Professional Documents
Culture Documents
NQESH
Education Program Supervisor
Region VI-A (CALABARZON)
CLASSICAL LEADERSHIP
SHARED LEADERSHIP
Displayed by a persons
Identified by the quality of
position in a group of
peoples interactions
hierarchy.
rather than their position.
Leadership is evaluated by
whether the leader solves
problems or leaders
provide solutions and
answers.
Leadership is evaluated by
how people are working
together. Everyone works
to enhance the process
and to make it more
fulfilling.
Distinct differences
between leaders and
followers; character, skill,
etc.
SET 1
KEY TO CORRECTIONS
1.
2.
3.
4.
5.
6.
7.
8.
C
C
C
C
C
C
C
NC
9.
10.
11.
12.
13.
14.
C
C
C
C
C
C
Developing Effective
Leaders
Transformational Leadership is
evident when both leaders and
followers support one another to
reach the next level of motivation
and morality. This type of leadership
is centered on creating shared vision.
On making communication better,
and increasing joint decision-making
processes.
Principles of Leadership
1. Take responsibility. The position we hold is an
indicator of the responsibilities or authority
we hold. Everyone has a responsibility,
develop it in yourself and among your
people. If you decide to do or act on
something, remember that each action has a
consequence. Be prepared to take
responsibility for your actions. When you
make a mistake, take responsibility for it.
Those under your leadership and guidance
will respect your for that. A leader should get
the trust of those under his guidance. Trust is
earned. This principle is very important. Instil
this into the minds of your teachers.
Principles of Leadership
2. Know yourself and seek selfimprovement. Do not lie to yourself. Get
in touch with your soul, your whole being.
Know what your strengths are and
nurture them. Know what your
weaknesses are and turn them into
strengths. Know the things that you can
and you cannot do. Ask for an evaluation
of yourself, even from your subordinates.
Be open to criticisms. Make your teachers
follow your example.
Principles of Leadership
3. Set the example. Clear rules and
standards should exist in a school to
prevent chaos. As a school head you
must set an example to your
teachers. You must be able to teach
them to think, not just to believe and
obey. People respect leaders who
provide inspiration, strength, and
guidance.
Principles of Leadership
4. Develop responsibility among your
teachers and pupils. If you are able
to do this, they will take the initiative
when needed. Things will be done.
You will be able to develop leaders.
You will be able to delegate to them
some tasks. Expect them to be
responsible for their actions too.
Principles of Leadership
5. Ensure that a job is understood, supervised
and accomplished. Make sure that your
teachers know what to do after you have given
them instructions. Make them ask questions.
Also, verify if they have understood the
instructions. Supervise your teachers while
they are doing the task to ensure that it is
being done properly. If they have mistakes
along the way, make corrections when and
where needed. Encourage them when they are
doing well. After the task is done, inspect it and
praise your people for a job well done. Clarify
this leadership principle to them. Explain it to
them carefully and make them understand its
importance.
Principles of Leadership
6. Know your teacher and look after their
welfare. Know each of them by name. Know
what is going on with their lives. Ask them
questions. Be genuinely interested in them, in
what they do. Know their abilities, what they
excel in, and how they were trained. Know
what training they still need to develop their
craft. Know them personally. The better you
know them, the better you will be able to lead
them and do as you do. Look our for their
well-being, their health, their personal life,
and their needs. Watch out for them always.
Principles of Leadership
7. Keep every teacher informed. When
there are orders coming from the
higher office, inform every personnel
about them. Explain to them about
the orders, about what is going on.
They are the ones who will help you
in making sound and timely decisions.
If they know what is happening, and if
they are well informed, they will be
able to accomplish their jobs better.
Principles of Leadership
8. Set attainable goals. To ensure
success and increased self-esteem of
teachers and other personnel, make
sure that you give tasks that are
according to the capabilities of your
teachers. Give them assignments
according to what they are trained to
do.
Principles of Leadership
9. Know all aspects of your job. Be
technically proficient. This goes without
saying. A leader who is not proficient in
his job is a useless one, Try to keep
abreast of the new technologies in your
job. For example, know how to use a
computer in administration and
management. Familiarize yourself with
competencies needed in your job as a
principal. Master those skills. Know how
things are done and what is needed to
get the job done.
Principles of Leadership
10. Make sound and timely
decisions. For this principle you
must follow principle number 9.
It will help you accomplish your
job and help you make sound
and timely decision.
Principles of Leadership
11. Develop teamwork. Make your
teachers learn the value of teamwork.
Make them look after themselves.
Develop their confidence in themselves,
individually and as a team. If you have a
cluster of people who merely work
together because they have to, then
things do not get done. But if you have a
team who are high in spirits and people
who have high morale, the job gets done
faster, more efficiently and more
effectively.
Implementation
SET 2
KEY TO CORRECTIONS
1. T
2. T
3. F. A vision statement is a written
statement of what the organization
should look like in a certain number of
years.
4. F. Leaders should praise not only those
who do outstanding work but also
those who are dependable, i. e. Those
who do good work most of the time.
T
T
F. This is coaching.
F. Employees need counselling if their
personal problems are affecting their
work.
9. F. Communication per se is not a source
of conflict. Poor communication or the
lack of it can be a source of conflict.
10. T
5.
6.
7.
8.
SET 3
MANAGEMENT &
LEADERSHIP
CONCEPTS AND
APPLICATIONS
1.
2.
communication
upward
2. 3. more hierarchical
A hierarchical organization is
characterized by formal authority,
procedures and rules, clearly defined
division of labor and promotions based
on skills.
As an organization expands, the number
of employees increases. This will result
to adding managers who will oversee the
workers and operation of the business.
3.
5. 3. people
Organizational development is a
companywide long-term plan that
make major changes on the people. It
strives to maximize organizational
effectiveness as well as individual work
satisfaction.
6. 1. crisis
Before an organization can evolve to the
next stage of growth, a crisis is usually
encountered. For instance in the
creativity phase, the organizations
founder may be overburdened with
responsibilities and may have conflict
with the employees. This could lead to
the appointment of managers, a new
level in the hierarchy.
7. 4. Confrontation
Confrontation is a process where conflicting parties
verbalize their positions and areas of disagreement.
This is more heavily stress-related setting than a
consensus seeking approach. The outcome hoped for
is a reason for the conflict and eventually resolve it.
Avoidance is the approach where conflict is ignored.
Smoothing is an approach where conflict is managed
by playing down differences among parties.
Compromise is the approach where each party is
required to give up something and find middle
ground.
Collaboration is the approach where each party work
together to solve the conflict.
8. 3. Process-oriented
Process-oriented change increases
productivity and efficiency.
Strategic change improves the companys
strategy to meet its objectives.
People-centered change makes
adjustments to employee attitudes and
behaviors.
Structural change focuses on the
hierarchy, goal, or systems.
9. 2. unfreezing
Changing stage is next after unfreezing.
After determining the problems or what
is lacking in the system, appropriate
changes should be made.
Refreezing is where new behavior and
procedure are reinforced.
There is no stage as freezing and
reinstating.
13.5. responsibility
Responsibility is the obligation to carry out
ones assigned task to the best of ones ability.
(1) Policy provides guidelines to follow when
dealing with important areas of decision
making.
(2) Standards are quantitative or qualitative
measuring device designed to help monitor
the performances of the employees.
(3) Work schedule delegates which employees
or groups of employees will be assigned for
which tasks, and the dates by which various
elements of these tasks must be completed.
(4) Procedure is a step-by-step directions in
which activities or tasks are to be carried out.
17.3. brainstorming
Brainstorming is a group effort at generating
ideas and alternatives that can assist a particular
manager in making decisions or solving problems.
(1) Groupthink is the phenomenon of group of
members to go along with the opinion of the
group.
(2) Decision tree is a graphic representation of
the actions a manager can take and how these
actions relate to the future events.
(4) Flow chart is a graphic representation of a
procedure.
(5) Conference is a formal meeting of people with
a shared interest usually takes place over several
days.
18. 1. improvement to
management
information
system (MIS)
Indirectly interactive forces are
political, economic, legal, sociocultural
or technological in nature.
Choices (2), (3), (4) and (5) are all
examples of directly interactive forces.
19. 3. authority
Authority is the right to make decisions that
commit the organizations resources or the legal
right of a manager to tell someone to do or not
to do something.
(1) Power is a persons ability to influence
results.
(2) Responsibility is the obligation to carry out
ones assigned task to the best of ones ability.
(4) Accountability means being answerable for
the results of ones actions.
(5) Leadership is the process of influencing a
group or an individual toward the
accomplishment of goal setting or goal
achievement.
29.5. grievance
(1) Negotiation happens when two parties
agree to work to resolve a labor dispute.
(2) Mediation happens when a third party
is requested to facilitate a resolution of a
negotiation.
(3) Arbitration happens when the third
party is given the authority to decide on
how the dispute will be resolved.
(4) Appraisal the review of that measures
the performance of an employee.
30.2. Storming
33.2. Demotion
Demotion cannot be considered
separation since the employee is still
with the company. He is merely
transferred to a lower position in the
hierarchy.
All the other choices are considered a
separation. They would end the
relationship of the employees with
the company.
35.2. Economic
(1) Political concerns involve an unstable
government in a country it does business in.
(3) Legal concerns involve differences in laws
concerning business in other countries as to
what they were accustomed to.
(4) Technological concerns involve difference
in the level of technology of partner
companies with ones own.
(5) Social and Cultural concerns include
language barrier. The brand-new of a
multinational company when translated to
another language may change its meaning
or may have a lesser-known meaning that
can lead to embarrassment for the company.
36.4. centralization
40.3. Process-oriented
Process-oriented changes are applied
in manufacturing products. They
increase productivity and efficiency.
41.4. performance
An incentive-based system encourages
employees to perform better and to
maximize their capabilities.
44.1. demotion
Demotion is a movement from one
position to another which has less pay or
responsibility attached to it. Demotions
can be used for punishment, but most
organizations refuse it as an option,
preferring instead to suspend the
employee or asses a financial penalty.
45.4. Differentiation
strategy
55. 4. free-rein
Free-rein is characterized by the leaders
encouraging the individual or group to
function independently.
(1) Supportive approach is characterized by
the managers support to his subordinates
in attaining their goals. This is done by
removing barriers, developing mutual goalsetting opportunities, encouraging positive
risk-taking and providing stability.
(2) Participative approach is characterized
by the managers involving the
subordinates in the decision.
(5) Motivator approach is the same as the
supportive approach.
63.1. mediation
64.1. lobbying
Self-policing is the process of keeping
order or maintaining control within the
organization without accountability to the
government.
65.5. involuntary
bankruptcy
Bankruptcy is a situation where a
company is unable to pay its debts. If
the creditors petition the court and not
the company for bankruptcy, then this
is called involuntary bankruptcy.
68. 1. inflation
Inflation is a general increase in the levels of
prices over a period of time. It impacts on the
price of goods and services. This means that the
factors of production cost more.
(2) Recession decribes a low point of business
activity and a low point in the business cycle.
(3) Bankruptcy is a situation where a company is
unable to pay it debts.
(4) A fiscal policy relates to deliberate changes in
taxes and government spending for the purpose
of changing capital investment, income, and
employment.
(5) Contraction is a period in the business cycle
where business operations slow down. During this
period unemployment increase. Business cut back
on their production of goods and money is tight.