- 1. set of principles
relating to the roles of planning,
coordinating, directing and
regulating and the implementation
of those principles in the efficient
use of physical, financial human
and information capital to achieve
organizational objectives.
A) ACTIVITY MANAGEMENT
B) MANAGEMENT AS A PROCESS
C) MANAGEMENT
- 2. It simply means that
management is phases that
will never stop, because the
company remains. Refers to a
series of inter-related
functions. Managers would
always force themselves to
tackle tasks, goals, and
problems at a certain point in
time.
A) MANAGEMENT AS A PROCESS
B) MANAGEMENT
C) ACTIVITY MANAGEMENT
- 3. Task management is the practice of
recording personnel's day-to- day
accomplishements in an order in which
they are done. It is a key to an
organization's success, as it helps to
monitor the organization's course and
maximize its work efficiency
A) ACTIVITY MANAGEMENT
B) MANAGEMENT
C) MANAGEMENT AS A PROCESS
- 4. An artist often needs
constant practice in
order to become
faultless or achieve a
degree of perfection
which is considered
acceptable.
A) MANAGEMENT AS SCIENCE
B) MANAGEMENT AS A GROUP
C) MANAGEMENT AS AN ART
- 5. In any way, the concept of management
suggests that it is a group. In general,
administrative functions are not performed by
one person alone.
A) MANAGEMENT AS AN ART
B) MANAGEMENT AS SCIENCE
C) MANAGEMENT AS A GROUP
- 6. Management is also known to be an art, because
both share similar characteristics. Art is a
structured body of knowledge that requires
imagination and expertise.
A) MANAGEMENT AS SCIENCE
B) MANAGEMENT AS AN ART
C) MANAGEMENT AS A GROUP
- 7. Management as an operation carried out by a group
of people saddled with the responsibility of keeping
the company going and achieving a specific goal
A) MANAGEMENT AS A GROUP
B) MANAGEMENT AS SCIENCE
C) MANAGEMENT AS AN ART
- 8. One of the features which
indicates that science and
management are the same is
the universal acceptance of
scientific laws are the same
in every case and in every
part of the world.
On the other hand,
A) MANAGEMENT AS PROFESSION
B) MANAGEMENT AS SCIENCE
C) MANAGEMENT AS A GROUP
- 9. 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.
A) MANAGEMENT AS PROFESSION
B) MANAGEMENT AS A GROUP
C) MANAGEMENT AS SCIENCE
- 10. On the other hand,
management has its
fundamental principles that
are universally accepted and
implemented in every
situation or enterprise.
A) MANAGEMENT AS A GROUP
B) MANAGEMENT AS SCIENCE
C) MANAGEMENT AS PROFESSION
- 11. Although anyone can assume a
managerial role in a corporation and
there is no law prohibiting that, many
companies now prefer for such
positions individual with Master's
degree.
A) MANAGEMENT AS SCIENCE
B) MANAGEMENT AS PROFESSION
C) MANAGEMENT AS A GROUP
- 12. a person in the organization who directs the activities
of others. They perform their work at different levels and they are
called by different names:
A) MANAGEMENT AS PROFESSION
B) THE MANAGER
C) MANAGERIAL FUNCTIONS
- 13. They
are usually called supervisors
A) Middle Level Managers
B) First Line Managers
C) Top Managers
- 14. Such
managers may be called functional
managers, heads of plants, and
managers of projects.
A) Middle Level Managers
B) Top Managers
C) First Line Managers
- 15. Such individuals
may be named vice-president,
managing director, chief executive
officer or board chairman etc.
A) Middle Level Managers
B) First Line Managers
C) Top Managers
- 16. This is necessary to set goals
and to develop strategies for
organizing activities.
A) PLANNING
B) DIRECTING
C) ORGANIZING
- 17. It assists in deciding the tasks to
be performed, how to do them,
how to organize the tasks and
where to make decisions.
Assignment of task, or grouping
of task in order and allocation of
resources across the
organization to achieve
common goals.
A) PLANNING
B) ORGANIZING
C) DIRECTING
- 18. This requires that subordinates
be given instructions and
motivated to achieve their
goals. Includes supervising or
overseeing and leading people
towards the accomplishment of
organizational goals.
A) CONTROLLING
B) DIRECTING
C) STAFFING
- 19. This is monitoring practices to
ensure that the workers perform
the tasks as scheduled, and to
correct any major deviations.
A) DIRECTING
B) STAFFING
C) CONTROLLING
- 20. This is important for employing
different types of people and
performing different activities
such as training, growth,
evaluation, compensation,
welfare etch.
A) STAFFING
B) CONTROLLING
C) ORGANIZING
- 21. Managers must be able to work with the resources,
equipment, strategies, procedures or the technical
skills
A) HUMAN SKILLS
B) CONCEPTUAL SKILLS
C) TECHNICAL SKILLS
- 22. Managers must have the ability to work well with
other people both individually and in a group.
A) HUMAN SKILLS
B) TECHNICAL SKILLS
C) CONCEPTUAL SKILLS
- 23. Managers need to be able to
integrate and organize the different
activities. Managers must be to think
of abstract ideas and to
contextualize them
A) HUMAN SKILLS
B) TECHNICAL SKILLS
C) CONCEPTUAL SKILLS
- 24. 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. It could
be a world without war, or a society
where all men, regardless of
gender or racial background, are
treated as equals. Sentences that
express the aspirations of your
society for the future, may well
communicate it.
A) MISSION STATEMENT
B) VISION STATEMENT
- 25. The next step in the action
planing process is in practical
terms to the dream of the
ground organization. It is here
that a mission statement comes
in to grow. The mission
statement of an organization
explains what the organization
will do, and why it will do that.
An action-based statement
that declares the purpose of an
organization
A) MISSION STATEMENT
B) VISION STATEMENT
- 26. can be seen as problem-solving
process that generates a solution that is considered to be
ideal, or at least acceptable.
A) DECISION-MAKING CONCEPTS
B) DECISION-MAKING PROCESS
- 27. A set of action and dynamic factors that begins with
the identification of stimulus for action and ends with
the specific commitment to action.
A) DECISION-MAKING CONCEPTS
B) DECISION-MAKING PROCESS
- 28. Make a decision. Try to clearly define the nature of the
decision you must make.
A) GATHER RELEVANT INFORMATION
B) IDENTIFY THE DECISION
C) WEIGH THE EVIDENCE
D) IDENTIFY THE ALTERNATIVES
- 29. Collect some pertinent information before
you make your decision: what information is needed, the best source of information,
and how to get it.
A) IDENTIFY THE ALTERNATIVES
B) IDENTIFY THE DECISION
C) WEIGH THE EVIDENCE
D) GATHER RELEVANT INFORMATION
- 30. Identify possible paths of action. You can also use
your imagination and additional information to construct new alternatives.
A) TAKE ACTION
B) CHOOSE AMONG ALTERNATIVES
C) IDENTIFY THE ALTERNATIVES
D) WEIGH THE EVIDENCE
- 31. Favor certain alternatives those that seem to have have
higher potential for reaching your goal. Place the alternatives in a priority order, base
upon your own value system.
A) IDENTIFY THE DECISION
B) CHOOSE AMONG ALTERNATIVES
C) IDENTIFY THE ALTERNATIVES
D) WEIGH THE EVIDENCE
- 32. once you have weighed all the evidence, you
are ready to select the alternative that seems to be the best one for you.
A) CHOOSE AMONG ALTERNATIVES
B) TAKE ACTION
C) REVIEW YOUR DECISION AND ITS CONSEQUENCES
D) IDENTIFY THE ALTERNATIVES
- 33. you are now ready to take some positive action by beginning to
implement the alternative you choose.
A) CHOOSE AMONG ALTERNATIVES
B) WEIGH THE EVIDENCE
C) TAKE ACTION
- 34. consider the results of
your decision and evaluate whether or not it has resolve the need you identified in
step 1.
A) CHOOSE AMONG ALTERNATIVES
B) REVIEW YOUR DECISION AND ITS CONSEQUENCES
C) TAKE ACTION
- 35. Collaborative Decision-Making, is a situation faced when individuals
collectively make a choice from the alternatives before them.
A) Individual Decision-Making
B) Group Decision-Making Techniques
- 36. In general, any person takes prompt decisions. When in a group, keeping any one
person responsible for a wrong decision is not easy.
A) Individual Decision-Making
B) Group Decision-Making Techniques
- 37. assumes that the decision maker is a unique actor who behaves intelligently and
rationally.
A) INTUITIVE DECISION-MAKING APPROACH
B) RATIONAL OR ANALYTICAL APPROACH
C) RANDOM OR CHANCE APPROACH
- 38. People will point a “gut feeling” or “hunch” as the cause for a choice, reflecting that
explanation is not accessible through conscious thought.
A) INTUITIVE DECISION-MAKING APPROACH
B) DIRECTIVE DECISION-MAKING
C) RANDOM OR CHANCE APPROACH
- 39. this approach a decision is made on impulse, without thought.
A) ANALYTICAL DECISION-MAKING
B) RATIONAL OR ANALYTICAL APPROACH
C) RANDOM OR CHANCE APPROACH
- 40. Instead of going to others for more detail, their decision are rooted in their own
intelligence, experience and reasoning. The upside to this style is that decision-making
is fast, ownership is transparent, and no extra communication is needed.
A) DIRECTIVE DECISION-MAKING
B) CONCEPTUAL DECISION-MAKING
C) ANALYTICAL DECISION-MAKING
- 41. Before taking action, strategic decision-makers analyze a lot of details. Analytics
leaders, for example, rely on direct observation, data, and facts to back their decisions.
A) CONCEPTUAL DECISION-MAKING
B) DIRECTIVE DECISION-MAKING
C) ANALYTICAL DECISION-MAKING
- 42. innovative thinking and teamwork and take a
wide variety of viewpoints into consideration. These decision makers are based on
success and want to look well into the future when it comes to making critical decisions
A) CONCEPTUAL DECISION-MAKING
B) DIRECTIVE DECISION-MAKING
C) ANALYTICAL DECISION-MAKING
- 43. Relying on emotions and feelings.
A) RANDOM OR CHANCE APPROACH
B) DIRECTIVE DECISION-MAKING
C) INTUITIVE DECISION-MAKING APPROACH
- 44. encourage creative thinking and collaboration and
consider a broad array of perspectives. These decision-makers are achievement
oriented and like to think far into the future when making important decision.
A) CONCEPTUAL DECISION-MAKING
B) BEHAVIORAL DECISION-MAKING
C) ANALYTICAL DECISION-MAKING
- 45. seek to make sure that everyone is working together well.
Like the conceptual method, behavioral decision is group-oriented. however, the
community is given the choice available to them, rather than brainstorming alternative
solution.
A) BEHAVIORAL DECISION-MAKING
B) CONCEPTUAL DECISION-MAKING
C) DIRECTIVE DECISION-MAKING
- 46. Typically, the scientists who use this model believe there is only a small difference in how people from
different cultures make their choices. The findings obtained from one party are usually related to human.
A) THE UNIVERSAL MODEL
B) THE DYNAMIC MODEL
C) THE DISPOSITIONAL MODEL
- 47. The adherents of the dispositional view recognize that decision-making differences are cross-cultural
and support the cause of cross-cultural study.
A) THE DISPOSITIONAL MODEL
B) THE DYNAMIC MODEL
C) THE UNIVERSAL MODEL
- 48. Adherents of this view often consider cross-cultural variations. We also promote the development and
testing of complex models reflecting the process by which culture influences decision makers.
A) THE DYNAMIC MODEL
B) THE DISPOSITIONAL MODEL
C) THE UNIVERSAL MODEL
- 49. the ability of an individual to influence and guide followers or members of an organization.
A) MANAGEMENT
B) LEADERSHIP
C) LEADER
D) ADMINISTRATION
- 50. the coordination and administration of tasks to achieve a goal.
- the activities and tasks undertaken for archiving goals by continuous ac
A) MANAGEMENT
B) ADMINISTRATION
C) LEADERSHIP
- 51. the art of motivating a group of people to act towards achieving a common goal.
A) ADMINISTRATION
B) LEADERSHIP
C) MANAGEMENT
- 52. systematic process through which the management of an organization is carried out.
A) MANAGEMENT
B) LEADERSHIP
C) ADMINISTRATION
- 53. It is defined as that area of management concerned with human relations in the police
organization so as the development of work effectiveness and advancement of the rank in the
police organization.
A) MANAGER
B) MANAGEMENT
C) POLICE PERSONNEL MANAGEMENT
- 54. A leader is a person who directs, guides and influences the behavior of his followers towards
the attainment of specific goals.
A) MANAGER
B) LEADER
C) ADMINISTRATION
- 55. A person in an organization who oversees the activities of individuals.
A) MANAGEMENT
B) MANAGER
C) LEADER
- 56. a person responsible for controlling or administering all or part of activities or operations in an
organization
A) MANAGER
B) LEADER
C) LEADERSHIP
- 57. the least effective of the five types of leaders. They have the least
influence.
A) Motivational Leader
B) Inspirational Leader
C) Managerial Leader
- 58. does not consult with others before making decisions.
A) Strategic Leadership
B) Autocratic Leadership
C) Democratic Leadership
- 59. are driven by a deep desire to see different types of people (whether that is racial, political or
social) integrated and to see those less privileged being given voices and equal opportunities.
A) Facilitative Leadership
B) Cross-Cultural Leadership
C) Laissez-faire Leadership
- 60. are those who represent the highest level of executive management. It
often have the word "chief" in their job titles, such as chief executive officer, chief financial
officer, and so on. These managers help sustain the company's growth and execute plans over
the long ter
A) Middle Managers
B) Top-Level Managers
C) First-Line Managers
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