals offering their services under the name of mentoring who have no direct experience
of their clients' roles and others offering services under the name of coaching who do. So the moral of the story is, it is
essential to determine what your needs are and to ensure that the coach or mentor can supply you with the type and level
of service you require, whatever that service is called.
Business coaching & mentoring
Organizational development, changes brought about by mergers and acquisitions as well as the need to provide key
employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or
mentoring.
At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as
a professional or personal development tool. Coaching and mentoring are also closely linked with organizational change
initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and
goals.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 11

Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce
staff turnover as individuals feel valued and connected with both small and large organizational changes. This role may be
provided by internal coaches or mentors and, increasingly, by professional coaching agencies.
Coaching and mentoring programs generally prove to be popular amongst employees as coaching achieves a balance
between fulfilling organizational goals and objectives whilst taking into account the personal development needs of
individual employees. It is a two-way relationship with both the organization and the employee gaining significant benefits.
There is also an increasing trend for individuals to take greater responsibility for their personal & professional development
and even those who are employed in large organizations are no longer relying on employers to provide them with all or their
career development needs. There has been an increase in the number of individuals contracting coaches and mentors on a
private basis. Some are looking for a career change, but many are also seeking to maximize their potential with an existing
employer or achieve greater balance with their work and home lives.

Executive Coaching & Mentoring

There is a great deal of overlap between business and executive coaching or mentoring. Many people will offer either
service, but there is a growing body of professionals in the UK who are calling themselves executive coaches and mentors
and are differentiating themselves in the marketplace. The key differences between business and executive coaching and
mentoring are that Executive coaches and mentors typically

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

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Have a track record in professional and executive roles

Work exclusively with the 'high-flyers' or with those who have potential to be a high flyer

Work at board or CEO level within high profile or 'blue-chip' organizations

Offer total confidentiality

Work with potential 'captains of industry' and high profile business leaders

Performance Coaching and mentoring

Many coaching clients will seek coaching or mentoring for performance enhancement rather than the rectification of a
performance issue. Coaching & mentoring have been shown to be highly successful intervention in these cases. When an
organization is paying premium rates for development services, performance is usually the key pay-back they are looking
for. Even if an executive or manager receives support in balancing work and home life, it will be with the aim of increasing
their effectiveness and productivity at work and not for more altruistic reasons.
Performance coaching derives its theoretical underpinnings and models from business and sports psychology as well as
general management approaches.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 13

Skills coaching & mentoring

Skills coaching has some commonalities with one-to-one training. Skills coaches & mentors combine a holistic approach to
personal development with the ability to focus on the core skills an employee needs to perform in their role. Skills coaches
& mentors should be highly experienced and competent in performing the skills they teach.
Job roles are changing at an ever increasing rate. Traditional training programs are often too inflexible or generic to deal
with these fast moving requirements. In these instances one-to-one skills coaching allows a flexible, adaptive 'just-in-time'
approach to skills development. It is also possible to apply skills coaching in 'live' environments rather than taking people
away from the job into a 'classroom' where it is less easy to simulate the job environment.
Skills coaching programs are tailored specifically to the individual, their knowledge, experience, maturity and ambitions
and is generally focused on achieving a number of objectives for both the individual and the company. These objectives
often include the individual being able to perform specific, well-defined tasks whilst taking in to account the personal and
career development needs of the individual.
One-to-one skills training is not the same as the 'sitting next to Nelly' approach to 'on the job training'. What differentiates
it is that like any good personal or professional development intervention it is based on an assessment of need in relation
to the job-role, delivered in a structured (but highly flexible) manner, and generates measurable learning and performance
outcomes. This form of skills training is likely to focus purely on the skills required to perform the job function even
though it may adopt a facilitative coaching approach instead of a 'telling' or directive style.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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Personal coaching & mentoring

Personal or 'life coaching' services have grown significantly in the UK, Europe and Australia over the past decade. Personal
coaches may work face-to-face but email and telephone based relationships are also very common. These coaches and
mentors operate in highly supportive roles to those who wish to make some form of significant change happen within their
lives.
Coaches offer their clients a supportive and motivating environment to explore what they want in life and how they might
achieve their aspirations and fulfill their needs. By assisting the client in committing to action and by being a soundingboard to their experiences, coaching allows the individual the personal space and support they need to grow and develop.
The coach's key role is often is assisting the client to maintain the motivation and commitment needed to achieve their
goals.
In many cases personal coaching is differentiated from business coaching purely by the context and the focus of the
program. Business coaching is always conducted within the constraints placed on the individual or group by the
organizational context. Personal coaching on the other hand is taken entirely from the individual's perspective.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 15

How do coaching and mentoring compare with related professional services?

Traditional forms of training

Wholesale transfer of new skills, e.g. change in procedures, new systems (e.g. software application training), new
job function.

Programmers are mostly generic and not tailored to individual needs. Delegates generally have to complete
standard modules, so there is little room for tailoring the program to account for existing knowledge, skills or
preferences.

Not always sufficiently similar to the 'live' working environment to ensure effective skills transfer.

Best suited to transfer of knowledge and certain skills rather than the development of personal qualities or
competencies

Coaching/mentoring

Development activities are designed to suit client's personal needs (whether aspiration or performance related) and
learning styles.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 16

Fine tunes and develops skills.

Can focus on interpersonal skills, which cannot be readily or effectively transferred in a traditional training
environment.

Provides client with contacts and networks to assist with furthering their career or life aspirations.

Performed in the 'live' environment or off-line.

Highly effective when used as a means of supporting training initiatives to ensure that key skills are transferred to
the 'live' environment.

Coaches and mentors transfer the skills to the client rather than doing the job for them.

Counseling
Explore personal issues and problems through discussion in order to increase understanding or develop greater selfawareness.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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The aim of counseling is to lead the client toward self-directed actions to achieve their goals.

N.B. Coaching and counseling share many core skills. However, professional counselors work with personal issues in
much greater depth than would generally be explored within a coaching context.
Consultancy

Focus is on developing organizational practices, processes and structure.

Role generally more strategic and often used to instigate and design broad ranging change programs

Consultancy frequently involves expert advice about specific issues and organizational processes.

Consultants are often brought in to provide specific 'solutions' to business problems and needs

Consultant leads the job for the organization: whilst up skilling the employee/client may be a contractual part of the
service, it is not generally the primary goal.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 18

N.B. The term consultant coach is often used when the coach is external to the organization and therefore offering
services on an 'external' or 'consultancy' basis. This is not, however, the same as consultancy per se.
Coaching and mentoring has been offered by consultancy companies for many years, even though it is not specifically
'consultancy' It is only recently that people have begun drawing a distinction which in some cases, like the distinction
between coaching and mentoring, is not useful in distinguishing between them.
Is coaching just therapy by another name?
Coaching is not necessarily 'therapy' by another name although the key theoretical underpinnings, models and techniques
found their origins in the field of psychology and associated therapies like gestalt &cognitive behavioral therapy which have
broad ranging applications in both organizational and personal contexts.
The key difference between coaching and the therapies is that coaching does not seek to resolve the deeper underlying
issues that are the cause of serious problems like poor motivation, low self-esteem and poor job performance. Coaching
and mentoring programs are generally more concerned with the practical issues of setting goals and achieving results
within specific time-scales.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

Page 19

Coaching and mentoring is generally commenced on the premise that clients are self-aware and 'whole' and have selected
coaching or mentoring because they do not require a therapeutic intervention. It is possible for someone who has
underlying issues to experience success within a coaching context even if the underlying issues are not resolved. If,
however, a client becomes 'stuck' and the coaching or mentoring programme is not achieving desired results, then a
psychological or therapeutic intervention may be necessary for the client to move forward and achieve their goals.
Coach & mentor training programs which are typically quite short are not aimed at qualifying coaches to conduct an
assessment of whether someone may be in need of a therapeutic intervention, rather than a coaching or mentoring one.
This is driven in part by the professional restrictions and barriers that have traditionally been placed around psychology
and the therapies, but is mostly due to the fact that psychological assessment is a complex process that does require
specialized training. Professional coaches & mentors do, however, stay ever alert to the possibility that a client may have or
may develop issues or problems for which coaching or mentoring on its own, is not sufficient.

College for Research

and Technology
CONSUMER
ELECTRONICS
SERVICING NC IV

Date Developed:
December 2016
Date Revised:
Developer
DJ Clark Mariano
Aris Joepher O. Santarina
Megan Parena

Document No.

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