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21st century managerial and leadership skills

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Principals Test Reviewer

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21st century managerial and leadership skills

  1. 1. 2151’ CENTURY MANAGERIAL AND LEADERSHIP SKILLS Q: the following are essential skills for leadership in the 21st century except for one? a. contribute uniqueness b. act etflcientiy c. be resilient d. stay grounded answer: B There are 5 essential skills for leadership in the 21st cerrury: contribute uniqueness. act effectively, be resilient, embrace change and stay grounded. Q: What is the descriptor of a general average of 73% under the classroom assessment for the k to I2 basic education program? A. Sa‘isfac°ory B. Fairly satisfactory C. Failed D. Did HO? meet ex, oec'ations Answer 2 D Did not meet expectations How the learners progress is reported based on DepEd Order No.5 5.2015 G: 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 oflicials except tor? a. District supervisors and Division superintendents b. Division superintendents and EPS c. Regional Director and COA d. SGOD chief and CID chief Answer: A Erich D. Garcia Ed D. NQESH REVIEWED‘! FOR DEPED PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS
  2. 2. Accepting donations. gifts. beques‘s 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. Q: 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 which allow them to perform specialised task, particularly those first-line managers as they spend more time helping employees to solve work-related problems. a. Human skills b. Technical Skills c. interpersonal skills d. Conceptualsklils Answer: 8 E‘fective rranagers 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 ‘ask. parricuiariy 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 'he produc's and services we being delivered to customers on a daily basis. Q: to be on effective manager, one must possess as well. Managers have to be able to think in the abstract, examine different situation and see beyond the present situation to recognise new market opportunities and threats. a. Human skills b. Technical Skills c. Global Management skills a. Conceptualskills Elicll D. Garcia . Ell. D. NOESH REVIEWER FOR DEPED PAMPANGA 2! st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Answer: D
  3. 3. to be an errecnve manager, one must possess COrlCepTUCJ| SKIIIS as well. Managers have to be able to think in the abstract, examine different situation and see beyond the present situation to recognise new market opportunities and threats. Conceptual skills also aid managers in determining the consequences and outcomes from their decisions. Conceptual skills are specifically needed in the success of executives in e-commerce business. For instance, the ability °o anticipate how a particular business application will be affected by the Intemet is clearly conceptual in na‘ure. 0: An effective manager must provide him/ herseii with the ability to compete in a global environment. As businesses becoming more diversified, an etiective manager should possess certain capabilities in understanding international operations and most significantly, cultural differences. a. Human skills b. Technical Skills c. Global . Management Skills d. Con ceptual skills Answer : C Global Management Skills Due to the globalisation boom since decades ago. an effective manager must provide him/ herself with the ability to corrpete in a global environment. As businesses becoming more diversified, an effective manager should possess certain capabilities in understanding international operations and most significantly, cultural differences. Q: the impact you deliver is dependent upon how you integrate leadership behaviors and implement on your strategies. a. Personal/ Professional Growth Management skills b. Networking Skills l". l‘l(. ‘il 1). (initial lull). NQESH REVIEWER FOR DEPED PAMPANGA Q 2i Si CENTURY MANAGERIAL AND LEADERSHIP SKILLS c. Messaging skills a. Communication and Connection Skills Answer: A Personal/ Professional Growth Management Skills Personal study and professional application is a must for you as a Leader in the 2ist Century. How well you self assess and act on that assessment determines the miniitv nf the anal: vnii set nnd the effectiveness at vnur nation ninns. The
  4. 4. _‘__. ..l _. .s. _ = __. _,__ __. _.. _.. ._ _. .__. .._. .____. __. __. ._. .r_. _.. ... _ impact you deliver is dependent upon how you Integrate Leadership behaviors and implement on your strategies. 0: As leaders. it is imperative that our communication is consistent and credible. We must be able to consistently create safety for dialogue and confidently confront issues. a. Personal/ Professional Growth Management Skills b. Networking skills a. Messaging skills a. Communication and Connection Skills Answer : D Communication and Connection Skills How skillful a Leader communicates is a major factor of credibility. You must consistently communicate well one-on-one and in group set'ings. As Leaders. it is Imperative that our communication is consistent and credible. we must be able to consistently create safety for dialogue and confiden‘iy confront issues. You approach performance management and succession management as key areas for consistent communication. Q: Your Desire 8. Intent as a leader is very important to those you load. it is critical to your success. and the success of others. that you are skillful in creating and articulating a clot: vision. Fttch D. Garcia F111’). NQESH REVIEWEII FOR DEPED PAMPANGA I 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS a. Personal/ Professional Growth Management Skills b. Networking Skills c. Messaging skills a. Communication and Connection Skills 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 8. lnten° as a Leader is very important to those you lead. it is critical to your success. and the SUCCGSS of others, that YOU are SKIIITUI in creating and articulating a clear vision. The 21 st Century Leader is also becoming skilled at
  5. 5. using the concepts of Story in communication. connection. and message. Q: The following statements are true about cooperation between stat‘! and management except for one? a. division of labor and responsibility between managers and workers: b. managers were responsible for planning the work. c. employees were responsible for following that plan a. Treating workers like machines as they completed the work. Answer: D Managers should also provide the appropriate division of labor and responsibflity between managers and workers: that Is, the managers were responsible tor planning the work, and the employees were responsible for following ‘hat plan as they completed the work. Q: A managers authority rests on workers‘ acceptance of his light to give orders and to expect compliance. There are a few reasons tor this expectation except for one: a] Workers will be terminated for being lazy ]IIiL‘l.1 D. Garcia Ed. D. NQESH REVIEWER FOR DEPED PAMPANGA : 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS bl There will be discipline for non-compliance cl Workers respect the manager for his experience at workers will be rewarded for compliance . answer: A A manager 5 authority rests on workers‘ acceptance at his right to give orders and to expect compliance. Workers have to believe that the manager can legitimately give orders and there Is a leginmate expectaton that the orders will be carried out. There are a few reasons for this expectation: 1. Workers will be rewarded for compliance 2. There will be discipline for non-compliance 3. Workers respect the manager for his experience 0: the principal shares information and passes along special information to trusted subordinates who would not ordinarily have access to it. He transmits
  6. 6. information even to others especially those outside the organization. What roles does the principal have In the first and second sentence? 1. Monitor role 2.Dlssernlnator role 3.Figurehead role 4.$pol<eperson role A. l and 2 B.2 and 3 C2 and 4 D.3 Cl"ld 4 Answer: A Monl°or 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 izxicll D. Gmriu i: d.D. NQESH REVIEWER FOR DEPED PAMPANGA 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS b. Law of effect C. Negative consequences a. Positive consequences Answer : B The low 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 tilrety 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 a. Negative reinforcement d. Positive reinforcement Answer: 8
  7. 7. This law of effect was | a'er translated into a theory of employee motivation known as reinforcement theory. It is a theory tnot looks at the relationship between behavior and Its consequences. Q: A reinforcement theory is used to reward desired behavior with the intent of increasing the iikeihood that the pleasing behavior will be repeated. Examples of positive reinforcement include pay raises, bonuses, promotions, awards, public recognition. a. Expectancy theory b. reinforcement theory C. Negative reinforcement d. Positive reinforcement Answer : D i-‘rich I). (‘rartla i". i‘i. D. NQESH REVIEWER FOR DEPED PAMPANGA : 21 Si CENTURY MANAGERIAL AND LEADERSHIP SKJLLS Positive reinforcement is used to reward desired behavior with the intent of increasing the likelihood that the pleasing behavior will be repeated. Examples of positive reinforcement include pay raises. bonuses, promotions, awards, public recognition. G: A reinforcement theory, or avoidance, is used by managers to show an employee what the consequences of unacceptable behavior will be. The goal is to get the employee to avoid the unacceptable behavior. a. Expectdncytheorv b. reinforcement theory c. Negative reinforcement d. Positive reinforcement Answer: C Negative reinforcement, or avoidance, is used by managers to show an employee what the consequences of unacceptable behavior will be. The goal is to get the employee to avoid ‘he unacceptable behavior. Q: this consequence is used by managers to decrease the probability of an inappropriate behavior being repeated by employees.
  8. 8. at Punlshrrent bl Extinction cl Negative reinforcement dl Disciplinary actions Answer: A Punishment is used by managers to decrease the probability of an inappropriate behavior being repeated by employees. Examples of punishments include docking pay, demotlons. threats. suspensions, and the loss of employee perks. Punishrrent essentially applies negative consequences for undesirable behavior. Erich D. Garcia Ed D. NQESH REVIEWER FOR DEPED PAMPANGA H 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS G: A _______ __ are positive outcomes that are earned as a result of an employee's performance. they are aligned with organizational goals. a] power bl incentives cl Rewards dl citations Answer : C Rewards are positive outcomes that are earned as a result of an employee's performance. These rewards are aligned with organizational goals. when an employee helps an organization in the achievement of one of its goals, a reward often follows. Q: A motivation that is internal to the person is something that you have to after yourself and is driven by personal interest or enjoyment In the work itself. at extrinsic bl incentives cl Rewards d] | l‘lTi'if"l$iC Answer: 0 Intrinsic motivation is internal to the person in that it is something that you have
  9. 9. 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. G: A motivation that is based on tangible rewards. This motivation is self- admintstered, and is external to the individual and is typically oflered by a Erich D. Gama Bcl. D. NQESH nsvrswsn roa ozpso PAMPANGA 2151’ CENTURY MANAGERIAL AND LEADERSHIP SKILLS supervisor or manager who holds all the power in relation to when these rewards are offered and In what amount. at extrinsic bi Incentives cl Rewards dl Intrinsic Answer : A Extrinsic motivation is based on tangible rewards. Unlike intrinsic motivation that is self-administered. extrinsic motivation is external to the individual and is typically offered by a supervisor or manager who holds all the power in relation to when extrinsic rewards are offered and in what amount. 0: they are evaluation systems that are assign to employee using a rating or ct score for pertormance and behavior. This method works well for this level of employee because their positions are task-oriented rather than people- oriented. oi NCBTS bi Rating Scales cl Performance rating di CB-PAST Answer: 8 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. R. '5!» A. -_--1.-—I penal-. . I- —— A-~—u l. .—- —-. ---p_. -—l LI. —l ‘S-. . —--IH-cg ——. l
  10. 10. Bl. Ill! ) HHHIUIDUI Dyflelll I3 Ull eaauy-Iype UDDVDQIIIGIII IIIUI UIIVID PUDIIIVU UIIU negative comments about an employee. This system at evaluation contains much lntormatlon tor the employee to use to better do his job. it Is also written by one person. hxicli 1). Gturiu l: d.D. NQESH REVIEWER FOR DEPED PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS ol Performance rating bl 360 degree appraisal cl Narrative appraisal dl Rafing scale appraisal Answer 2 C The Nanattve Appraisal is an essay-type assessment that offers positive and negative corrments about an employee. while this system of evaluation contains much information for the employee to use to better do his job, it is also written by one person. This can rrake It very sublectlve and open to bias. Q: It is a physical observation of employee performance. This occurs while the employee is performing his or her work tasks. The manager may observe the employee throughout the workday or observe only certain tasks to determine whether the employee is proficient in performing the job. at CB-PAST bl 360 degree appraisal cl Employee observation dl Rating scale appraisal Ans-«er: C An Employee Observation is a physical observation of employee performance. Observations occur while the errployee is performing his or her work tasks. The manager rray observe the employee throughout the workday or observe only certain tasks to determine whether ‘he employee is proficient In performing the job. Q: Hersey-Blanc hard's contends that leaders must adjust their leadership style according to the maturity of their 'toIlowers' or employees. The maturity of the employee diectly influences their readiness to work. a_l Situational leadership
  11. 11. Fi‘iCii T). Garcia F. ri. D. NQESH REVIEWER FOR DEPED PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS bl Delegatlng leadership cl Participating leadership dl Directive leadership Answer: A Hersey-Blanchards situational leadership contends that leaders must adjust their leadership style according to the maturity of their ‘followers’ or employees. The maturity of the employee directly influences their readiness to work. Q: Leadership style where challenging goals are set, high peltormance is expected and management has a high level of confidence in the employee's ability to achieve the goals. at Partlclpatlve Leadership bl Delegating leadership at Achievement-oriented leadership dl Directive leadership Answer 2 C in achievement-oriented leadership challenging goals are set. high performance is expected and management has a high level of confidence in the employees ablll°y to achieve the goals. This style of leadership is well suited for quarterbacks to use an other team members. G: This person believed that it a choice had to be made between being loved or being leared, being leared was the better choice. It also details the correlation between manipulation, control and personal gain. at Edward Thorndike bl Niccolo Machiavelli cl Robert J. House a] Frederick Herzberg Answer : B Fitch D. Gilitltl F. r‘LD. NQESH REVIEWER FOR DEPED PAMPANGA _
  12. 12. 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Machiavelli believed that if a choice had to be made between being loved or being feared, being feared was the better choice. It details 'he correlation between manipulation, control and personal gain. Famous for the phrase ‘the ends Justify the means. ‘ 0: 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. at Punishrreht policies bi Discipline Policies c] Administrative Policies dl Disciplinary actions Answer 2 B Discipine Policies are policies that address employee behaviors and performance. Discipline policies involve corrective action steps to redirect behavior or enhance the per'ormance of employees who are not meeting goals. Q: The major functions that a manager completes can be categorized into four different functions except for one? a. Planning b. Organizing c. Delegatlng 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. Erich D. Garcia Ed. D. NQESH REVIEWER FOR DEPED PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS MAMAGEDIAI APPAIIMTAIII I'I'V
  13. 13. lIIrIIrI€hllI'| h I'&&€UlI IrUI| uI I I 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. 0 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 onswerability, enforcement, responsibility, biomeworthiness. ilabnlty and other terms associated with the expectation of amount giving. 0 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. Managerial accountability is the requiement of one person to answer to a higher authority for performance results achieved in his or her area of work responsibility 0: What we the authority, accountability and responsibiity of a school heads? A: Consistent with the nafional educafionai policies, plans and standards. the school heads shall have authority. accountability and responsibility for the following: iii Setting the mission, vision, goals and objectives of the school: (2i Creating an environment within the school that is conducive to teaching and learning: (Si Implementing the school curriculum and being accountable for higher leaming outcomes: is} Developing the school education program and school improvement plan: Erich D. Garcia Eri. D. nossu REVIEWER roa oer-so PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS (Si Offering educational programs. projects and services which provide equitable opportunities for all learners in the community: lél Introducing new and innovative modes of instruction to achieve higher learning outcomes:
  14. 14. (7) Administering and managing all personnel. physical and fiscal resources of the school: (Bl Recommending the stafflng complement of the school based on its needs: (9) Encouraging staff development: (10) Establishing school and community networks and encouraging the active participation of teacher's organizations, nonacademic personnel of public schools, and parents-teachers-community associations: (1 i] Accepting donations. gifts, beouests 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 (12) Performing such other functions as may be assigned by proper authorities. Q: What are the criteria in the ranking of Principal position? A: In the ranking for principal positions. the computation of points shall be done on the following criteria: performance rafing - 30: experience-10: outstanding accomplishments - 30: education and training - 20: potential - 5: and psychosocial attributes and personality traits - 5. The division superintendent shall designate teachers-in-charge [TiCSs) in schools without principal items. The prospective 11C should passes at least three years teaching experience and undergo a screening process conducted by the division otfice. 1-.1‘icl| D. Giiltlll 1-. LLD. NQESH REVIEWER FOR DEPED PAMPANGA 2| st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Assignment of head teachers shall be one per subject area with priority on the core subject areas like English, math. science, flilplno and arallhg panlipunan the Four Functions of Managers Management involves for more than Just telling others what to do. Before any of you decide that you think you can do your boss‘: job, lets take a look into more
  15. 15. 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 flnai 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‘: 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 ‘hat be in o manufactunng plan’. 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 teaming a little more about the four functions of management will help to identi‘y 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 flnaliy 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. Fitch T). Garcia Edi’). NQESH REVIEWER FOR DEPED PAMPANGA 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS 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 ‘hen organized into a logical pattern so that Melissa and her team can follow them. Planning is an ongoing step and can be highly specialized based on organizational goals, division goals. departmental goals. and tearr goals. it is up A. An. 3---‘. -- n . . A A . . _ . _ A . .. n.. '-n. .. --I- . .--. A A- | .- . .I. ... ..-. A . ..: ¢|_2.. 1.2. . . I. --
  16. 16. IU IIIE IIIUIIUQBI IU IBUUQIIILQS WIIIUII gUUI> IIEUU IU U6 plullilcflu Wlllllil fl! ) Ul HUI individual area. 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 identity different roles and ensure that she assigns the right amount of employees to cany 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 at 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. 1'. 'Ii(‘I1 D. Garcia Ed. D. NOESI-I REVIEWER FOR DEPED PAMPANGA _ 21 st CENTURY MANAGERIAL AND LEADERSHIP SKILLS 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 won: towards that goal. 2015 Principals‘ Test (NQESH 2015) June 21. 2015 will be the schedule stated in the DepEd Memorandum No. l8 s. of 2015 The following are eligible to take the test 1. One year as Head Teacher 2. 2 years as Master Teacher or Teacher in Charge 3. Five Years as T-Ill
  17. 17. Current issues/ Topics: i. Senior High School 2. School Based Management 3. DepEd Rationalization Plan 4. RPMS 5. PBS [Performance-Based Bonus Review the following: (Updated) . DECS Manual (very important to have a copy of this) RA 91 55 - "Governance of Basic Education Act of 2001" RA 4670 - "Magna Carta for Public School Teachers“ EFA - Education for All . BESRA - Basic Education Sector Reform Agenda . EMIS/ BEIS - Basic Education Information System . K to 12 . Wrifing Correspondence 9. NCBTS-IPPD lo. Code of Ethics for Professional Teachers ii. Grammar and Vocabulary (identifying Errors etc. ..l 13. Child Protection Policy 14. Anti Bullying on~. io~ot; .g. :go—- Erich D. Garcia Edi). NQESH REVIEWER FOR DEPED PAMPANGA 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS 15. RA 7610 (Child Abuse Law) 16. DepEd Mission and Vision 14. DepEd Orders (you may browse website of Deped} ‘ Test Practice in Reading Comprehension I hope you will passed the NQESH Principals’ Test 20i5 on . .une 21, 2015 Sample of DepEd order that you may review -Anti Bullying - Deped Mission and Vision
  18. 18. Fricll D. Garcia Edi). NOESH REVIEWER ran DEPED PAMPANGA

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