Leadership Management, Decision Making Management and Administration Ratio

LEADERSHIP MANAGEMENT, DECISION
MAKING MANAGEMENT AND

ADMINISTRATION RATIO
JOEMAR B. CERVANTES
MAKING MANAGEMENT AND ADMINISTRATION
1. It is the power or legal right to enforce, direct actions and make decisions.
a. Leader
b. Authority
c. Leadership
d. Enforcer
2. The process of influencing organizational members to use their energies willingly and
appropriately to facilitate the achievement of the police department’s goal.
a. Communication
b. Leadership
c. Authority
d. Leader
3. The process of directing and facilitating the work of people organized in formal groups in order
to achieve a scientific management.
a. Leadership
b. Management
c. Leader
d. Director
4. Type of managers that have low concern for both people and production.
a. country club
b. impoverished
c. dictatorial
d. sound
LEADERSHIP STYLE OF MANAGERIAL GRID:
• Indifferent (previously called impoverished) style
• Managers have low concern for both people and production.
• Managers use this style to preserve job and job seniority, protecting themselves
by avoiding getting into trouble.
• The main concern for the manager is not to be held responsible for any mistakes,
which results in less innovation decisions.
• Accommodating (country club) style
• This style has a high concern for people and a low concern for production.
• Managers using this style pay much attention to the security and comfort of the
employees, in hopes that this will increase performance.
• The resulting atmosphere is usually friendly, but not necessarily very productive.
• Dictatorial (produce or perish)
• Managers using this style also pressure their employees through rules and
punishments to achieve the company goals.
• This dictatorial style is based on Theory X of Douglas McGregor, and is
commonly applied by companies on the edge of real or perceived failure.
• This style is often used in cases of crisis management.
• Status quo (middle-of-the-road) style
• Managers using this style try to balance between company goals and workers'
needs.
• By giving some concern to both people and production, managers who use this
style hope to achieve suitable performance but doing so gives away a bit of
each concern so that neither production nor people’s need are met.
• Sound (previously, team) style
• In this style, high concern is paid both to people and production.
• As suggested by the propositions of Theory Y, managers choosing to use this style encourage
teamwork and commitment among employees.
• This method relies heavily on making employees feel themselves to be constructive parts of
the company.
• Opportunistic style: exploit and manipulate.
• Individuals using this style, which was added to the grid theory before 1999, do not have a
fixed location on the grid.
• They adopt whichever behavior offers the greatest personal benefit.
• Paternalistic style: prescribe and guide.
• This style was added to the grid theory before 1999.
• Managers using this style praise and support, but discourage challenges to their thinking.
5. In this leadership style, high concernAccommodating (country
is paid both to people and production club) style
This style has a high concern for people and
a. status quo
a low concern for production.
b. sound
Status quo (middle-of-the-road) style
c. opportunistic
Managers using this style try to balance
d. accommodating between company goals and workers' needs
6. The leader clearly defines what is expected of followers and tells them how to perform their tasks
a. Achievement-oriented leader:
b. Directive leader
c. Great Man Theory
d. Supportive leader
ROBERT HOUSE’S LEADERSHIP STYLES
• Directive (path-goal clarifying leader):
• The leader clearly defines what is expected of followers and tells them how to perform their tasks.
• The theory argues that this behavior has the most positive effect when the subordinates’ role and task demands
are ambiguous and intrinsically satisfying.
• Achievement-oriented leader
• The leader sets challenging goals for followers, expects them to perform at their highest level, and shows
confidence in their ability to meet this expectation.
• Occupations in which the achievement motive was most predominant were technical jobs, salespersons,
scientists, engineers, and entrepreneurs.
• Participative leader:
• The leader seeks to collaborate with followers and involve them in the decision-making process. This behavior
is dominant when subordinates are highly personally involved in their work.
• Supportive leader:
• The main role of the leader is to be responsive to the emotional and psychological needs of followers. This
behavior is especially needed in situations in which tasks or relationships are psychologically or physically
distressing
7. A leadership model outlining the role of the leader as helping followers define personal and
organizational goals and find a path to reach those goals
a. Trait theory of Leadership
b. House’s Path Goal theory
c. Great Man Theory
d. Cognitive Development Theory
8. This theory focuses on identifying different personality traits and characteristics that are linked to
successful leadership across a variety of situations.
Theory of Cognitive Development (Jean Piaget)
a. Trait theory of Leadership • the Swiss psychologist, suggests that children's
intelligence undergoes changes as they grow.
b. House’s Path Goal theory • Cognitive development in children is not only related to
c. Great Man Theory acquiring knowledge, children need to build or develop a
mental model of their surrounding world
d. Cognitive Development Theory
THEORIES OF LEADERSHIP
• GREAT MAN THEORY
• The theory is primarily attributed to the Scottish philosopher and essayist Thomas Carlyle who gave a series of lectures
on heroism in 1840.
• Espouses that great leaders are born, not made.and cultivates the idea that those in power deserve to lead and shouldn't
be questioned because they have the unique traits that make them suited for the position.
• These individuals come into the world possessing certain characteristics and traits not found in all people.
• TRAIT THEORY
• Researcher Thomas Carlyle proposed that leaders are born with key characteristics or traits.
• suggests that certain inborn or innate qualities and characteristics make someone a leader. These qualities might be
personality factors, physical factors, intelligence factors, and so on.
• PATH GOAL THEORY OF LEADERSHIP
• Robert House believed the main role of a leader is to motivate his followers by increasing or clarifying the personal
benefits of striving for and reaching the group's goal and clarifying and clearing a path to achieving the group's goals.
• states that a leader's traits and behaviors can directly affect the satisfaction, motivation, and performance of their team
members.
• In other words, how successful a leader is can be determined by their ability to promote the contentment, goals, and
skills of their subordinates
GREAT MAN VS TRAIT THEORY
• Great Man Theory of Leadership:
• Suggests that great leaders are born and not made
• Trait Theory:
• Is not unlike the Great Man Theory.
• This theory argues that leadership qualities can be
acquired, however, a good leader has certain
characteristics that allow learning the skills to be much
easier.
9. The main role of the leader is to be responsive to the emotional and psychological needs of followers. This
distressing
b. Directive leader
c. Great Man Theory
10. Managerial Grid theory is a model originally identified five different leadership styles based on the concern for
people and the concern for production. What is the other term to this model?
a. Robert Johnson Theory Blake Mouton model, Team Management is the most
b. Blake and Mouton Managerial Grid effective leadership style. It reflects a leader who is
c. Robert Theory passionate about their work and who does the best they
can for the people they work with.
d. John Mouton Blake Theory
11. The following are included in the 5 essential leadership skills, except:
a. Communication
b. Connection
c. Creativity
d. Motivation
12. This is a type of manager that only adopt whichever behavior offers the greatest personal
benefit.
a. status quo OPPORTUNISTIC MANAGERS
• According to Blake Mouton place their own needs first,
b. sound shifting around the grid to adopt whichever style will benefit
c. opportunistic them. They will manipulate and take advantage of others to
get what they want.
d. accommodating
5 ESSENTIAL LEADERSHIP SKILLS
• Communication
• As a leader, you need to be able to clearly and succinctly explain to your employees everything from
organizational goals to specific tasks.
• Leaders must master all forms of communication, including one-on-one, departmental, and full-staff
conversations, as well as communication via the phone, email, video, chat, and social media.
• Motivation
• Leaders need to inspire their workers to go the extra mile for their organizations; just paying a fair salary to
employees is typically not enough inspiration (although it is important too).
• There are a number of ways to motivate your workers: you may build employee self-esteem through
recognition and rewards, or by giving employees new responsibilities to increase their investment in the
company.
• Delegation
• Leaders who try to take on too many tasks by themselves will struggle to get anything done. These leaders
often fear that delegating tasks is a sign of weakness, when it actually can be a sign of a strong leader.
• Therefore, you need to identify the skills of each of your employees, and assign duties to each employee
based on his or her skill set. By delegating tasks to staff members, you can focus on other important tasks
5 ESSENTIAL LEADERSHIP SKILLS
• Trustworthiness
• Employees need to be able to feel comfortable coming to their manager or leader with
questions and concerns.
• It is important for you to demonstrate your integrity— employees will only trust leaders
they respect. By being open and honest, you will encourage the same sort of honesty in
your employees.
• Feedback
• Leaders should constantly look for opportunities to deliver useful information to team
members about their performance.
• However, there is a fine line between offering employees advice and assistance, and
micromanaging. By teaching employees how to improve their work and make their own
decisions, you will feel more confident delegating tasks to your staff.
• Employees will also respect a leader who provides feedback in a clear but empathetic
way.
13. This manager is using this style of praise and support, but discourage challenges to their thinking.
a. status quo
b. sound
c. opportunistic
d. paternalistic style
14. Effective leaders don't get stuck in a rut. They are able to think outside of the box and adapt
quickly to changing situations. What type of leadership trait is this?
a. Assertiveness
b. Capacity to motivate people
c. Adaptability and flexibility
d. Courage and resolution
LEADERSHIP
• Adaptability and flexibility:
TRAITS
• Affective leaders don't get stuck in a rut. They are able to think outside of the box and adapt quickly to changing situations.
• Assertiveness:
• A great leader is able to be direct and assertive without coming off as overly pushy or aggressive.
• Capacity to motivate people:
• A great leader knows how to inspire others and motivate them to do their best.
• Courage and resolution:
• The best leaders are brave and committed to the goals of the group. They do not hide from challenges.
• Creativity:
• Perhaps most importantly, great leaders not only possess their own creativity, but they are also able to foster creativity among
members of the group.
• Decisiveness:
• A great leader is capable of making a decision and is confident in his or her choices.
• Eagerness to accept responsibility:
• Strong leaders take on responsibility and don't pass the blame on to others. They stand by their success and take ownership of
their mistakes.
15. What trait of leadership possess the capability of making a decision and is confident in his or her
choices?
a. Assertiveness
b. Decisiveness
16. Strong leaders take on responsibility and don't pass the blame on to others. They stand by their success
and take ownership of their mistakes. What leadership trait is this?
a. Eagerness to accept responsibility
b. Decisiveness
LEADERSHIP TRAITS
• Adaptability and flexibility:
• Affective leaders don't get stuck in a rut. They are able to think outside of the box
and adapt quickly to changing situations.
• Assertiveness:
• A great leader is able to be direct and assertive without coming off as overly
pushy or aggressive.
• Capacity to motivate people:
• A great leader knows how to inspire others and motivate them to do their best.
• Courage and resolution:
• The best leaders are brave and committed to the goals of the group. They do not
hide from challenges.
17. A leader must possess this kind of trait where he/she has an excellent interpersonal skill. Great leaders
know how to interact well with other leaders as well as with team members.
a. Decisiveness
b. Adaptability and flexibility
c. Courage and resolution
d. People skills
18. It is a leadership theory that focuses on the relationship that develops between managers and members
of their teams.
a. Great Man Theory
b. Leader-Member Exchange Theory (LMX)
c. House-Goal Theory
d. Leadership Theory
• Decisiveness:
LEADERSHIP TRAITS
• A great leader is capable of making a decision and is confident in his or her choices.
• Eagerness to accept responsibility:
• Strong leaders take on responsibility and don't pass the blame on to others. They stand by their success and take
ownership of their mistakes.
• Emotional stability:
• In addition to being dependable overall, strong leaders are able to control their emotions and avoid overreactions.
• Intelligence and action-oriented judgment:
• Great leaders and smart and make choices that move the group forward.
• Need for achievement:
• Strong leaders have a need to succeed and help the group achieve goals. They genuinely care about the success of
the group and are committed to helping the group reach these milestones.
• People skills:
• Excellent interpersonal skills are essential for leading effectively. Great leaders know how to interact well with
other leaders as well as with team members.
19. It is type of the LMX theory where the new team members then begin to work on projects and tasks
as part of the team. In this stage, managers generally expect that new team members will work hard, be
loyal and prove trustworthy as they get used to their new role.
a. Role-Taking
b. Role- Making
c. Routinization
d. In Group
20. A leadership style where the superior assumes full responsibility for all action and seeks obedience
from the group in the following out of orders.
a. Democratic leadership
b. Autocratic leadership
c. Free-rein leadership
d. Power
Leader-Member Exchange Theory (LMX)
• The theory states that all relationships between managers and subordinates go through
three stages.
• Role-Taking.
• It occurs when team members first join the group. Managers use this time to assess
new members' skills and abilities.
• Role-Making.
• New team members then begin to work on projects and tasks as part of the team. In
this stage, managers generally expect that new team members will work hard, be
loyal and prove trustworthy as they get used to their new role.
• Routinization
• During this last phase, routines between team members and their managers are
established.
• In-Group team members work hard to maintain the good opinion of their managers,
by showing trust, respect, empathy, patience, and persistence.
TYPES OF LEADERSHIP
• Autocratic or Authoritarian leadership.
• The superior assumes full responsibility for all action and seeks obedience from the group in the
following out of orders.
• He determines all policy and considers decision making to be one man operation
• It facilitates quick decisions, prompt action and unity of direction with the use pf power and
authority.
• Democratic or Participative leadership
• The Supervisor draws ideas and suggestions from his group by means of discussion and consultation.
• The Staff is encouraged to take part in making decisions on policy, methods and goals.
• He leads using a persuasive approach and make himself as an example rather than fear and force.
• The Laissez-faire or Free-rein leadership
• The Supervisor is more or less an information booth
• Non-interfering type of leader that passes the decision making responsibilities to subordinates and
takes a minimum control.
21. A leadership style where the supervisor is more or less an information booth. He plays down his
role in the group’s information, together with a minimum control.
d. Power
22. ________ is an entities or individual’s ability to control or direct others.

• Power is an entity’s or individual’s ability to control or direct others,
a. Power while authority is influence that is predicated on perceived
b. Authority legitimacy.
• Power is a personal trait, i.e. an acquired ability, whereas authority is
c. Jurisdiction a formal right, that vest in the hands of high officials or management
d. Leader personnelIn other words, power is necessary but not sufficient for
authority.
23. __________ is influence that is predicated on perceived legitimacy.
a. Power
b. Authority
c. Jurisdiction
d. Leader
24. It is a type of leadership style that the supervisor draws ideas and suggestions from his group by
means of discussion and consultation.
d. Power
TYPES OF LEADERSHIP
• Autocratic or Authoritarian leadership.
• The superior assumes full responsibility for all action and seeks obedience from the group in the
• He determines all policy and considers decision making to be one man operation
• It facilitates quick decisions, prompt action and unity of direction with the use pf power and
authority.
• Democratic or Participative leadership
• The Supervisor draws ideas and suggestions from his group by means of discussion and consultation.
• The Staff is encouraged to take part in making decisions on policy, methods and goals.
• He leads using a persuasive approach and make himself as an example rather than fear and force.
• The Laissez-faire or Free-rein leadership
• The Supervisor is more or less an information booth
• Non-interfering type of leader that passes the decision making responsibilities to subordinates and
takes a minimum control.
25. It is the ability to modify how a person develops, behaves, or thinks based on relationships and
persuasion; often leading to respect.
a. Power
b. Authority
c. Influence
d. Leader
26. It is the capacity to get others to act based on positional authority that is exercised over others; often
leading to resentment
a. Power Power is the ability to impose your will on others, whereas
influence is the ability to deeply affect behaviors and beliefs.
b. Authority
c. Influence
d. Leader
27. Leadership requires moving people from point A to point B. It determines how well others are
influenced to move or change their current direction.
a. Influence Tactics
b. Authority
c. Influence
d. Leader
28. A tactic that is used to try and convince someone with a valid reason, rational logic, or realistic facts.
a. Inspirational appeals
b. Rational persuasion
c. Consultation
d. Ingratiation
29. It is a tactic that focuses on getting others to participate in the planning process, making
decisions, and encourage changes.
Ingratiation.
a. Inspirational appeals A tactic that emphasizes on getting someone in a good
b. Rational persuasion mood prior to making a request. It includes being friendly,
helpful, and using praise or flattery.
c. Consultation
d. Ingratiation
30. A tactic that builds enthusiasm by appealing to emotions, ideas and/or values.
a. Inspirational appeals Rational persuasion.
A tactic that is used to try and convince someone with a
b. Rational persuasion valid reason, rational logic, or realistic facts.
c. Consultation
d. Ingratiation
31. A tactic that emphasizes on getting someone in a good mood prior to making a request. It
includes being friendly, helpful, and using praise or flattery.
a. Inspirational appeals Consultation.
b. Rational persuasion A tactic that focuses on getting others to participate in the
planning process, making decisions, and encourage changes
c. Consultation
d. Ingratiation
32. A tactic that suggests that making express or implied promises and trading favors.
a. Rational persuasion
b. Consultation
c. Ingratiation
d. Exchange
33. Refers to a tactic that prescribes getting others to support your effort to persuade someone.
a. Coalition tactics
b. Personal appeals
c. Consultation
d. Ingratiation
34. A tactic that refers to friendship and loyalty while making a request.
a. Coalition tactics
b. Personal appeals
c. Consultation
d. Ingratiation
35. This tactic suggests that basing a request on one’s authority or right, organizational rules or
policies, or express or implied support from superiors, is a best.
a. Legitimating tactics
b. Pressure
c. Express
d. Consultation
36. A tactic that focuses on demanding compliance or using intimidation or threats.

a. Legitimating tactics
b. Pressure
c. Express
d. Consultation
INFLUENCE TACTICS
• Rational persuasion.
• A tactic that is used to try and convince someone with a valid reason, rational
logic, or realistic facts.
• Inspirational appeals.
• A tactic that builds enthusiasm by appealing to emotions, ideas and/or values.
• Consultation.
• A tactic that focuses on getting others to participate in the planning process,
making decisions, and encourage changes
• Ingratiation.
• A tactic that emphasizes on getting someone in a good mood prior to making a
request. It includes being friendly, helpful, and using praise or flattery.
INFLUENCE TACTICS
• Personal appeals.
• A tactic that refers to friendship and loyalty while making a request.
• Exchange.
• A tactic that suggests that making express or implied promises and trading favors.
• Coalition tactics.
• Refers to a tactic that prescribes getting others to support your effort to persuade
someone.
• Pressure.
• A tactic that focuses on demanding compliance or using intimidation or threats.
• Legitimating tactics.
• This tactic suggests that basing a request on one’s authority or right, organizational
rules or policies, or express or implied support from superiors, is a best.
37. It refers to the power that comes from an individual’s unique characteristics. These are the most
effective because personal skills, traits and knowledge influence personal power.
a. Formal Power
b. Informal Power
c. Unique Power
d. Personal Power
38. It refers to the power that establishes because of the individual’s position in an organization.
a. Formal Power
b. Informal Power
c. Unique Power
d. Personal Power
CORE FOUNDATION FOR ORGANIZATIONAL BASES OF POWER.
• Informal Power
• refers to the power that comes from an individual’s unique characteristics.
• These are the most effective because personal skills, traits and knowledge
influence personal power.
• An employee who ends up crafting an organization's information security
strategy simply because they know more about security than anyone else in the
organization.
• Formal Power
• refers to the power that establishes because of the individual’s position in an
organization.
• Example, the VP of Sales who threatens sales folks to meet their goals or get
replaced. This type of power can be used to set high expectations for employee
performance.
39. It is an intense form of referent power that comes from someone’s personality. It also comes from
physical attributes or abilities that induce others to follow and believe in that person.
a. Charismatic Power
b. Legitimate Power
c. Referent Power
d. Reward Power
40. The power to punish or to withhold a punishment. Punishments have negative side effects and should
be use with caution. What type of informal power is this?
a. Charismatic Power
b. Legitimate Power
c. Coercive Power
d. Reward Power
TYPES OF INFORMAL POWER
• Legitimate Power
• The power to monitor and use the organization’s resources in order to accomplish organizational goals.
• Reward Power
• The power that allows you to give pay raises, promotion, praise, interesting projects, and other rewards to
your subordinates.
• Moreover, there is a limit to the number of rewards, however, it can be a great tool to motivate
subordinates.
• Coercive Power
• The power to punish or to withhold a punishment.
• Punishments have negative side effects and should be use with caution.
• Punishments can be:
• Suspension to demotion
• Termination
• Unpleasant job assignments
• Withholding of praise and goodwill
TYPES OF FORMAL POWER
• Expert Power
• An informal concept of power that stems from superior ability or expertise. In this, the
group members will tend to consult this person (the expert) for advice or help on a
project.
• However, it is this dependency is what gives the individual power over their peers.
• Referent Power
• Fame is a critical aspect of referent power.
• However, this fame could be in the field of film, sports, music stars, etc.
• People with referent power possess high expertise. Their ability to obtain resources, and
to secure their surroundings is what provides them referent powers.
• Charismatic Power
• Intense form of referent power that comes from someone’s personality.
• It also comes from physical attributes or abilities that induce others to follow and believe
in that person.
41. Managers using this style try to balance between company goals and workers' needs.
a. status quo
b. sound
c. opportunistic
d. paternalistic style
42. It is the capacity to get others to act based on positional authority that is exercised over others;
often leading to resentment
a. Power
b. Authority
c. Influence
d. Leader
43. The leader clearly defines what is expected of followers and tells them how to perform their
tasks.
b. Directive leader
c. Great Man Theory
44. A tactic that focuses on demanding compliance or using intimidation or threats.

a. Legitimating tactics Legitimating tactics.
b. Pressure This tactic suggests that basing a request on one’s
c. Express authority or right, organizational rules or policies,
or express or implied support from superiors, is a
d. Consultation
best.
ROBERT HOUSE’S LEADERSHIP STYLES
• Directive (path-goal clarifying leader):
• The leader clearly defines what is expected of followers and tells them how to perform their tasks.
• The theory argues that this behavior has the most positive effect when the subordinates’ role and task demands
are ambiguous and intrinsically satisfying.
• Achievement-oriented leader
• The leader sets challenging goals for followers, expects them to perform at their highest level, and shows
confidence in their ability to meet this expectation.
• Occupations in which the achievement motive was most predominant were technical jobs, salespersons,
scientists, engineers, and entrepreneurs.
• Participative leader:
• The leader seeks to collaborate with followers and involve them in the decision-making process. This behavior
is dominant when subordinates are highly personally involved in their work.
• Supportive leader:
• The main role of the leader is to be responsive to the emotional and psychological needs of followers. This
distressing
45. The superior assumes full responsibility for all action and seeks obedience from the group in the
d. Power
46. During this last phase, routines between team members and their managers are established.
a. Role-Taking
b. Role- Making
c. Routinization
d. In Group
47. In addition to being dependable overall, strong leaders are able to control their emotions and avoid
overreactions. What leadership trait is this?
a. Assertiveness
c. Emotional stability
48. A great leader knows how to inspire others and motivate them to do their best. What type of leadership
is this?
a. Assertiveness
c. Emotional stability
49. It is the ability to modify how a person develops, behaves, or thinks based on relationships and
persuasion; often leading to respect.
a. Power
b. Authority
c. Influence
d. Leader
50. The power or legal right to enforce, direct actions and make decisions.
a. Leader
b. Authority
c. Leadership
d. Enforcer
51. It is an essential building block for a company’s growth.
A. Leadership Skills
B. Leadership Development
C. Leadership Management
D. Leadership Project
52. It is a feeling of emotional or physical tension. It can come from any event or thought that makes
you feel frustrated, angry, or nervous.
A. Burnout BURNOUT
• is the result of prolonged work-related stress.
B. Depress • It’s a mix of exhaustion, cynicism, and ineffectiveness.
• People who are burned out get emotionally and physically
C. Stress
exhausted.
D. Anxiety
53. This is short-term stress that goes away quickly. You feel it when you slam on the brakes, have a fight
with your partner, or ski down a steep slope.
A. Chronic Stress
B. Acute Stress Distress
C. Eustress • is stress that negatively affects you and eustress is stress that
has a positive effect on you.
D. Distress Eustress is what energizes us and motivates us to make a
change.
54. This is stress that lasts for a longer period of time. You may have chronic stress if you have money
problems, an unhappy marriage, or trouble at work.
A. Chronic Stress
B. Acute Stress
C. Eustress
D. Distress
55. The following are the signs of too much stress, except.
A. Forgetfulness
B. Headaches
C. Energized
D. Upset Stomach
56. It is the result of prolonged work-related stress. It’s a mix of exhaustion, cynicism, and
ineffectiveness.
A. Forgetfulness
B. Headaches
C. Burnout
D. Upset Stomach
57. It is the response people may have when presented with work demands and pressures that are not matched
to their knowledge and abilities and which challenge their ability to cope.
A. Occupational Stress
B. Occupational Pressure
C. Occupational development
D. Occupational Abilities
58. One of the general categories of stress sources in policing which include work schedules, shift work, long-
work hours, overtime and court work, and traumatic events and threats to physical and psychological health.
A. Job Context
B. Job Content
C. Job Stressor
D. Job Production
TWO GENERAL CATEGORIES OF SOURCES OF STRESS IN POLICING (SHANE, 2010):
• Arising from “job content”

• work schedules,
• shift work, long-work hours,
• overtime
• court work,
• traumatic events
• and threats to physical and psychological health
• Arising from “job context” (organizational stressors)
• which refer to characteristics of the organization and behavior of the
people that produce stress
59. Another general category of stress sources in policing also called organizational stressors, which refer
to characteristics of the organization and behavior of the people that produce stress.
A. Job Context
B. Job Content
C. Job Stressor
D. Job Production
60. It usually involves adjusting to or tolerating negative events or realities while you try to keep your
positive self-image and emotional equilibrium.
A. Coping
B. Stress
C. Stimuli
D. Tolerance
61. The following are the healthy ways to cope up with stress, except
A. Take care of yourself
B. Talk to others
C. Take a break
D. Isolate yourself
62. These are the practices and characteristics that become the sources of psychological stress when
the personnel have lack of career development and lack of cooperation among units.
A. Intra-organizational
B. Inter-organizational
C. Criminal Justice System
D. Infra-organizational
SOURCES OF STRESS
• Intra-organizational • Inter-organizational • Public practices and characteristics
practices and practices and characteristics • Distorted press accounts
characteristics • Lack of career development • Unfavorable attitude of the people
• Poor supervision • Lack of cooperation among units • Criticism from neighbors
• Lack of career opportunities• Criminal Justice System •
Adverse government decisions
• Inadequate rewards practices and characteristics •

5. Ineffectiveness of referred agencies
• Ineffectiveness of corrections • Police work itself

• Offensive politics system • Role conflict
• Excessive paperwork • Unfavorable court decisions • Irregular work schedule
• Poor equipment • Misunderstood court procedure • Fear and danger
• Preoccupation with street crime • Sense of futility
• Absence of closure
• Victim’s pain
• Physical and mental demands of police
work
63. These are the practices and characteristics that become the sources of psychological stress when the
personnel have poor supervision, lack of career opportunities, inadequate rewards, and offensive politics.
A. Intra-organizational
B. Inter-organizational
C. Criminal Justice System
D. Infra-organizational
64. It is a type of decision theory which analyzes the outcomes of decisions or determines the optimal
decisions given constraints and assumptions.
A. Normative
B. Descriptive
C. General
D. Specific
BANCHES OF DECISION THEORY
• Normative decision theory
• which analyzes the outcomes of decisions or determines the
optimal decisions given constraints and assumptions
• odels the most ideal decision for a given situation. In normative
theory, an actor is assumed to be fully rational. Normative
decisions always try to find the highest expected value outcome.
• Descriptive decision theory
• which analyzes how agents actually make the decisions they do.
• concerned with characterizing and explaining regularities in the
choices that people are disposed to make.
65. It is a type of decision theory which analyzes how agents actually make the decisions they do.
A. Normative
B. Descriptive
C. General
D. Specific
66. In everyday life, both humans and nonhumans must frequently choose between alternatives that
are almost certain to deliver reinforcement and alternatives with uncertain consequences.
A. Choice under uncertainty
B. Choice under certainty
C. Choice under pressure
D. Choice under consequence
67. It is concerned with the kind of choice where different actions lead to outcomes that are realized at
different stages over time.
A. Choice under uncertainty
B. Choice under certainty
C. Intratemporal Choice
D. Intertemporal Choice
68. Some decisions are difficult because of the need to take into account how other people in the situation
will respond to the decision that is taken.
A. Choices of decision makers
B. Interaction of decision makers
C. Intratemporal of decision maker
D. Intertemporal of decision makers
TYPES OF DESCISION
• Choice under uncertainty.
• In everyday life, both humans and nonhumans must frequently choose between
alternatives that are almost certain to deliver reinforcement and alternatives with
uncertain consequences.
• When faced with a number of actions, each of which could give rise to more than one
possible outcome with different probabilities,
• The rational procedure is to identify all possible outcomes, determine their values
(positive or negative) and the probabilities that will result from each course of action.
• Intertemporal choice.
• It is concerned with the kind of choice where different actions lead to outcomes that
are realized at different stages over time.
• It is also described as cost-benefit decision making since it involves the choices
between rewards that vary according to magnitude and time of arrival.
TYPES OF DESCISION
• Interaction of decision makers.
• Some decisions are difficult because of the need to take into account how other
people in the situation will respond to the decision that is taken.
• Complex decisions
• It is breaking down the problem into a series of similar decisions.
• It is connected with decisions that are difficult simply because of their
complexity, or the complexity of the organization that has to make them decide.
• Individuals making decisions are limited in resources (i.e. time and intelligence)
• It is therefore boundedly rational; the issue is more than the
• deviation between real and optimal behavior.
69. A theory that assumes that agents are like-minded rational opponents who are aware of each other’s
preferences and strategies.
Game Theory
A. Rational Choice Theory • is the theory of independent and interdependent decision making.
B. Ratio Theory • It is concerned with decision making in organisations where the
C. Concrete Theory outcome depends on the decisions of two or more autonomous players,
one of which may be nature itself, and where no single decision maker
D. Game Theory has full control over the outcomes.
70. This theory of decision making posits that decisionmakers use previous activities, programs, and policies as
the basis for their decisions and focus their efforts on incrementally increasing, decreasing, or modifying past
activities, programs, and policies.
A. Rational Choice Theory
B. Incremental Theory
C. Concrete Theory
D. Game Theory
71 A theory that emphasizes the way in which organized systems (human and non-human) respond in an adaptive
way to cope with significant changes in their external environments so as to maintain their basic structures intact.
A. System Theory
B. Incremental Theory
C. Concrete Theory
D. Game Theory
24. An American economist and political scientist who won the Nobel Memorial Prize in Economic Sciences in
1978 for his contributions to modern business economics and administrative research
A. Herbert Simon
B. Helbert Simon
C. Albert Simon
D. Gelbert Simon
DECISION MAKING THEORIES
• Rational Choice Theory (Rational Action Theory)
• People weigh their options and make the choice they think will serve them best. How
individuals decide what will serve them best is dependent on personal preferences.
• For example, one individual may decide that abstaining from smoking is best for
them because they want to protect their health.
• Systems theory
• Systems theory models of decision-making in human groups and organizations
emphasize their interaction with "outside" actors and organizations and concentrate
on identifying the particular elements in the environment of the group or organization
that significantly affect the outcomes of its decision-making.
• a firm's decision to increase production feeds back through the market to influence
the price of goods, profits, and demand; greater output may tighten the markets for
labor and materials; competitors may react - all influencing future production
decisions.
75. The theory which states that individuals do not make perfectly rational decisions because of the
difficulty in obtaining and processing all the information needed to do so.
A. Theory of bounded rationality
B. Theory of Incrementality
C. Concrete Theory
D. Game Theory
76. It is a statement that outlines the specifics of a particular job or position with a company or
organization. It goes into detail about the responsibilities and conditions of the job.
A. Job Promotion
B. Job Description
C. Job Hiring
D. Job Responsibility
77. It is the technique of organizing and handling people at work in all levels and types of management.
A. Personnel Management
B. Personnel Administration
C. Personnel Description
D. Personnel Organization
78. It refers to the overall process of attracting, selecting and appointing suitable candidates for jobs
within an organization, either permanent or temporary.
A. Selection
B. Recruitment Selection
• It is the process where decisions are made to choose among
C. Appointment recruited candidates those who gather ideal characteristics for the
D. Attracting required position
79. It is the change of status of police officers amounting to dynamic elevation of qualified and deserving
members as opportunities occurs to assignments or duties of greater importance.
A. Promotion
B. Demotion
C. Elevation
D. Recognition
80. What is the process where decisions are made to choose among recruited candidates who gather ideal
characteristics for the required position?
A. Selection
B. Recruitment
C. Appointment
D. Attracting
81. It is a holistic approach that aims to improve individual, group and organizational effectiveness through
the integration of training and development, organizational development and career development.
A. Human Development
B. Human Resources
C. Human Resources Development
D. Human Resources Management
82. It involves the acquisition of new knowledge, skills and competencies to improve the suitability of the
members of the organization in performing day to day tasks.
A. Training
B. Developing
C. Seminars
D. Schooling
83. It refers to the improvement of current knowledge, skills and competencies to maximize productivity and
increase the efficiency and effectiveness of the organizational members.
A. Training
B. Development
C. Seminars
D. Schooling
84. This involves the management of human resources to optimize organizational performance through proper
staffing and resourcing, training and development, and the establishment of a cohesive and productive workforce.
A. Personnel Administration
B. Personnel Management
C. Personnel Development
D. Personnel Production
85. It is an art of preparing, organizing, directing the efforts of the members of the police force in order that
they may achieve the accomplishment of the police purpose.
A. Police Personnel Administration
B. Police Personnel Management
C. Police Personnel Development
D. Police Personnel Production
86. It is the process of encouraging police applicant from outside an organization to seek employment in an
organization.
Police Selection
A. Police Recruitment
It is the process where decisions are made to choose among
B. Police Selection recruited candidates those who gather ideal characteristics for the
C. Police Application required position
D. Police Employment
TERMS
• Police Recruitment
• It is the process of encouraging police applicant from outside an organization to seek employment in an organization
• Police Selection
• It is the process where decisions are made to choose among recruited candidates those who gather
ideal characteristics for the required position.
• Police Placement.
• The selection and designation of an officer to a key position or other positions of responsibility.
• It is the process of making police officers adjusted and knowledgeable in a new job and or working environment.
• Police Promotion.
• The status change of a policeman amounting to dynamic elevation of qualified or deserving members as
opportunities occurs.
• Police Assignment.
• It is the office or position to which one has been appointed
• Police Inspection
• Inspection and audit of PNP offices, monitoring, review and evaluation of Napolcom Policies and Standards.
87. The following are the general qualification in PNP appointment, except;
A. A Filipino citizen
B. A person of good moral conduct
C. Must passed the psychological, drug and physical tests.
D. Must not be eligible in accordance with the standards set by NAPOLCOM
88. For a new applicant, it must be less than 21 and more than 30 years of age are qualified in PNP
appointment. This statement is true or false?
A. True
RA 6975 Sec 30 Par J
B. False • For a new applicant, must not be less than twenty-one (21)
C. Maybe nor more than thirty (30) years of age.
D. Niether
89. The final evaluation includes the conduct of the following examinations, except:
A. Psychiatric/Psychological Examination (PPE)
B. Physical, Medical and Dental Examinations (PMDE)
C. Physical Agility (PAT)
D. Personnel Selection
90. It is the selection and designation of an officer to a key position or other positions of
responsibility.
B. Police Selection
C. Police Application
D. Police Placement
91. It refers to the group of officers duly authorized to vet, select and recommend officers due for promotion
and/or placement to key positions and other positions of responsibility in the PNP based on the established
standards and criteria.
A. PNP Senior Officers' Placement and Promotion Board
B. PNP Senior Officers' Selection and Promotion Board
C. PNP Senior Officers' Recommendation and Promotion Board
D. PNP Senior Officers' Placement Board
92. It is the status change of a policeman amounting to a dynamic elevation of qualified or deserving members as
opportunities occur.
B. Police Selection
C. Police Promotion
D. Police Placement
TERMS
93. It is the office or position to which one has been appointed.
A. Police Recruitment Police Placement.
B. Police Assignment The selection and designation of an officer to a key position or
other positions of responsibility.
C. Police Promotion It is the process of making police officers adjusted and
D. Police Placement knowledgeable in a new job and or working environment.
94. What kind of promotion when there is a quota allocated and the candidate must satisfy all the
mandatory requirements fixed for a certain grade?
A. Regular • Regular Promotion.
• A quota allocated promotion wherein a candidate must satisfy all the
B. Special mandatory requirements fixed for a certain grade.
• • Special or meritorious promotion
C. Merit
• Demonstrated capability to discharge the responsibilities and duties of
D. Mandatory then higher grade in a satisfactory manner.
95. A kind of promotion that demonstrated capability to discharge the responsibilities and duties of
then higher grade in a satisfactory manner.
A. Regular • Regular Promotion.
• A quota allocated promotion wherein a candidate must satisfy all the
B. Special mandatory requirements fixed for a certain grade.
C. Satisfactory • • Special or meritorious promotion
• Demonstrated capability to discharge the responsibilities and duties of
D. Mandatory then higher grade in a satisfactory manner.
96. It is known as the Philippine National Police Reform and Reorganization Act of 1998
A. RA 6975
B. RA 9881
C. RA 8551
D. RA 6713
97. It is the Institutionalization of the doctrine of “command responsibility” in all government offices,
particularly at all levels of command in the Philippine National Police and other law enforcement agencies.
A. EO 226
B. EO 229
C. EO 622
D. EO 922
98. Citizen’s complaint against any member of the PNP can be brought to the following, except;
A. Chief of Police
B. Mayors of cities/municipalities
C. People Law Enforcement Board
D. Chief PNP
RA 6975
• SECTION 41. (a) Citizen’s Complaints. — Any complaint by an individual
person against any member of the PNP shall be brought before the following:
• (1) Chiefs of police,
• where the offense is punishable by withholding of privileges, restriction to specified limits,
suspension or forfeiture of salary, or any combination thereof for a period not exceeding fifteen (15)
days;
• (2) Mayors of cities or municipalities
• where the offense is punishable by withholding of privileges, restriction to specified limits,
suspension or forfeiture of salary, or any combination thereof, for a period of not less than sixteen
(16) days but not exceeding thirty (30) days;
• (3) People’s Law Enforcement Board,
• as created under Section 43 hereof, where the offense is punishable by withholding of privileges,
restriction to specified limits, suspension of forfeiture of salary, or any combination thereof, for a
period exceeding thirty (30) days; or by dismissal.
99. Determine whether the guidelines, directives policies, circulars, rules and regulations and other
issuances promulgated by the PNP, NAPOLCOM, Office of the President, other government agencies are
being implemented;
A. Inspection Section
B. Police Section
C. Police Promotion
D. Police Placement
100. It is the office or position to which one has been appointed.

B. Police Assignment
C. Police Promotion
D. Police Placement
TERMS

Leadership Management, Decision Making Management and Administration Ratio

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LEADERSHIP MANAGEMENT, DECISION

MAKING MANAGEMENT AND

22. ________ is an entities or individual’s ability to control or direct others.

36. A tactic that focuses on demanding compliance or using intimidation or threats.

44. A tactic that focuses on demanding compliance or using intimidation or threats.

• Arising from “job content”

• Inadequate rewards practices and characteristics •

• Ineffectiveness of corrections • Police work itself

100. It is the office or position to which one has been appointed.

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