Professional Documents
Culture Documents
Q: The following are essential skills for leadership in the 21st century except for
one?
a. contribute uniqueness
b. act efficiently
c. be resilient
d. stay grounded
answer: B
There are 5 essential skills for leadership in the 21st century: contribute
uniqueness, act effectively, be resilient, embrace change and stay grounded.
A. Satisfactory
B. Fairly satisfactory
C. Failed
D. Did not meet expectations
Answer : D
Q: Accepting donations, gifts, bequests and grants for the purpose of upgrading
teachers' learning facilitators' competencies, improving and expanding school
facilities and providing instructional materials and equipment provided such
donations or grants must be reported to the appropriate officials except for?
Answer: A
Accepting donations, gifts, bequests and grants for the purpose of upgrading
teachers' learning facilitators' competencies, improving and expanding school
facilities and providing instructional materials and equipment. Such donations or
grants must be reported to the appropriate District Supervisors and Division
Superintendents.
a. Human skills
b. Technical Skills
c. Interpersonal skills
d. Conceptual skills
Answer: B
Effective managers are of course, required to have the basic management skills
in order to be able to manage an organisation. Any managers has to possess
certain technical skills which allow them to perform specialised task, particularly
those first-line managers as they spend more time helping employees to solve
work-related problems and they are mostly involved in supervising individual
performance and instructing subordinates, for instance, ensuring that the
products and services are being delivered to customers on a daily basis.
a. Human skills
b. Technical Skills
c. Global Management Skills
d. Conceptual skills
Answer: D
a. Human skills
b. Technical Skills
c. Global Management Skills
d. Conceptual skills
Answer : C
Q: The impact you deliver is dependent upon how you integrate Leadership
behaviors and implement on your strategies.
c. Messaging Skills
d. Communication and Connection Skills
Answer: A
Answer : D
Q: Your Desire & Intent as a Leader is very important to those you lead. It is
critical to your success, and the success of others, that you are skillful in creating
and articulating a clear vision.
Answer: C
Messaging Skills
You are the message. Your Brand is the succinct version of that message. It takes
constant awareness for you to build Brand awareness and representation. Your
Desire & Intent as a Leader is very important to those you lead. It is critical to
your success, and the success of others, that you are skillful in creating and
articulating a clear vision. The 21st Century Leader is also becoming skilled at
using the concepts of Story in communication, connection, and message.
Q: The following statements are true about cooperation between staff and
management except for one?
Answer: D
Managers should also provide the appropriate division of labor and responsibility
between managers and workers; that is, the managers were responsible for
planning the work, and the employees were responsible for following that plan
as they completed the work.
.answer: A
1. Monitor role
2.Disseminator role
3.Figurehead role
4.Spokeperson role
A.1 and 2
B.2 and 3
C.2 and 4
D.3 and 4
Answer: A
Monitor role
Q: The ______________ states that the person tends to repeat behavior that is
accompanied by desirable consequences and tend not to repeat behavior that
accompanied by undesirable consequences.
a. Operant conditioning
b. Law of effect
c. Negative consequences
d. Positive consequences
Answer : B
The law of effect states that the person tends to repeat behavior that is
accompanied by desirable consequences and tend not to repeat behavior
that accompanied by undesirable consequences.
Q: A behaviors that are rewarded are often repeated, and those behaviors that
are not rewarded are less likely to occur in the future. It is translated into a
theory of employee motivation which clarifies as a theory that looks at the
relationship between behavior and its consequences.
a. Expectancy theory
b. reinforcement theory
c. Negative reinforcement
d. Positive reinforcement
Answer: B
This law of effect was later translated into a theory of employee motivation
known as reinforcement theory, It is a theory that looks at the relationship
between behavior and its consequences.
a. Expectancy theory
b. reinforcement theory
c. Negative reinforcement
d. Positive reinforcement
Answer : D
a. Expectancy theory
b. reinforcement theory
c. Negative reinforcement
d. Positive reinforcement
Answer: C
a) Punishment
b) Extinction
c) Negative reinforcement
d) Disciplinary actions
Answer: A
a) power
b) Incentives
c) Rewards
d) citations
Answer : C
Q: A motivation that is internal to the person is something that you have to offer
yourself and is driven by personal interest or enjoyment in the work itself.
a) extrinsic
b) Incentives
c) Rewards
d) Intrinsic
Answer: D
Intrinsic motivation is internal to the person in that it is something that you have
to offer yourself and is driven by personal interest or enjoyment in the work itself.
Because intrinsic motivation exists within the individual, achieving it does not
depend on others. Some people believe that the most powerful rewards come
from inside a person.
supervisor or manager who holds all the power in relation to when these rewards
are offered and in what amount.
a) extrinsic
b) Incentives
c) Rewards
d) Intrinsic
Answer : A
Q: They are evaluation systems that are assign to employee using a rating or a
score for performance and behavior. This method works well for this level of
employee because their positions are task-oriented rather than people-
oriented.
a) NCBTS
b) Rating Scales
c) Performance rating
d) CB-PAST
Answer: B
Rating Scales are evaluation systems that assign the employee a rating or a
score for performance and behavior. This method works well for this level of
employee because their positions are task-oriented rather than people-
oriented. It works in specific behaviors, like attendance, and performance on
tasks like cleaning desks and counters.
a) Performance rating
b) 360 degree appraisal
c) Narrative appraisal
d) Rating scale appraisal
Answer : C
a) CB-PAST
b) 360 degree appraisal
c) Employee observation
d) Rating scale appraisal
Answer: C
a) Situational leadership
b) Delegating leadership
c) Participating leadership
d) Directive leadership
Answer: A
a) Participative Leadership
b) Delegating leadership
c) Achievement-oriented leadership
d) Directive leadership
Answer : C
Q: This person believed that if a choice had to be made between being loved or
being feared, being feared was the better choice. It also details the correlation
between manipulation, control and personal gain.
a) Edward Thorndike
b) Niccolo Machiavelli
c) Robert J. House
d) Frederick Herzberg
Answer : B
Q: They are policies that address employee behaviors and performance. This
also involves corrective action steps to redirect behavior or enhance the
performance of employees who are not meeting goals.
a) Punishment policies
b) Discipline Policies
c) Administrative Policies
d) Disciplinary actions
Answer : B
Q: The major functions that a manager completes can be categorized into four
different functions except for one?
a. Planning
b. Organizing
c. Delegating
d. Controlling.
Answer : C
The major functions that a manager completes can be categorized into four
different functions known as planning, organizing, leading, and controlling.
MANAGERIAL ACCOUNTABILITY
Accountability
It is the education of how well individuals meet their responsibility. The
expectation that employee perform a job, take corrective action when
necessary and report upward on the status and quality of their performance.
It has to answer to someone for your actions; it means taking for
consequences.
It is a concept in ethics with several meaning often used synonymous with
such concepts as answerability, enforcement, responsibility, blameworthiness,
liability and other terms associated with the expectation of amount giving.
Managers are responsible for the quality and timeliness of program
performance, increasing productivity, controlling cost and mitigating adverse
effects of agency operations.
Managerial accountability is a key element to creating a diverse and
highly talented workforce.
A: Consistent with the national educational policies, plans and standards, the
school heads shall have authority, accountability and responsibility for the
following:
(1) Setting the mission, vision, goals and objectives of the school;
(3) Implementing the school curriculum and being accountable for higher
learning outcomes;
(4) Developing the school education program and school improvement plan;
(7) Administering and managing all personnel, physical and fiscal resources of
the school;
(8) Recommending the staffing complement of the school based on its needs;
(10) Establishing school and community networks and encouraging the active
participation of teachers organizations, nonacademic personnel of public
schools, and parents-teachers-community associations;
(11) Accepting donations, gifts, bequests and grants for the purpose of
upgrading teachers' learning facilitators' competencies, improving and
expanding school facilities and providing instructional materials and equipment.
Such donations or grants must be reported to the appropriate district supervisors
and division superintendents; and
A: In the ranking for principal positions, the computation of points shall be done
on the following criteria: performance rating - 30; experience-10; outstanding
accomplishments 30; education and training 20; potential 5; and
psychosocial attributes and personality traits 5.
Assignment of head teachers shall be one per subject area with priority on
the core subject areas like English, math, science, filipino and araling
panlipunan
Management involves far more than just telling others what to do. Before any of
you decide that you think you can do your boss's job, let's take a look into more
of what a manager does.
The major functions that a manager completes can be categorized into four
different functions known as planning, organizing, leading, and controlling. For
some of us, we only see the final two - leading and controlling - but you should
know that for every managerial behavior you do see, there is an equal amount
that you do not. Behind the manager's closed door, he or she spends a good
deal of his or her time planning and organizing so that he or she can effectively
carry out the functions of leading and controlling.
Now, before you think your boss is different, you should also know that the four
functions of management are standard across industries, whether that be in a
manufacturing plant, a home office, a grocery store, a retail store, a restaurant,
a hotel, or even an amusement park. Effective managers understand how
planning, organizing, leading, and controlling are used to achieve
organizational success. Unfortunately, I do not have a rebuttal for those of you
who have ineffective managers, but perhaps learning a little more about the
four functions of management will help to identify what steps your ineffective
manager needs to take to become an effective one.
Try to think about the four functions as a process where each step builds on the
others. Managers must first plan, then organize according to that plan, lead
others to work towards the plan, and finally evaluate the effectiveness of the
plan. These four functions must be performed properly and, when done well,
become the reason for organizational success.
Planning
The first of the managerial functions is planning. In this step the manager will
create a detailed action plan aimed at some organizational goal.
For example, let's say Melissa the marketing manager has a goal of increasing
sales during the month of February. Melissa needs to first spend time mapping
out the necessary steps she and her team of sales representatives must take so
that they can increase sales numbers. These steps might include things like
increasing advertisements in a particular region, placing some items on sale,
increasing the amount of required customer-to-sales rep contact, or contacting
prior customers to see if they are interested in purchasing additional products.
The steps are then organized into a logical pattern so that Melissa and her team
can follow them.
Organizing
The second of the managerial functions is organizing. This step requires Melissa to
determine how she will distribute resources and organize her employees
according to the plan. Melissa will need to identify different roles and ensure
that she assigns the right amount of employees to carry out her plan. She will
also need to delegate authority, assign work, and provide direction so that her
team of sales representatives can work towards higher sales numbers without
having barriers in their way.
Leading
The third function of management is leading. In this step, Melissa spends time
connecting with her employees on an interpersonal level. This goes beyond
simply managing tasks; rather, it involves communicating, motivating, inspiring,
and encouraging employees towards a higher level of productivity. Not all
managers are leaders. An employee will follow the directions of a manager
because they have to, but an employee will voluntarily follow the directions of a
leader because they believe in who he or she is as a person, what he or she
stands for, and for the manner in which they are inspired by the leader.
Controlling
Controlling is the final function of management. Once a plan has been carried
out the manager evaluates the results against the goals. If a goal is not being
met, the manager must also take any necessary corrective actions to continue
to work towards that goal.
June 21, 2015 will be the schedule stated in the DepEd Memorandum No. 18 s.
of 2015
The following are eligible to take the test
Current Issues/Topics:
1. Senior High School
2. School Based Management
3. DepEd Rationalization Plan
4. RPMS
5. PBB (Performance-Based Bonus
Review the following: (Updated)
1. DECS Manual (very important to have a copy of this)
2. RA 9155 - "Governance of Basic Education Act of 2001"
3. RA 4670 - "Magna Carta for Public School Teachers"
4. EFA - Education for All
5. BESRA - Basic Education Sector Reform Agenda
6. EMIS/BEIS - Basic Education Information System
7. K to 12
8. Writing Correspondence
9. NCBTS-IPPD
10. Code of Ethics for Professional Teachers
11. Grammar and Vocabulary (Identifying Errors etc...)
13. Child Protection Policy
14. Anti Bullying