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educational-management-supervision
  • The universal process of efficiently getting activities completed with and through other people is called:
  • The term management is reserved for profit making organizations while administration is more readily acceptable in:
  • Deciding what to do, why to do and when to do is the main objective of:
  • Once the reasons for the organization's existence is made clear through major objectives, administrators will establish sub-objectives statements and formulate:
  • The establishment of relationships between activities, personnel and physical factors comes under:
  • All employees need and expect to be:
  • The function of reviewing, regulating and controlling performance is called:
  • The most important pre-twentieth century influence on administration:
  • In the 1830’s, ____ wrote about systematic study & standardization of work operations:
  • Father of Scientific Management:
  • The search for opportunities is:
  • ______ is the primary objective of business firms.
  • Studies show administrators spend most of their time on:
  • Encoding step in communication is:
  • ______ is the product of a sender’s encoding.
  • ______ is an important non-verbal component of communication.
  • The universal process of efficiently getting activities completed with and through other people is called:
  • Bulletin boards, circulars are examples of ______ communication.
  • Suggestion boxes & grievance procedures are examples of ______ communication.
  • The actual pattern/flow of communication is called communication
  • Taylor sought to create a mental revolution by defining guides for improving:
  • Taylor’s scientific management was accepted by:
  • ______ study was given by Frank and Gilbreth.
  • Cooke demonstrated specifically on:
  • Commanding is the more formal & directive way of what we call today:
  • Max Weber was a German:
  • Hawthorne studies were supervised by:
  • Weber described organizational activity based on authority relations called:
  • Mary Parker Follett contributed in the area of:
  • Bureaucratic Model is characterized by:
  • Bernard introduced ______ aspects into the analysis of managerial functions and processes
  • The result of first Hawthorne experiments was that:
  • The process of problem definition, alternative development, appraisal and solution selection is:
  • Simon’s “Administrative Behaviour” was probably the most important contribution of the:
  • Behavioural integrationists have been:
  • Chris Argyris has consistently argued for ______ in organizations
  • The 1960s were the decades of:
  • The system movement can be described as input absorbers and output generators:
  • System advocates recognized that a ______ in any factor affects all other components.
  • The theme that power is central to administration was proposed by:
  • A group of people working together in a structured setting to achieve goals is:
  • Ability to minimize waste of resources is:
  • Using influence to motivate others toward goals is:
  • “Figurehead, leader and liaison” are ______ roles
  • When a manager transmits information from outside to internal staff, he acts as:
  • A manager who initiates changes to improve or adapt is:
  • Managers need competencies to achieve goals, known as:
  • Skills of civil engineers or surgeons are:
  • Power of decision making is an example of:
  • Managers balancing demands of top and first-line managers are:
  • The movement focusing on unpredictable problems is known as:
  • The final step in decision making is:
  • Objectives, standards, procedures and methods represent examples of:
  • ______ are the ends toward which activity in the organization is directed.
  • Examples of non-programmed decisions are:
  • The most familiar non-programmed decision guide is the:
  • The criteria that every person must generate 500 units per day is a:
  • A series of interrelated sequential steps established for task accomplishment is:
  • The most common form of policy is the one that is
  • Four personal qualities contribute to better decisions: experience, good judgment, and:
  • The first step in the organizational planning process is to
  • Strategic goals are set by:
  • Goals which are targets for future results of specific divisions are:
  • Operational goals are also called:
  • Effective goals should be:
  • Goals with explicit definition of when results are to be achieved are:
  • Plans covering brief periods & daily operations are:
  • A ______ is a less complex single-use plan:
  • Ongoing goals requiring repeated managerial handling are:
  • Alternative actions to follow in unexpected situations are:
  • In network all communication is channelled through one person.
  • A school has hierarchy of staff belonging to diverse background communication barrier has more chance to occur
  • ______ step determines whether understanding has been achieved during the communication process or not.
  • The decision maker selects a particular course of action, it's a/an:
  • According to ______ model, the decision making process can be broken-down into logical steps.
  • ______ alternative has a high probability of both positive and negatively valued outcomes.
  • Which model of decision making is suitable for school conditions?
  • Justify the rationality of decisions which decision maker has already made is called:
  • Vroom and Yetton identified decision making styles.
  • Which one is NOT a Shared Decision Making technique?
  • We get information from far places from experts for making shared decisions. This technique is called:
  • The power that is vested in the leader's position:
  • ______ and ______ powers are personal and emanate from a leader's personality.
  • One can achieve ultimate power by giving it to the people who work for him, is known as:
  • It measures the degree to which a leader is sociable, assertive and withdrawn.
  • Effectively interacting with a group to guide them to accomplish a task is known as:
  • A leadership style in which policy is determined solely by leader
  • It refers to the extent to which a leader exhibits trust, warmth and concern for the welfare of subordinates:
  • No appraisal—spontaneous evaluation by other group members—is a ______ style of leadership.
  • According to ______ theory, effective leadership depends on the interaction of leader's personal traits, behaviour and situational factors.
  • Path-Goal theory has its roots in the:
  • Hersey and Blanchard situational leadership theory allows managers a choice of ______ possible leadership styles.
  • Which one of these leadership behaviours is NOT enlisted in Path-Goal theory?
  • Which theory says that “leader's effectiveness depends on the ability to motivate and satisfy employees so they will perform”?
  • In Adlerfer's ERG theory “E” stands for:
  • “The leader behaviour should be altered according to the employee's readiness/maturity to complete tasks.” This is the main assumption of:
  • One individual has the responsibility of monitoring and controlling the work:
  • Workers coordinate their efforts through simple informal communication.
  • Those who perform the basic work/activities related to production of products/services:
  • In school systems Principals are:
  • This type of leader lets subordinates know what is expected of them by setting performance standards.
  • According to Fayol, administrative behaviour consists of:
  • Who coined the new term "POSDCORB":
  • To the administrative managers, ___ was the basic principle of organization.
  • The number of workers supervised directly is a definition of:
  • ___ is information about the system that enables organization to correct itself:
  • The process by which a group of regulators acts to maintain a steady state among the system components is called:
  • Chester I. Bernard was one of the first proponent of:
  • Herbert Simon used the concept of ___ as a focal point for a formal theory of work motivation.
  • The school organization today can be described as a highly developed bureaucracy concluded by:
  • ___ offer a possible solution as they interpret formalization as an organizational technology and identify two types.
  • It at first blush seems wrong-headed, but it is not.” It comes under:
  • Mindful schools match expertise with problems by:
  • Bassumptionseliefs, symbols, ideologies, behaviours, , feelings make a unique system of:
  • When members interact and share feelings using common terminologies and ceremonies, it refers to:
  • All are examples of administrative process except:
  • The socialization process starts from:
  • An example of triggering events is:
  • __ sometimes lead to agents engaging in cultural visioning (change cycle).
  • The step involved in anticipation of future is cultural:
  • ___ provide one of the most comprehensive descriptions of the open system perspective.
  • All of these are pressures for organizational change except:
  • Which is NOT a cause of resistance to change:
  • Concept of Force Field analysis was developed by:
  • Reducing the forces acting to keep the organization from change is:
  • Laboratory training group consists of members:
  • Span of Control for any manager/administrator is:
  • Which is NOT the type of "Laboratory training group":
  • __ is an individual approach to change:
  • Norms in any organization define:
  • Administrative practice is enhanced by:
  • Reproducer of patriarchy, reinforce of domination is a specific feature of
  • Loose coupling means:
  • Charles Bidwell noted structural looseness in schools in:
  • Characteristics of professional orientations:
  • The primary beneficiary of service organization is:
  • Socialization process begins with the experience of:
  • Loose coupling perspective offers a/an ___ addition to bureaucratic theories:
  • Division of labour promotes:
  • All organizations including schools have:
  • Horizontal axis of Blake & Mouton’s grid concerns:
  • The ability to reprimand, demote, or penalize is:
  • Autocratic, democratic, laissez-faire styles discussed in:
  • Interpersonal relationships & participation is offered by:
  • The capacity to affect decisions, attitudes and behaviour of others is:
  • Blake & Mouton’s Managerial Grid is related to:
  • Contingency theory suggests leadership depends on:
  • The first comprehensive contingency model was developed by:
  • Not included in Fiedler’s situational favourability variables:
  • The idea that each employee reports to only one supervisor is:
  • Managers interact mostly with:
  • NOT a common basis of departmentalization:
  • Horizontal coordination links activities across:
  • Reciprocal interdependence exists when departments:
  • Low esprit schools are:
  • Orientation of a person to an object in terms of intensity & direction refers to:
  • Decision-making power delegated through decentralization:
  • Proportion of codified jobs & range of variation tolerated" refers to:
  • Leadership stage where leader supports fulfilment of needs:
  • The written step-by-step directions to develop a lesson plan is an example of:
  • Specifying the result of work; fundamental dimensions of the product enumerated by:
  • Operating core key part; standardization of skills central device:
  • Standardization of work is prime mechanism; techno-structure key part:
  • A highly centralized, highly bureaucratic but relatively flat structure is:
  • Standardization unnecessary; things solved as they arise:
  • Need Satisfaction Questionnaire (NSQ) developed by:
  • Goals motivate people to perform at the:
  • Herzberg’s unique motivation theory is known as:
  • Expectancy theory assumptions:
  • 5-O-B-C behaviour modification model developed by:
  • State reflecting logic, rationality, maturity:
  • Halpin & Croft recognized for determining significance of OB in:
  • All are group approaches to change EXCEPT:
  • Structural differences between strategic systems outlined by:
  • Organizational climate rooted in:
  • Self-cleaning statue ready to sacrifice to maintain position” refers to:
  • OCAI stands for:
  • Theory Z developed by:
  • Importance of culture (norms, values, feelings) comes under:
  • Ethnographic approach replaced by:
  • Family, Machine, Cabaret, Little Shop of Horrors metaphors belong to:
  • Factor that cannot be empirically measured or observed:
  • Maslow: need for love, affection & acceptance:
  • Need to realize one’s full potential:
  • Herzberg: lower-level needs in environment called:
  • Desire for challenge & excellence refers to:
  • Assessment of environment & reward system involves:
  • Concern with fairness among people is main concept of:
  • Main purpose of vertical organization formation:
  • SOI stands for:
  • Studies indicate two distinct patterns of:
  • Disciplined compliance to rules & regulations is principle of:
  • Substantial decision-making delegated to professionals in:
  • Low bureaucratization & low professionalization:
  • Authoritarian structures are:
  • Set of procedures helping employees handle environment:
  • One goal of administrators should be to make school:
  • “Mindfulness” in organizations introduced by:
  • Sees problems as opportunities; optimistic & skeptical:
  • A phenomenon observed in Children's Houses worldwide around 10 am is:

Which one is NOT a Shared Decision Making technique?

Which one is NOT a Shared Decision Making technique?

(a) Risk Shift
(b) Brainstorming
(c) Delphi Technique
(d) Devil's Advocacy
✅ Correct option: (a) Risk Shift
Explanation: Risk shift describes group tendency—not a decision-making technique.

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