Character Formation
Managing in Borderless
1. The following are examples of
workplace values, except: A
a. Focusing on difference
b. Being accountable
c. Making a difference
d. Focusing on detail
2. Knowledge, effort, behaviors, attitude,
manners of work, interpersonal vision,
a commitment to change and the
standard of work generated are
important elements of every worker's
mentality today. B
a. Personality development
b. Work ethic
c. Involve in managerial goals
d. Managing in Borderless
3. Management is no longer limited to a
national entity, but is completely
without boundaries. Specific
international governments do not
oversee the management activities and
decisions. D
a. Personality development
b. Work ethic
c. Involve in managerial goals
d. Managing in Borderless
4. Ethical and eternal importance places a
major role in doing good work. Values
may establish a perception that work
has its own intrinsic worth. C
a. Managing in Borderless
b. Personality development
c. Work ethic
d. Involve in managerial goals
5. Values are universal since they include
task, goal, and adjective selection. The
role of planning, coordinating and
managing people's actions should also
be consistent with the principles of the
managers. A
a. Involve in managerial goals
b.
c. Personality development
d. Work ethic
6. Managers tend to be involved in
cultivating their staff and fellow leaders
'personalities. Personality is the total
amount of a number of factors.
However, the selection of moral and
fundamental values is an essential
consideration as values include the right
way of thinking, the right motivation
and the passion for improvement. C
a. Involve in managerial goals
b. Managing in Borderless
c. Personality development
d. Work ethic
7. Values are fundamental, and define
actions within the organization to a
large extent. Therefore, through
employee behavior, the manager will
introduce improvement in the way
desired. C
a. Underlie Managerial Behavior
b. Helps in Bringing Change
c. Determine Behavior
d. Determine attitudes
8. Values form the foundation for
understanding behaviors, motivations
and beliefs. D
a. Underlie Managerial Behavior
b. Helps in Bringing Change
c. Determine Behavior
d. Determine attitudes
9. Organizations bind through principles.
Values are enabled cultural
improvement when re-evaluated and
matched with the goals of the
organizational structure. This practice
has already transformed several
individuals and organizations. B
a. Underlie Managerial Behavior
b. Helps in Bringing Change
c. Determine Behavior
d. Determine attitudes
10. Managers are people who exercise their
leadership by values'. They can be
effective leaders by practicing the
spiritual values in their managing jobs.
A 15.
a. Promote Leadership
b. Bring Creativity
c. Helps in Bringing Change
d. Determine attitudes
11. Managers will remain innovative by
examination of many ethical principles
in unpredictable and everchanging
times. Some traditional ideals tend to
improve the cognitive capacity resulting 16.
in a different way of understanding
those challenges and circumstances. B
a. Promote Leadership
b. Bring Creativity
c. Helps in Bringing Change
d. Determine attitudes 17.
12. The study of values is central to the
interpretation of management and
organizational behavior, which
underlies managerial behavior's value
orientations. A
a. Underlie Managerial Behavior
b. Development of Employees
c. Determine Behavior
d. Motivation
13. Values will work inside you to awaken 18.
your secret talents. With bravery and
confidence, you have it in you to go
ahead and realize your full potential.
Inspiring one's self and inspiring others
in organizations to campaign for ethical
and right values. D
a. Underlie Managerial Behavior
b. Development of Employees
c. Determine Behavior 19.
d. Motivation
14. Values offer the best encouragement to
remain motivated all the time,
irrespective of how de-motivating and
overwhelming things are. D
a. Underlie Managerial Behavior
b. Development of Employees
c. Determine Behavior
d. Motivation
Managers should use the value system
to grow their workers in an all-round
way. Values help with vision. Those help
in the creation of employee or workers
awareness and moral growth. B
a. Underlie Managerial Behavior
b. Development of Employees
c. Determine Behavior
d. Motivation
How many critical roles does mission
and vision have? C
a. One
b. Two
c. Three
d. Four
It's what your company considers to be
the ideal conditions for your
community; that is, how things would
look if you absolutely, beautifully
addressed the issue that is important to
you. B
a. Mission Statement
b. Vision Statement
c. Goals Statement
d. Objectives Statement
In creating a manifesto or statement of
purpose, your organization clarifies the
values and guiding principles, first for
yourself and then for the greater
community. A
a. Mission Statement
b. Vision Statement
c. Goals Statement
d. Objectives Statement
The following are characteristics of
Vision Statements, except; D
a. Understood and shared by
members of the organization.
 b. Broad enough to include a
diverse variety of local
perspectives.
c. Inspiring and uplifting to
everyone involved in group's
effort.
d. Hard to communicate – they
are generally short enough.
20. The next step in the action planning
process is in practical terms to the
dream of the ground organization. A
a. Mission Statement
b. Vision Statement
c. Goals Statement
d. Objectives Statement
21. This explains what the organization will
do, and why it will do that. A
a. Mission Statement
b. Vision Statement
c. Goals Statement
d. Objectives Statement
22. This is similar to claims about vision, in
that they also look at the big picture.
They are more practical however, and
they are certainly more “action-
oriented” than statements of dream. A
a. Mission Statement
b. Vision Statement
c. Goals Statement
d. Objectives Statement
23. In creating mission statements, it is not
as brief as statements of vision. Mission
statements in one sentence also usually
get their point across. B
a. Brief
b. Concise
c. Outcome-Oriented
d. Inclusive
24. Good mission statements are not
restrictive in the community's policies
or industries that may get involved in
the project. D
a. Brief
b. Concise
c. Outcome-Oriented
d. Inclusive
25. In creating mission statements,
statements on task describe the basic
results to which the organization is
operating. C
a. Brief
b. Concise
c. Outcome-Oriented
d. Inclusive
26. In creating mission statements,
although declarations of mission make
statements about the key goals of your
community, it is very important that
they do so very broadly. D
a. Brief
b. Concise
c. Outcome-Oriented
d. Inclusive
27. This will help workers and the public
opt into the change by emphasizing the
advantages of the transition and
reducing the gaps. B
a. Role of the Vision Statement
b. Role of the Mission Statement
c. Role of the Goals Statement
d. Role of the Objectives
Statement
28. It provides guidance for organizational
action and help inspire. Strategic plans
may include a promotional campaign
that may include the statement of
vision to encourage stakeholders to
partner with the organization as well. A
a. Role of the Vision Statement
b. Role of the Mission Statement
c. Role of the Goals Statement
d. Role of the Objectives
Statement
29. It describes the company's inspirational,
long-term plan for what they will be
able to do, who they will help, and how
the company will then be perceived. A
a. Role of the Vision Statement
 b. Role of the Mission Statement
c. Role of the Goals Statement
d. Role of the Objectives
Statement
30. It gives everyone a description of what
they're working on. A
a. Role of the Vision Statement
b. Role of the Mission Statement
c. Role of the Goals Statement
d. Role of the Objectives
Statement
31. The following are the advantages of
having a clear vision statement, except;
C with the people
a. Bringing people into work
together
b. To offer hope for a better
future.
c. Turn your broad sight visions
into more negativity.
d. Improving the image of your
organization as being skilled
and knowledgeable.
32. It is to collect suggestions, feelings, and
views on the way they want the culture
to be changed. The discussions and
complaints are registered during public
forums. The transcripts of what's said
will provide the basis for the
preparation subsequently. A
a. Conducting public forums with
members of the community
b. Holding focus group discussions
with the people
c. Decide What to Ask
d. Decide on The General Focus of
Your Organization
33. They are usually made up of small
groups of people of similar
backgrounds, so that they can feel
confident communicating freely about
what concerns them. B
a. Conducting public forums with
members of the community
b. Holding focus group discussions
with the people
c. Decide What to Ask
d. Decide on The General Focus of
Your Organization
34. No matter if you are talking to one
person or a crowd, your purpose is the
same - to learn what matters in your
community. A
a. Decide What to Ask
b. Decide on The General Focus of
Your Organization
c. Holding focus group discussions
d. Conducting public forums with
members of the community
35. After the organization's leaders have
learned what the group has to say, it's
time to determine the organization or
initiative's overall emphasis. B
a. Decide What to Ask
b. Decide on The General Focus of
Your Organization
c. Holding focus group discussions
with the people
d. Conducting public forums with
members of the community
36. This behavior management technique is
used in an attempt to discourage or
provoke a behavior before a behavior
occurs. B
a. Consequent strategies
b. Antecedent strategies
c. Vision strategies
d. Mission strategies
37. This behavior management technique is
used when a behavior happens in an
attempt to discourage a behavior from
continuing and repeating, or to
reinforce a behavior. B
a. Antecedent strategies
b. Consequent strategies
c. Mission strategies
d. Vision strategies
38. The quality of a manager that has to 43. A manager must develop organizational
have adequate and outstanding competencies. As described in the
preparation. Beside other educational preceding issue and logical abilities.
qualifications they are required to have These competencies must be gained by
management education and training. C schooling, training, practice etc. A
a. Intellectual quality a. Training
b. Leadership ability b. Mental Maturity
c. Educational competence c. Positive Attitude
d. Training d. Technical Knowledge and Skills
39. A manager should have a higher level of 44. A manager is supposed to be polite, a
intelligence relative to others, because good listener, and quick to respond to
they have more roles in the situations. He has to take several
organizations than other men. A uncomfortable decisions that could
a. Intellectual quality have an adverse effect on the job if not
b. Leadership ability taken properly. B
c. Educational competence a. Self-Confidence
d. Training b. Mental Maturity
40. A manager has to be able to direct and c. Foresight
motivate people working within the d. Training
business. He shall subordinate himself 45. Every manager should have faith in
to leadership. B himself. He has to take a lot of decisions
a. Intellectual quality every day; he should thoroughly
b. Leadership ability evaluate things before making
c. Educational competence decisions. A
d. Training a. Self-Confidence
41. A manager should have technical b. Mental Maturity
knowledge of the organization's job and c. Foresight
other tasks. He will be better placed to d. Training
assess and direct if he has knowledge of 46. A manager has to decide not just for the
those things himself. D present but also for the future. The
a. Training technology, marketing, consumers
b. Mental Maturity behavior, financial set-up etc. are
c. Positive Attitude rapidly changing. C
d. Technical Knowledge and Skills a. Self-Confidence
42. A manager has to deal with a lot of b. Mental Maturity
people from both inside and outside c. Foresight
the company. He should be sensitive d. Training
and optimistic to different suggestions 47. A manager should have how many
and make rational choices. C essential skills? C
a. Training a. One
b. Mental Maturity b. Two
c. Positive Attitude c. Three
d. Technical Knowledge and Skills d. Four
48. A skill that managers need to able to
integrate and organize the different
activities. B
a. Human Skills
b. Conceptual Skills
c. Technical Skills
d. Communication Skills
49. A skill that managers must have the
ability to work well with other people
both individually and in a group. A
a. Human Skills
b. Conceptual Skills
c. Technical Skills
d. Managerial Skills
50. A skill that managers must able to work
with the resources, equipment,
strategies, procedures or the technical
skills. C
a. Human Skills
b. Conceptual Skills
c. Technical Skills
d. Managerial Skills
51. A skill that will not make an efficient
manager if he lacks the knowledge and
skills to do the job because it will be the
foundation for his workers to be
corrected and driven. D
a. Human Skills
b. Conceptual Skills
c. Technical Skills
d. Managerial Skills
52. This managerial function is important
for employing different types of people
and performing different activities such
as training, growth, evaluation,
compensation, welfare etc. B
a. Directing
b. Staffing
c. Controlling
d. Organization
53. A managerial function that assists in
deciding the task to be performed, how
to do them, how to organize the task
and where to make decisions. D
a. Directing
b. Staffing
c. Controlling
d. Organization
54. A managerial function that is necessary
to set goals and to develop strategies
for organizing activities. A
a. Planning
b. Organization
c. Staffing
d. Controlling
55. A managerial function that monitors
practices to ensure that workers
perform tasks as scheduled, and to
correct any major deviations. C
a. Organization
b. Planning
c. Controlling
d. Directing
56. A managerial function that requires that
subordinates be given instructions and
motivated to achieve their goals. D
a. Organization
b. Planning
c. Controlling
d. Directing
57. They are usually called supervisors or in
manufacturing they may be called
foreman. A
a. The First Line Manager
b. The Middle Line Manager
c. The Top Line Manager
d. The Side Line Manager
58. These comprise all management levels
between the organizations supervisory
level and top level. Such managers may
be called functional managers, heads of
plants, and managers of projects. B
a. The First Line Manager
b. The Middle Line Manager
c. The Top Line Manager
d. The Side Line Manager
59. They are the ones responsible for
making organizational decisions and
 setting policies and strategies which
affect all aspects of the organization.
Such individuals may be named
vicepresident, managing director, chief
executive, officer or board chairman. C
a. The First Line Manager
b. The Middle Line Manager
c. The Top Line Manager
d. The Side Line Manager
60. Administrative functions are not
performed by one person alone. For
most cases, as companies expand many
specific managerial roles are generated
so that the organization can meet its
desired objectives. D
a. Management as art
b. Management as a science
c. Management as a profession
d. Management as a group
61. Management is also an occupation as it
has characteristics that allow it to be so.
A profession is called a career in which
one acquires knowledge and undergoes
training series to fit perfectly into that
role. C
a. Management as a discipline
b. Management as a science
c. Management as a profession
d. Management as a group
62. This includes learning the procedures
and valves required to perform official
administrative duties, as well as
demonstrating the code of conduct that
managers must obey when performing
their duties. Management is also being
taught, as with other research or
discipline courses, at numerous
institutes and universities around the
world. A
a. Management as a discipline
b. Management as a science
c. Management as a profession
d. Management as a group
63. This management is a a structured body
of knowledge that requires imagination
and expertise. An artist often needs
constant practice in order to become
faultless or achieve a degree of
perfection which is considered
acceptable. A
a. Management as art
b. Management as a science
c. Management as a profession
d. Management as a group
64. He says that management is a problem-
solving process of effectively achieving
organizational objectives through the
efficient use of scarce resources in a
changing environment. B
a. F.W Tayler
b. Kreitner
c. Harold Koontz
d. Van Fleet and Peter
65. He states that management is an art of
knowing what to do, when to do and
use that is done in the best and
cheapest way. A
a. F.W Tayler
b. Kreitner
c. Harold Koontz
d. Van Fleet and Peter
66. It is defined that management is a set of
activities directed at the efficient and
effective utilization of resources in the
pursuit of or more goals. C
a. Kreitner
b. Harold Koontz
c. Van Fleet and Peter
d. Megginson, Mosley and Pietri
67. Management is defined as working with
humans, financial and physical
resources to achieve organizational
objects by performing the planning,
organizing, leading, and controlling
functions. D
a. Kreitner
b. Harold Koontz
 c. Van Fleet and Peter
d. Megginson, Mosley and Pietri
68. Management is an art of getting things
done through and with the people in
formally organized groups. It is an art of
creating an environment in which
people can perform and can cooperate
towards attainment of group goals. B
a. Kreitner
b. Harold Koontz
c. Van Fleet and Peter
d. Megginson, Mosley and Pietri
69. It is a set of principles relating to the
roles of planning, coordinating,
directing, and regulating and the
implementation of those principles in
the efficient and effective use of
physical, financial, human and
information capital to achieve
organizational objectives. C
a. Manager
b. Managerial
c. Management
d. Managing
70. It is a person in the organization who
directs the activities of others. They
perform their work at different level
and they are called by different names.
A b. Aim at success and take
a. Manager
b. Managerial
c. Management
d. Managing
71. According to him, personal leadership is
not a singular experience. It is, rather,
the ongoing process of keeping your
vision and values before you and
aligning your life to be congruent with
those most important things. B
a. John C. Maxwell
b. Stephen Covey
c. Mahatma Gandhi
d. Charles Noble
72. First, We Make Our Habits Then Our
Habits Make Us. D
a. John C. Maxwell
b. Stephen Covey
c. Mahatma Gandhi
d. Charles Noble
73. "Good government is no substitute for
self- government." C
a. John C. Maxwell
b. Stephen Covey
c. Mahatma Gandhi
d. Charles Noble
74. All leaders make mistakes. They are a
part of life. Successful leaders recognize
their errors, learn from them, and
correct their faults. A
a. John C. Maxwell
b. Stephen Covey
c. Mahatma Gandhi
d. Charles Noble
75. Risk-taking is a necessary part of life.
Challenge yourself to take on
challenging assignments. Do not deter
yourself or others from past failures
rather concentrate on success.
However, risks which are applicable to
your intent should be fairly measured. B
a. Clarity of Purpose
reasonable risks
c. Don’t just tolerate anything
d. Spend time to reflect on your
life
76. This means that each entity must have a
vision and be able to set it up. Being
your own leader, your purpose or vision
will be the foundation upon which you
will build self-leadership. A
a. Clarity of Purpose
b. Aim at success and take
reasonable risks
c. Don’t just tolerate anything
d. Spend time to reflect on your
life
77. You should not risk your dream. You
should learn to be intolerant to any
suggestions or ideas that don't suit your
vision. This intolerance is not just
toward others but also toward you. It
involves not tolerating negative factors
such as laziness, anxiety and many
others in your nature. C
a. Clarity of Purpose
b. Aim at success and take
reasonable risks
c. Don’t just tolerate anything
d. Spend time to reflect on your
life
78. Reflections can also mean letting others
make an objective evaluation of you.
Although you remain the active doer of
the things that you are doing, you may
only see things from your viewpoint.
Taking some time off to think about life.
Compare experience of current and
present to hopes of the future. D
a. Clarity of Purpose
b. Aim at success and take
reasonable risks
c. Don’t just tolerate anything
d. Spend time to reflect on your
life
79. Make mistakes but never make the
same mistake ____ B
a. Once
b. Twice
c. Thrice
d. Many times
80. All leaders make mistakes. They are a
part of life. Successful leaders recognize
their errors, learn from them, and
correct their faults. D
a. Move towards purpose
b. Keep improving yourself
c. Know your values and stick to
them
d. Make mistakes but never make
the same mistake twice
81. Great leaders are working hard to
improve, expand and evolve into better
versions of them. Whether you've just
started leading or you've been a
veteran in your place, make it a point to
learn something new by going back
home. B
a. Move towards purpose
b. Keep improving yourself
c. Know your values and stick to
them
d. Make mistakes but never make
the same mistake twice
82. It is a practice of driving people to
achieve goals. This plays an important
role in success and achieve goals. A
a. Leadership
b. Managerial
c. Management
d. Leader
83. Different people expect different
leadership style, a new-employed
deserves more supervision than an
accomplished subordinate does. C
a. Leader
b. Situation
c. Follower
d. Communication
84. Being a leader, you lead by bidirectional
communication. A great deal of that is
nonverbal. D
a. Leader
b. Situation
c. Follower
d. Communication
85. An individual appointed as a leader
must understand himself honestly,
what he knows and what he can do. A
person who rules or guides or inspires
others. A
a. Leader
b. Situation
c. Follower
d. Communication
86. Everything you do in one situation isn't
automatically going to work on another
B 92.
a. Leader
b. Situation
c. Follower
d. Communication
87. A crisis or important event can cause a
person to rise to the occasion, putting
forth extraordinary qualities of
leadership in an ordinary person. B
a. Trait Theory
b. Great Events Theory
c. Transformational or Process
Leadership Theory
d. Total Leadership
88. Today, it is the widely accepted theory.
People can learn the ability to take
leadership C
a. Trait Theory
b. Great Events Theory
c. Transformational or Process
Leadership Theory
d. Total Leadership
89. Some personality traits may lead people
naturally into leadership roles.
a. Trait Theory
b. Great Events Theory
c. Transformational or Process
Leadership Theory
d. Total Leadership
90. Is a structured lesson designed to give
people the knowledge and skills to
perform a task C
a. Learning
b. Teaching
c. Training
d. Coaching
91. It is a process designed to help the
employee develop more expertise and
resolve obstacles to improving job
performance. D
a. Learning
b. Teaching
c. Training
d. Coaching
There are three main actions will aid
you to inspire subordinates, except; C
a. Know what your organization is
about
b. Involve subordinates in the
decision-making process
c. Training and Coaching
d. Be passionate
93. It is defined as a value, quality, or
significance of people, ideas, or things.
This involves looking at the ways people
accomplish task. A
a. Evaluating
b. Teaching
c. Learning
d. Coaching
94. People involved in the decision-making
un process are much more deeply
involved than those who simply carry
out the order of a manager. Help them
contribute, and inform them that you
value their opinions. B
a. Know what your organization is
about
b. Involve subordinates in the
decision-making process
c. Training and Coaching
d. Be passionate
95. A trickle-down impact can arise in the o
organizations where there is a leader
with great enthusiasm about a project.
You have to devote yourself to the job
that you do. D
a. Know what your organization is
about
b. Involve subordinates in the
decision-making process
c. Training and Coaching
d. Be passionate
96. The secret to the obligation is
communication. This idea is in the
exercise of command necessary. Before
 you can expect the success of your c. Inspiring Subordinates
subordinates they must first know what d. Keep your subordinates
is expected of them. B informed
a. Train as a team
b. Ensure that tasks are
understood, supervised and
accomplished
c. Develop sense of responsibility
in your subordinates
d. Keep your subordinates
informed
97. The following are most important keys
to effective leadership, except; C
a. Effective Communication
b. Trust
c. Goofiness
d. Confidence
98. Although a lot of so-called leaders call
their organization department, section,
a team; they're not teams. A
a. Train as a team
b. Ensure that tasks are
understood, supervised and
accomplished
c. Develop sense of responsibility
in your subordinates
d. Keep your subordinates
informed
99. If this lacked, it will to
miscommunication, lack of coordination
and the subordinate’s impression that
the leader is not connected with.
a. Train as a team
b. Supervision of Leaders
c. Inspiring Subordinates
d. Keep your subordinates
informed
100. It is much easier to get people
to do something if they have the drive
to do so. Inspire means to "breathe life
in." And to do that, we have to have a
life of our own C
a. Train as a team
b. Supervision of Leaders