21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS @: The following are essential skills for leadership in the 21st century except for one? a. conirloute uniqueness b. actefficienty 6. be resilient d. stay grounded answer: B There are 5 essential skills for leadership In the 21st century: contribute uniqueness, act effectively. be resilient, emorace change and stay grounded. @ What is the descriptor of a general average of 73% under the classroom ‘assessment for the k fo 12 basic education program? A, Satistactory B. Fairy satistactory C. Folled D, Did not mest exoectations Answer: D Did not meet expectations How the leomer’s progress Is reported based on DepEd Order No. 65.2015 @: Accepting donations, gifts, bequests and grants for the purpose of upgrading teachers’ learning facilitators’ competencies, improving and expanding school facliities and previding instructional materials and equipment provided such donations or grants must be reported to the appropriate officials except for? @. District supervisors and Division superintendents ©. Divison superintendents and EPs c. Regional Director and COA ¢. SGOD chiet and CID chiet Answer A Erich D. Gareia La D. NQESH REVIEWER FOR DEPED PAMPANGA | 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLSAccepting donetions, gifts, bequests and grants for the purpose of upgrading: teachers leaming tacilitaters competencies, improving and expanding school facilities and previding instructional materials and equipment. Such donations or grants must be reported to the appropilate District Supervisors and Division Superintendents. @ effective managers are of course, required fo 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. @. Human skills . Technical Sills €. Interpersonal skills 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, particulerly those fist-Ine managers as they spend mere time helping employees to solve work-related problems and they are mostly involved in supervising individual performance and instructing subordinates, ter Instance, ensuring that the products and services are being dellvered to customers on a daily basis. @: To be an 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. g. Human skills b. Technical Skils ¢. Global Management Skills ¢. Conceptucl skills Erich D. Gascia ED. NOESH REVIEWER FoR DePeD PamPaNcA EAA 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Answer: DPEI ET SSIES ETEAETAGEN, OTIS TEINS BOSS SIRS OTIS SI Ria Sis ve Managers nave to bé able to thinkin the abstract, examine different situation and see beyond the present situation fo recognise new market opportunities and threats. Conceptual skils also ald managers In determining the consequences and outcomes from their decisions, Conceptual skills ore specifically needed In the success of executives In e-commerce business. For instance, the ability to anticipate how o particular business application will be affected by the Intemet ls clearly conceptual In nature @: An effective manager must provide him/herself with the ability to compete In a global environment. As businesses becoming more diversified, an effective mandger should possess certain capabilities In understanding Intemational ‘operations and most significantly, cultural differences. . Human skills b. Technical Skills ¢. Global Management Skills ¢. Conceptual skills Answer: Global Management Skills Dye to the globalisation beom since decodes age, cn effective manager must Provide him/herself with the ability to compete in a global environment. As businesses becoming more dlvensied, an effective manager should possess certain capabilities in understanding international operations and most significantly, cultural differences, @: The impact you deliver is dependent upon how you integrate Leaders! behaviers and implement on your strategies. a. Personal/Professional Growth Management Skills b. Networking Skills Erich DD. Guncia EdD. NOESH REVIEWER FOR DEPED 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS c. Messaging Sills &. Communication and Connection Skills Answer A Personal/Protessional Growth Management Skills Personal study and professional application Isa must for you as a Leader In the 2ist Century. How well you self assess ond act on that assessment determines the cuciitv of the conic vou cet and the effectiveness of vour action plans TheImpect you deliver ls dependent upon how you Integrate Leadership behaviors and Implement on your strategies. @: As Leaders, it is imperative that our communication is consistent and credible. We must be able to consistently create satety tor dialogue and confidently confront issues. &. Personal/Professional Growth Management Skills b, Networking Skills ©. Messaging Sills @. Communication and Connection Skills Answer: D Communication anc Connection Skills How skillful o Leader communicates is o major factor of credibility. You must consistently communicate well one-on-one and in group settings. As Leaders, it Is Imperative that our communication is consistent and creaible, We must be able to consistently create safety tor dialogue ond confidently contront issues. You approach performance management and succession management as key ‘areas for consistent communication. @: Your Desire & Intent as a Leader is very important to those you lead. It is ‘erltical to your success, and the success of others, that you are skiliful In creating and articulating a clear vision. Erich D. Garcia Bd D. NOESH REVIEWER FOR DEPED P. 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS @. Personal/Professlenal Growth Management skills b. Networking Skills ©. Messaging Sills @, Communication end Connection Skills Answer: G Messaging Sidi You ore the message. Your Brand Is the succinct version of that message. It takes constant awereness for you to build Brand awareness and representation, Your Desre & Intent as o Leader Is very important to those you lead. It Is critical to your success, and the success of others, that you are skiliful in creating and articulating a clear vision. The 21st Century Leader Is alse becoming skilled otusing the concepts of Story in communication, connection, and message. @: The following statements are true about cooperation between staff and management except for one? @. division of labor and respensiollity between managers ond workers b. managers were responsible for planning the work cc. employees were responsible for following that plan G. Treating workers like machines as they completed the work. Answer: D- Managers should also provide the appropriste division of labor and responsibility between managers and workers; that Is, the managers were responsiisle for planning the work, and the employees were responsible for following that pion as they completed the work. @: A manager's authority rests on workers’ acceptance of his right to give orders and to expect compliance. There are a few reasons for this expectation except for one: @] Workers will be terminated for being lazy TaD Gaca AD wars nevewenron oereo rauran ce EE 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS 5] Thete will be discipline for non-compliance ¢) Workers respect the manager for his experience @) Workers will be rewarded tor compliance canswer: A A managers authority rests on workers’ acceptonce of his right to give orders and to-expect complionce. Workers have te belleve that the menager can legitimately give orders and there Is ¢ legitimate expectation 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 discloline for non-compliance 3. Workers respect the manager for his experience @: The principal shares Information and passes along special Information to trusted subardinates who would not ordinarily have access to it. He transmitsinformation even lo olners especially Ihose Oulside Ihe orga does the principal have In the first and second sentence? TON. WHT roles: 1. Monitor role 2.Disseminator role 3 Figurenecd role 4.Spokeperson role Aland 2 B.2 and 3 ©.2and4 D.ond4 Answer: A. Monier rele Qi the states that the person tends to repeat behavior thal ‘accompanled by desirable consequences and tend not to repeat behavior that accompanied by undesirable consequenc G. Operant conditioning kb D Gucn BID norsu reviewer ros oereo navman EE 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS b. Low of effect €. Negative consequences a, Positive consequences Answer: B The low of effect states that the person tends fo repeat behavior that is gecomponied by desirable consequences and tend not fo repeat behavior that cecempanied by undesirable consequences. @ 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 theory of employee motivation which clarifies as a theory that looks at the relationship between behavior and its consequences. @. Expectancy theeny b. reinforcement theory . Negative reinforcement d, Positive reinforcement Answer BThis law of effect was later translated Into a theory of empleyee motivation known as reinforcement theory, It iso theory that looks at the relationship between behavior ond Its consequences. @: A reinforcement theory Is used to reward desired behavier with the Intent of increasing the likelihood that the pleasing behavior will be repeated. Examples of postive reinforcement Include pay ralses, bonuses, promotions, awards, public recognition. . Expectancy theory ©. reinforcement theory €. Negative reinforcement G. Positive reinforcement Answer: D 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Positive reinforcement is Used to reward desired behavior with the intent of Increasing the Iikellhood that the pleasing behavior will be repected. Examples of positive reinforcement include pay raises, bonuses, promotions, awards, publle recognition. A reinforcement theory, or avoidance, Is used by managers to show an employee what the consequences of unacceptable behavior will be. The goal to get the employee to aveld the unacceptable behavior. a. Expectancy theery ©. reinforcement theory ¢. Negative reinforcement a, Positive reintorcement Answer: © Negative reinforcement, or avoidance, Is Used by managers to show an employee what the consequences of unacceptable behavior will be. The goal Is ta get the employee to avold the unacceptable behavior. his consequence is used by managers to decrease the probability of an Inappropriate behavior being repeated by employees.@} Punishment b) Extinction ¢) Negative reinforcement @] Disciplinary actions Answer A, Punishment is used by monagers fe decrease the probebliity of an Inappropriate behavior being repeated by employees. Examples of punishments include docking poy. demotions, threats. suspensions, and the less of employee perks. Punishment essenticlly applies negative consequences for undesirable behavior. Tid GucaFid nar awewnrocomopmeacn 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS QA are positive outcomes that are earned as a result of an employee's performance. They are aligned with organizational goals. ce) power b] Incentives ©) Rewards i) citations Answer: Rewards ore postive outcomes that are eamed as a result of an employee's perlormance. These rewards ore cligned with organizational goals. When en employee helps an organization in the achievement of one of its goals, o reward offen follows. @: 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. ) extrinsic b] Incentives ¢) Rewards J Intrinsic Answer: D: Intrinsic motivation is internal to the person in that it is something that you haveTo offer yourself and |s riven By personal interest or enjoyment in the work Ifselt. 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. @: A motivation that Is based on tangible rewards. This motivation Is selt- administered, and is external to the individual and is typically offered by a Erich D. Garcia EdD. NOESH REVIEWER FoR DePeD PaMPaNcA EEA 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS supervisor or manager who holds all the power in relation to when these rewards ‘re offered and in what amount. 3) extrinsic bb] Incentives c) Rewards Intrinsic Answer: A, Extrinsic motivation is based on tangible rewards. Unlike intrinsic motivation that |s self-administered, extrinsic motivation Is external to the Individual and Is typically offered by o supervisor or manager who holds all the power in relation to when extrinsic rewards ore offered and In what emount. Q: They are evaluation systems that are assign to employee using a rating or a score for performance and behavior. This method works welll for this level of employee because their positions are task-oriented rather than people- orlented. ce] NCBIS | Rating Scales ¢] Performance rating @} OB-PAST Answer: B Rating Scales cre evaluation systems that assign the employee a rating ora score for performance and behavior. This method works well for this level of employee because their positions ore task-orlented rather than peogle- orlented. It works in specific behaviors, like attendance, and performance on tasks like cleaning desks and counters.NE oe negative comments about an employee. This system of evaluation contains much Information for the employee to use te better do his job, It Is also written by ‘one person. ee eee bith D-Gaea ELD-woest nevewen Yon perco Pawwance EEE 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS @] Performance rating b] 340 degree appraisal €) Narative appralsal @) Rating secle appraisal Answers The Narrative Appraisal is an essay-type assessment that offers positive and negative comments about an employee. While this system of evaluation sontains much information tor the employee to use to better do his job, itis also written by one person. This can make It very subjective and open to bias. \s 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 te determine whether the employee is proficient in performing the job. ) CB-PAST bb} 340 degree appraisal €] Employee observation | Rating scale appraisal Answer: G An Employee Observation isc physical observation of employee performance ‘Observations occur 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 ieb. (@: Hersey-Blanchard’s contends that leaders must adjust their leadership style ecording to the maturity of thelr ‘followers’ or employees. The maturity of the employee directly influences their readiness to worl g] Situational leadershipExich D. Garcia BD. MESH REVIEWER FOR DEPED PAMPANGA 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS b] Delegating leadership €] Participating leadership d) Directive leadership Answer A, Hersey-Blanchard's situational leadership contends that leaders must adjust thelr leadership style according fo the maturity of thelr ‘followers’ or employees, The maturity of the employes cirectly influences their readiness to work. @: Leadership style where challenging goals are set, high performance Is expected and management has a high level of confidence in the employee's ability to achieve the goals. | Participative Leadership 5] Delegating leadershio ¢) Achlevementoriented leadership G] Directive leadership Answer In achlevement-orlented leadership challenging goals are set, high Performance is expected and management has a high level of confidence in the employee's ability to achleve the goals. This style of leadership Is well sulted for quarterbacks to use on other team members, @: This person believed that it 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. | Edward Thorndike b) Niccolo Machiavelll ¢) Rebert J, House | Frederick Herberg Answer: B21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Machiavelli believed that if 0 choice had to be made between being loved or being teored, being feared was the better choice. It detalls the correlation between manipulation, control and persanal gain. Famous fer the phrase ‘the ‘ends justify the means. @; They are policies that address employee behaviors and performance. This also involves corrective action steps to res ‘ct behavior or enhance the performance of employees who are not meeting goals. @) Punishment policies 5) Discipline Policies €] Administrative Policies @) Disciplinary actions Answer: B Discipline Pol performance. Discipline policies Involve comective action steps to redirect behavier or enhance the performance of employees whe are not meeting goals ies are policies that address employes behaviors and @ The major functions that a manager completes can be categorized into four different functions except for one? @. Planning b, Organizing ¢. Delegating @. Controliing. Answer 5 The major functions that a manager completes can be categorized into four different functions known as planning, organizing, leading, and conirolling. TaD GuntiD pasnnwenn vores pmenncn EE 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS AANACEDIA! BCCRINTARIIITYAccountability + Itisthe education of how welll Individuals meet thelr responsibility. The expectation thot employee perform a jeb, toke corrective action when necessary and report upward on the status and quality of thelr performance . It has to answer to someone for your actions: it means taking for consequences. + Iris a. concept in ethics with several meaning often Used synonymous with such concepts os onswerability, enforcement, resaonsibility, blameworthiness, lability and other terms associated with the expectation of amount giving. + Managers cre responsible ‘or the quality and timeliness of pragram performances, Increasing productivity, controlling cest and mitigating adverse effects of agency operations. * Managerial accountability is a key element to creating a diverse and highly talented workterce. Managerial accountability is the requirement of one person to answer to. a higher autnority for performance results achieved In his or her area of work responsibility @: What are the authority, accountability and responsibility of a school heads? A: Consistent with the national educational policies, plans and standerds, the school heads shall have autherity, accountability and responsibility tor the following: etting the mission, vision, goals ang objectives of the school: (2) Creating an environment within the schoo! thatis conducive to teaching and learning: {3} Implementing the school curriculum and being accountable for higner leaming oytcomes; (4] Developing the scheol education program and school Improvement plan; Erich D. Gaseia Ed.D. NOESH REVIEWER FOR DEPED PAMPANGA 2Ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS {S] Offering educational programs, projects and services which provide equitable opportunities for all learners In the community; {6] Introducing new ond Innovative modes of Instruction to achieve higher learning outcomes:(7] Administering and managing all personnel. physical and fiscal resources of the school; {8] Recommending the statfing complement of the schec! based on Its needs: (9] Encouraging staff development: (10) Establishing school and community networks and encouraging the active participation of teacher's organizations, nonecademic persennel ef public schools, and parents-teachers-community associations; (11) Accepting donations, gifts, bequests and grants for the auraose of upgrading teachers’ leaming facilitators competencies, Improving and expanding school facilities and providing Instructional materials and equisment Such donations er grants must be reported to the appropricte district supervisors and division superintendents; and (12) Performing such other functions as may be assigned by proper authorities ne : What are the criteria in the ranking of Principal pe: A; In the ranking for principal positions, the computation of points shall be done ‘on the following criteris: performance rating - 30: experience-10; outstanding accomplishments - 30; education and training - 20; potential - §; and Psychosocial attributes and personality traits - 5 The division superintendent shall designate teachers-in-charge [TICSs) in schools witheut principal items. The prospective TIC should passes at least three years teaching experience and undergo a screening process conducted by the division office Thai Gach ELD NOES REWER ToRDErED Pama EA 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS Assignment of head teachers shall be one per subject crea with priority on the core subject oreas like English, math, science, tillsine and araling paniipunan The Four Functions of Managers Management involves fer more than just telling ethers what to do. Before any of you decile thet you think you can do your boss's job, let's take a look into moreSot whate 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 fer every monagerial behavior you de see, there is an equal amount that you do not. Bening the manoger's closed door, he or she spends a good deal of his or her time planning and organizing se that he or she can effectively Corry out the functions of leading and controlling. Now, before you think your boss is different, yau should also know that the four functlons of management are standard across Industries, whether that be In a manufacturing plan’, a home office, a grecery store, < retail store, o restaurant, a hotel, of even an amusement pork. Effective managers understand how planning, organizing. leading, and controlling are used fo achieve organizational success. Unfortunately, | do nothave o rebuttal for thase of you who have ineffective managers, but perhaps leaning a litie more akeut the four functions of management will help to identity what steps your ineffective manager needs to take to become an ettective one. Try to think about the four functions as a process where each step bullds on the others. Managers must first plan, then organize according to that pian, lead others to work towards the pian, ond finally evaluate the effectiveness of the plan. These four functions must be performed properly and, when done wall become the reason for organizational success. Planning The first of the managerial functions is planning. in this step the manager will create o detalled action plan aimed at some organizational goal. 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS For example, let's say Mellssa the marketing manager has a gocl of Increasing soles during the month of Februcry. Melissa needs fo first spend time mapping out the necessary steps she and her team of sales representatives must take so that they con increase soles numbers. These steps might include things like Increasing advertsements In a particular region, placing some Items on sole, Increasing the amount of required customer-to-soles rep contact, or contacting prior customers to see If they are Interested In purchasing adifional products, The steps ore then organized into a lagical patter so thet Melissa and herteam on tolow them: Pianning Is an ongoing step and can be highly specialized based on organizational goals, division goals, departmental goals, ond team goals. It Is upseen eee eee eee eee eee eee OIE ED individual oreo. Organizing The secend of the managerial functions is organizing. This step requires Melissa ta determine how she will distrloute resources and organize her employees according te the plan. Melissa will need te identify different roles and ensure that she assigns the right cmount of employees to carry out her plan. She will aso need to delegate authority, assign work. and provide direction so that her team of sales representatives can werk towards higher soles 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 on interpersonal level. This goes beyond simply managing tasks: ratner. It involves communicating, motivating, Inspiring, and encouraging employees towards a higher level of productivity. Not all managers are leaders. An employee wil follow the directions of & manager because they have to, but an employee will voluntarily follow the directions ot a leader because they believe in who he or she is as a person, what he or she stonds fer, and for the manner in which they ars inspired by the leader. Trich D. Gareia EAD. NOESH REVIEWER FoR DePeD PamPaNca REA 21st CENTURY MANAGERIAL AND LEADERSHIP SKILLS Controlling Contrelling Is the final function of manegement. Once ¢ plan has been carled out the manager evaluates the results against the goals. ita goal Is not being met, the manager must also take any necessary corrective actions to continue to work towards that goal. 2015 Prinelpals' Test (NGESH 2015) Juné 21, 2015 will be the schedule stated Ih the De| of 2015 The following are eligible te take the test Memeorandum No. 18 §. 1. One year os Head Teacher 2. 2 years a8 Master Teacher or Teacher In Charge 3. Five Years os T-lllCurrent |ssues/Topies: 1. Senior High Schoo! 2. School Based Management 3. DepEd Ratlonallzation Plan 4. RPMS 5. P88 [Perlormance-Based Bonus Review the following: (Updated) 1, DECS Manual (very important to have a copy of this) 2. RA 9156 - "Governance of Basic Education Act of 2001 3. RA 4470 - "Magno Carte for Public School Teachers’ 4. EFA - Education for All 5, BESRA - Basic Education Sector Reform Agenda 6. EMIS/BEIS - Basic Eclucation Information System T.RtO12 8. Writing Correspondence 9. NCBISIPFD 10. Code of Ethles for Professional Teachers 11, Grammar and Vocabulary (Identifying Errors ete...) 19, Child Protection Foley 14, Anti Bullying Esch D Gauci BUD noes nevewsn rox oreo vara eI 2ist CENTURY MANAGERIAL AND LEADERSHIP SKILLS 15. RA 7610 (Child Abuse Law] 16, DepEd ivission end Vision 14, DepEd Orders (you may browse website of Deped) * Test Practice in Reading Comprehension Thope you will passed the NGESH Principals’ Test 2015 on June 21, 2015 Sample of Depéd order that you mary review ~Anti Bullying - Deped Mission and Visionrich DD. Guncia Fal D. NOESH REVIEWER FOR DEPED