LEADERSHIP, DECISION MAKING, MANAGEMENT AND ADMINISTRATION

INSTRUCTION: Select the correct answer for each of the following questions. Mark only one answer for each item by shading the box
corresponding to the letter of your choice on the answer sheet provided. STRICTLY NO ERASURES ALLOWED. Use pencil no. 2 only.
Multiple Choice:

1. A decisions are generally taken as per predetermined rules and procedures and require less application of judgment and skill.
a. Individual and Group Decisions b. Strategic and Tactical Decisions
c. Programmed and Non-Programmed Decisions d. none of the above
2. Such decisions require more resources, judgment and skill. Because of their importance, these decisions are taken at top
managerial levels.
a. Strategic and Tactical Decisions b. Programmed and Non-Programmed Decisions
c. Individual and Group Decisions d. none of the above
3. When to use behavioral decision-making?
a. by proactive communication b. by reactive decision making
c. by proactive decision making d. none of the above
4. What decision making where the community is given the choices available to them, rather than brainstorming alternative solutions?
a. behavioral decision making b. conceptual decision making
c. analytic decision making d. none of the above
5. What decision-making process takes a more collaborative approach?
a. Conceptual decision making b. analytical decision making
c. behavioral decision making d. none of the above
6. What decision making whereas the leaders, rely on direct observation, data, and facts to back their decisions?
a. analytical decision making b. conceptual decision making
c. behavioral decision making d. no answer
7. The decision maker here, instead of going to others for more details, their decisions are rooted in their own intelligence, experience
and reasoning.
a. directive decision-making b. behavioral decision making
c. analytical decision making d. none of the above
8. A decision maker who knows where and when your intuition is working or not. Intuition works best in places we have a great deal
of expertise in.
a. Intuitive Decision Maker b. Rational or Analytic Decision Makers
c. Random or Chance Decision Maker d. none of the above
9. Flipping a coin or using a "decision wheel" would be representative of employing this approach known as?
a. random or chance approach b. intuitive decision -making approach
c. rational or analytical approach d. none of the above
10. Exemplified by systematic decision-making and defines upfront success factors, is what decision making approach?
a. rational or analytical approach b. intuitive decision -making approach
c. random or chance approach d. none of the above
11. Relying on emotions and feelings and careful planning is not possible or not desired refers to what decision making approach?
a. intuitive decision -making approach b. random or chance approach
c. rational or analytical approach d. none of the above
12. Collaborative Decision-Making”, is also known as ___.
a. decision making approaches b. individual decision-making
c. group decision making d. none of the above
13. Which of the following is not a characteristics of a good decision?
a. Decisions are executable. b. Decision are accountable
c. Decision is systematic. d. none of the above
14. The Group Decision and Individual Decision-Making Techniques are the two ____.
a. narrowed decision making techniques b. intelligent decision making
c. broad decision making techniques d. no answer
15. It is the key to ensure the smooth operation of a business, and that is why administrative managers are required to have a broad
understanding of all stages of the management process.
a. administrative communication b. effective management
c. Administrative management d. none of the above
1|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION
16. This is needed in many companies because without it, it will fail and has the potential to destroy the functioning of a business, the
motivation level of its employees and the satisfaction rate of its customers.
a. Evaluate company performance b. Plan strategically
c. Prioritize communication d. none of the above
17. This is much required for effective administrative management of an organization’s performance.
a. Focus on all processes b. Plan strategically
c. Evaluate company performance d. none of the above
18. For effective administrative management, it is imperative that the administrative management team knows the strategic objectives
of the organization.
a. the management will focus on all process b. the management will evaluate company all the times
c. the management will plan strategically d. none of the above
19. It will be designed based on data related to the business processes. Any decisions that are made should be based on past and
current information and future goals.
a. Facilitating achievement of goals b. Maximum productivity
c. Data-based decisions d. none of the above
20. When employees are motivated, their performance will be better, which will lead to happy clients and increased customer
satisfaction.
a. Facilitating achievement of goals b. Data-based decisions
c. Maximum employee and customer satisfaction d. none of the above
21. This includes identifying which team members will be more successful at performing a certain task. By capitalizing on the strength
of each team member, there is less mismanaging of time, greater productivity, faster results and higher motivation levels within the
team.
a. Data-based decisions b. Maximum productivity
c. Healthy financial situation d. none of the above
22. An effective administrative management strategy to ensure that the company’s finances are managed in an efficient manner so
that expenses remain under control and within budget.
a. Maximum productivity b. Healthy financial situation
c. Facilitating achievement of goals d. none of the above
23. A successful administrative manager must have a strategy in place to administer a budget, manage risk and report any variances.
a. Delegation b. Budget control and cost management
c. Change control and management d. none of the above
24. This is a basic necessity for the administrative side of any business operation.
a. Goal setting b. Delegation
c. Change control and management d. none of the above
25. There needs to be an administrative strategy in place to manage the process of change, to evaluate that change, budget for it,
implement it and ensure it is accepted throughout the different departments of an organization.
a. Delegation b. Change control and management
c. Goal setting d. none of the above
26. This is a company-wide strategy but one that requires input from the entire administration. There has to be a strategy that outlines
a clear action plan for the employees and states specific targets.
a. Leadership development b. Goal setting
c. Performance management d. none of the above
27. Every business, big or small, faces challenges and setbacks.
a. Setting standards b. Problem management c. Team building d. none of the above
28. There must be a set of standards in place to ensure that the organization’s products and/or services are up to the mark and meet
acceptable standards. Enforcing these standards should be one of the highest priorities of a company.
a. Team building b. Setting standards c. Problem management d. none of the above
29. If you want to succeed, you will do so by using your people. To do that, implement team building strategies so that your team
remains motivated.
a. Transparency b. Team building c. setting standard d. none of the above
30. This is the ability to see an organization and know how each part works and how it relates to other functions. This helps the
administrator monitor proper coordination because in most cases, the proper running of one process depends on other processes.
a. Human skills b. Conceptual skills c. Technical skills d. none of the above
31. This skill encompasses how an administrator interacts with their subordinates, equals, and superiors.
a. Human skills b. Technical skills c. Conceptual skills d. none of the above

2|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION
32. This means that the administrator must understand that technology and know how to use and apply it within their particular
discipline.
a. Conceptual skills b. Human skills c. Technical skills d. none of the above
33. This principle believes that organizations should promote high morale and unity to retain the best employees for lengthy periods of
time.
a. Esprit de Corps b. Initiative c. Stability of Tenure of Personnel d. none of the above
34. This principle states that management should employ the right staff and properly train them in hopes of retaining their employment
for a long time and benefiting the organization through experience and expertise.
a. Stability of Tenure of Personnel b. Initiative
c. Esprit de Corps d. none of the above
35. The principle proclaims that managers should be fair and impartial to their staff but the relationship should still be in compliance
with the principle of subordination of individual interest to general.
a. The equity principle b. The order principle c. The scalar chain principle d. none of the above
36. The principle can be interpreted in either of the two ways; some believe this principle refers to giving every material in the
organization its right position while other believe it means delegating the right job to the right employee
a. The order principle b. scalar chain principle c. centralization principle d. none of the above
37. It contends that communication within the organization should only be one uninterrupted vertical flow of communication and any
other type of communication should only occur in times of emergencies and when approved by a manager.
a. scalar chain principle b. centralization principle c. The order principle d. none of the above
38. The principle advocates that managerial decision making should be centralized with orders being delivered from top tier
management to the middle management, where the orders are arranged and then clarified for the line staff to execute.
a. centralization principle b. The order principle
c. scalar chain principle d. none of the above
39. The principle states that there should only be one plan, one objective and one director head for each specific plan.
a. unity of direction principle b. unity of command
c. Authority and Responsibility d. none
40. The doctrine proclaims that employees should only receive command and report to one administrator or boss-like authority figure.
a. unity of command b. unity of direction principle
c. scalar chain principle d. none of the above
41. The principle supports strict and clearly defined rules and regulations in the workplace to ensure professional employee behavior
and order.
a. Authority and Responsibility b. The discipline
c. Division of Work d. none of the above
42. It involves all the activities that under Auditing, Accounting, Fiscal Planning and Control.
a. Staffing b. Budgeting c. Directing d. none of the above
43. This essentially refers to establishing a broad sketch of the work to be completed and the procedures incorporated to implement
them.
a. Staffing b. Planning c. Directing d. none of the above
44. It involves formally classifying, defining and synchronizing the various sub-processes or subdivisions of the work to be done.
a. planning b. Organizing c. staffing d. Directing
45. It refers to the act of running and maintaining a business or organization.
a. decision making b. administrative management c. management d. none of the above
46. This includes creating rules & regulations, making decisions, management of operations, creating organization of
staff/employees/people to direct activities towards achieving a common goal or objective.
a. decision making b. administration c. management d. no answer
47. It is a top-level activity, above the management. It deals with executive and strategic work. Thus, it must incorporate both
leadership and vision.
a. management b. administration c. leadership d. none of the above
48. Which of the following is the function of Administration?
a. hiring b. decision- making c. executive d. none of the above
49. The administration is focused on the ___.
a. management function b. planning and organizing function
c. directing function d. none of the above
50. . Management is focused on “________” because managers get work done under their supervision.
a. “thinking“ b. "doing" c. directing d. none of the above
51. The administration is focused on “_______" because it is determining the plans and policies.
a. "doing" b. “directing“ c. "thinking” d. none of the above”

3|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION
52. This theory asserts that businesses consist of multiple components that must work in harmony for the larger system to function
optimally. The organization’s success, therefore, depends on synergy, interdependence and interrelations between subsystems.
a. Systems Administration Theory b. Contingency Management Theory
c. Systems Management Theory d. none of the above”
53. This leadership traits theory apply to every kind of situation and that a leader must be flexible to adapt to a changing environment.
a. Bureaucratic Management Theory b. Human Relations Theory
c. Contingency Management Theory d. none of the above”
54. Theory that focuses on structuring organizations in a hierarchy so there are clear rules of governance.
a. Human Relations Theory b. Systems Management Theory
c. Bureaucratic management theory d. none of the above”
55. This focus was on changing working conditions like lighting, break times and the length of the workday. Every change he tested
was met with an improvement in performance.
a. Principles of Administrative Management Theory b. Scientific Management Theory
c. Human Relations Theory d. none of the above”
56. He is known as ‘father of modern management theory’.
a. Richard Henry b. Henry Ferrol c. Henry Fayol d. none of the above”
57. It is the skills of influencing people for a particular purpose or reason.
a. Controlling b. Directing c. leading d. none of the above”
58. Monitoring the organizational progress toward goal fulfillment is called ____.
a. Organizing b. Planning and Decision Making c. controlling d. none of the above”
59. It means setting an organization’s goal and deciding how best to achieve them. It is a decision making, regarding the goals and
setting the future course of action from a set of alternatives to reach them.
a. organizing b. controlling c. Planning d. none of the above”
60. It can be defined as the process by which the established plans are moved closer to realization.
a. Controlling b. Managing c. Organizing d. none of the above”
61. The group's actions and performance led by him are influenced.
a. leader b. leadership c. leading d. none of the above
62. Mobilizes different resources, brings intelligent understanding and goodwill among employers to complete work at the organization.
a. Coordinator b. manager c. Decision-Maker d. none of the above
63. After addressing various aspects of the problem, taking decisions for different activities, evaluating them, designing possible
alternatives and choosing the correct one.
a. Decision-Maker b. Delegator of Authority c. leader d. none of the above
64. Encourage work train for according the employees next to line of their skills and knowledge and train for the next line of executives.
a. Delegator of Authority b. leader c. Decision-Maker d. none of the above
65. Depending on the effect on the organization, most negotiation is done by top and middle-level managers. Top managers will
handle negotiations that affect the entire organization, such as union contracts or trade agreements.
a. Negotiator b. Resource allocator c. Disturbance handler d. none of the above
66. All levels of management will make resource allocation decisions, depending upon whether the decision affects the entire
organization, a single department, or a particular task or activity.
a. Resource allocator b. Disturbance handler c. Negotiator d. none of the above
67. In a firm, they are usually top-level managers. They identify economic opportunities, lead the initiative for change, and make
product decisions.
a. The entrepreneurs b. businessman c. manager d. none of the above
68. It involves the receiving and sending of information—whether as a spokesperson, a mentor, a trainer, or an administrator.
a. Informational roles b. reporting role c. media role d. none of the above
69. A special kind of manager who may be appointed to manage a particular task or activity. They reports to a first-line or middle
manager.
a. team leader b. First-line managers c. Chief d. none of the above
70. He is considered as a “boses”.
a. Top-Level Managers b. first line manager c. 3rd line manager d. none of the above
71. It has a titles like department head, director, and chief supervisor. They are links between the top managers and the first-line
managers and have one or two levels below them.
a. first line manager b. top level manager c. Middle managers d. none of the above
72. The Chief Operation Officer is equivalent to ___.
a. Team leader b. Middle manager c. Top level manager d. none of the above

4|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION
73. A set of principles relating to the roles planning, coordinating, directing, and regulating, and implementation of those principles in
the efficient and effective use of physical, financial and informational capital to achieve organizational objectives.
a. directing b. administration c. Management d. none of the above
74. They are the most influential of the five types of leaders and are highly respected. Their reputation precedes them. They are well
known for developing leaders.
a. transactional leader b. inspirational c. Transformational Leader d. no answer
75. A leader that inspires managerial and relational leaders to become motivational leaders. Their focus is on growing themselves in
order to inspire others to grow.
a. transformational leader b. Motivational Leader c. An inspirational leader d. no answer
76. They are trusted and deliver results for themselves, their families, their team, their organization, their customers, their suppliers,
and their community. Their weakness is not making the necessary sacrifices to reproduce other motivational leaders.
a. Relational Leader b. Inspirational Leader c. Motivational Leader d. no answer
77. He builds relationships in order to influence others. People want to follow them because of who they are, not what they know.
a. Motivational Leader b. Managerial Leader c. relational leader d. inspirational leader
78. The least effective of the five types of leaders. They have the least influence. People only follow them because they have to.
a. Relational Leader b. Motivational Leader c. managerial leader d. no answer
79. Which of the following is not a principle of a leadership?
a. Know yourself and seek self-improvement b. Be technically proficient
c. Keep your workers informed d. no answer
80. It focuses on delegating initiative to team members. This can be a successful strategy if team members are competent, take
responsibility and prefer engaging in individual work. However, disagreements among the members may split and divide a group,
leading to poor motivation and low morale.
a. Participative Leadership b. Authoritarian Leadership
c. Delegative leadership style d. no answer
81. A one-person show can turn out to be successful in situations when a leader is the most knowledgeable in the team.
a. laissez-faire leadership b. Authoritarian leadership styles
c. Participative Leadership d. no answer
82. This leadership styles are rooted in democratic theory. The essence is to involve team members in the decision making process.
a. Authoritarian Leadership b. Participative leadership styles
c. Delegative leadership style d. no answer
83. This style of leadership might listen and consider the input of employees -- unlike autocratic leadership -- but the leader tends to
reject an employee's input if it conflicts with company policy or past practices.
a. Transactional leadership b. Bureaucratic Leadership
c. Transformational Leadership d. no answer
84. It sit at the intersection between a company's main operations and its growth opportunities. He or she accepts the burden of
executive interests while ensuring that current working conditions remain stable for everyone else.
a. Laissez-Faire Style b. Strategic leaders c. Affiliative Style d. none of the above
85. Of all the leadership styles, this one involves the least amount of oversight. You could say that the autocratic style leader stands as
firm as a rock on issues.
a. bureaucratic b. Laissez-Faire Style c. democratic d. none of the above
86. Of all the leadership styles, this is one where the leader gets up close and personal with people.
a. Coaching Style b. affiliative leadership approach c. democratic leadership d. no answer
87. Are more likely to ask "What do you think?" They share information with employees about anything that affects their work
responsibilities.
a. Coaching Style b. Democratic leaders c. Authoritative Style d. no answer
88. The mark of confident leaders who map the way and set expectations, while engaging and energizing followers along the way.
a. Democratic leaders b. authoritative leadership style c. affiliative leadership d. none of the above

89. This type of leader believes that he or she is the smartest person at the table and knows more than others. They make all the
decisions with little input from team members.
a. Authoritative Style b. autocratic leader c. affiliative leadership d. none of the above
90. It is also known as transformational theories, focus upon the connections formed between leaders and followers.
a. Management Theories b. Relationship theories c. Participative Theories d. no answer
91. It is also known as transactional theories, focus on the role of supervision, organization, and group performance.
a. Management theories, b. Participative Theories
c. Behavioral Theory d. none of the above

5|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION
92. A leadership are based upon the belief that great leaders are made, not born. The theory suggests that effective leadership is the
result of many learned skills.
a. Behavioral theories b. Participative Theories c. Situational Theory d. None of the above
93. It is similar to the Contingency Theory as it also proposes that no one leadership style supersedes others.
a. Situational Theory b. Behavioral theories c. Participative Theories d. none of the above
94. It emphasizes different variables in a specific setting that determine the style of leadership best suited for the said situation. It is
founded on the principle that no one leadership style is applicable to all situations.
a. The Contingency Theory b. Trait Theory
c. Situational Theory d. none of the above
95. It focused on analyzing mental, physical and social characteristic in order to gain more understanding of what is the characteristic
or the combination of characteristics that are common among leaders.
a. The trait theory of leadership b. The Contingency Theory
c. Participative Theories d. none of the above
96. It assumes that the traits of leadership are intrinsic. That simply means that great leaders are born...they are not made.
a. The Great Man theory b. The trait theory of leadership
c. Situational Theory d. none of the above
97. A crisis or important event can cause a person to rise to the occasion, putting forth extraordinary qualities of leadership in an
ordinary person.
a. Great Events theory b. The Great Man theory
c. The trait theory of leadership d. none of the above
98. A person who leads is called?
a. leader b. leadership c. tour guide d. none of the above
99. It is a trait or quality that is deemed to be morally good and thus is valued as a foundation of principle and good moral being. In
other words, it is a behavior that shows high moral standards: doing what is right and avoiding what is wrong.
a. virtue b. respect c. values d. none of the above
100.A trait characterized by sadness, moodiness, and emotional instability. Individuals who are high in this trait tend to experience
mood swings, anxiety, irritability, and sadness. Those low in this trait tend to be more stable and emotionally resilient.
a. Neuroticism b. Extraversion. c. Conscientiousness d. no answer
-------END-------

6|
LEADERSHIP, DECISION-MAKING, MANAGEMENT & ADMINISTRATION