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E Learning Advance Reviewer PART 1

e Learning Advance Reviewer PART 1

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Oga Tatsumi
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100% found this document useful (2 votes)
2K views8 pages

E Learning Advance Reviewer PART 1

e Learning Advance Reviewer PART 1

Uploaded by

Oga Tatsumi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF or read online on Scribd
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Developing Charter Statement and Strategy Map i. x The following are basic elements/components of a Charter Statement: <7 Identity, Vision, Mission, Mandate, Philosophy and Core Values © Value chain, objectives, strategic shifts © Goals, objectives, outcomes, initiatives © None of the above + The following are basic elements/components of a Strategy Map: > Perspectives and Objectives © Perspectives © Objectives © Value Chain Identity is a distinct and unique personality, it can be expressed in the following forms, except: © Perspectives Seal © Initials © Logo i iis a siatement that is ambitious but realistic, time-bound and is described as big, hairy and audacious goal. —< Vision © Philosophy °o Mandate © Mission Iris a statement of purpose in life, reason for existence that points to the direction where we should lead our personal life/ organization. =~ Mission © Mandate © Philosophy © Vision . {tis the source of authority that embodies the mission of an organization. Mandate = ° Mission © Philosophy o Vision Its the bedrock of one's character that is non-negotiable and must be engraved in our lives and organization. 2 Core Values ‘© Mission ° Mandate © Philosophy . It is a statement of what we stand for in life. -2~ Philosophy © Mission © Mandate © Vision 9. It is the logical representation of what we will do in every perspective to fulfill our mission and attain our vision. =~ Strategy Map © Core Values © Philosophy ©. Vision 40. It is the formulated through the conduct of strategic shifts. “2 Strategic Objectives © Charter Statement 11. It is a tool in identifying our customers, their needs and expectations and our value proposition or outcome. 2- Customer Analysis © Gap Analysis © SWOT Analysis © Problem Tree 12. Itis the series and configuration of activities that enable the organization to deliver value to its constituent 2 Value Chain © SWOT Analysis © Problem Tree © Customer Analysis 13. The PNP’s mobility, fire power capability, communications and investigation equipment are under the perspective on: © Learning and Growth 14. The process of identifying our current situation, the existing resources we have, the current competencies and skills of our human resources and the existing policies, systems and police procedures we need to undertake to attain our objective that will result to transformation or breakthroughs. “=~ All of the choices © Strategic Shift on Process Excellence © Strategic Shift on Resource Management © | Strategic Shift on Learning and Growth 15. The PNP's objective to develop a highly responsive and professional police service is under the perspective 2- Learning and Growth ‘© Community © Process Excellence © Resource Management 16. “Imploring the aid of the Almighty, by 2030, We shall be a highly capable, effective and credible potice service working in partnership with a responsive community towards attainment of a safer place to live work and do business". This is the PNP's “= Vision o° Mission o Core Values o Strategy : 17. The objectives to improve crime prevention and to improve crime solution are under the perspective on: _2- Process Excellence © Mission © Resource Management © Learning and Growth 18. The PNP's core values are: ok Hakakalifeece « Makadiyos, Makabayan and Makes kt, Maka-Kagitingan © Makadiyos, Makabayan © Maka-Bansa, Maka-Kagitingan o Maka-Tao, Makakalikasan ‘eps in Conducting Strategy & Operations Review 1. The goal of conducting a strategy and operations review is ‘i e Update the Scorecard in order to bring the organization closer to the attainment of the vision and Update the Dashboard to truly contribute in the attainment of the strategic objectives in the Scorecard. ‘© Neither, Update the Scorecard in order to bring the organization closer to the attainment of the vision and Update the Dashboard to truly contribute in the attainment of the strategic objectives in the Scorecard. © Update the Dashboard to truly contribute in the attainment of the strategic objectives in tthe Scorecard. ‘© Update the Scorecard in order to bring the organization closer to the attainment of the vision. 2. The following are components of the Strategy Review Template, except: = Primary driver © Perspective © Objective Measure 3. tis the first step in conducting a strategy and operations review. ‘e- Fill-up the Strategy Review Template and the Operations Review Template ©. Fillup the Strategy Review intervention ©. Fill-up the Operations Review Objective ©. Filkup the Strategy/Operations Matrix of your 2012 Target and Accomplishment 4, This is the variance formula. > Target - Accomplishment © Target + Accomplishment ‘0 Accomplishment + Target © Accomplishment ~Target 5, Forzero (0) or (+) variance, one must_. a= Identify and list down the key success factors contributing to the accomplishment of the target © Identify and list down the factors/barriers that prevented the accomplishment of the target © Identify external factors that prevented the accomplishment of the target Identify and list down the causes and further effects of the existing situation and the strategy currently used 6. The presence of these are indicated by the negative (-) variance. ~e Barriers which prevented the accomplishment of the target © Contributing factors in the accomplishment of the target ‘c_Justifications for the current target set o Impossibility of the situation 7. Key success factors or barriers are analyzed by cross-matching them with i .e Objective, Measure, Target and Initiatives (OMT!) ‘© Secondary Driver, Performance indicator, Target, Activities (SD, Pl, T, A) ‘0 Secondary Driver, Measure, Performance Indicator, Target, Activities (SD, M, T, A) © Objections, Measure, Target and initiatives (OMT!) 8. Secondary Driver, Performance indicator, Target, Activities (SD, Pl, T, A) are used to identify any ‘aps. This statement is True for the use of dashboard 0 True for the use of scorecard © True for the use of both dashboard and scorecard ©. False for the use of any management and analysis tool 9. Itmust be formulated after identifying and listing down the gaps. = Intervention © Integration © Inquiries 9 Intellectualization 10. Its the final step in conducting a strategy and operations review. << Incorporate in the Scorecard or Dashboard your corrections or intervention ©. Filkup the Strategy Review Template and the Operations Review Template © Identify any gaps with the OMT! (Scorecard) or SD,P1,1,A (Dashboard) and their intervention © Identify interventions based on detected gaps 11. An unrealistic target was set. -@ Adjust the target based on resources available and other factors previously identified. Remove the target. © Adjust the target based on opinions and assumptions. ‘© Adjust the target after conducting further ‘Surveys and studies. 12. Initiatives are not sufficient to attain the objective. > Add and specify a new initiative. © Use other operational initiatives, © Adjust the gravitas of the objective. © Modify the objectives to respond with the initiatives. 13. Measure is insufficient to gauge the progress or quantify Progress towards the accomplishment of objective. <= Add and specify a new measure. © Use non-numerical measures. © Disregard the recording of accomplishment progress. © Retain measures until these respond to the process shift. 14. Activities necessary to accomplish the secondary driver are lacking. “> Add the needed activities. © Remove the secondary driver. 2 Retain the activities until such time these become relevant. © Increase the practice of existing activities, 15. Initiatives, measures, and activities are not responsive to the attainment of the objective. = Change initiatives and measures and remove irrelevant activities, © Change initiatives, measures, and activities. © Change initiatives, lower objectives, and eliminate measures and activities. © Change activities and delete initiatives and measures. Operations Review Matrix ab Which of the following isa purpose of operations review? > Assess short-term ice ° Respond to problems that have arisen the past year ° Gradual problem-solving ° Respond! to problems that are not in need of immediate attention 2 {nthe operations review template, ‘intensify community awareness is what component of Crime Prevention? > Secondary Driver © Primary Driver © Objective © Activities x Which is not a characteristic of operational review meetings? = Lengthy © Highly focused © Frequent ° Data-driven 4 Minas unervng goal in conducting week operational review meeting? - Cte innovate & successful tactics that were share tothe eae oes ° crimes mE OF eperston and develoment of new approaches er evening crimes © Extend the use of operation dashboards (Compstat) and frequent ‘Operational review services © _ Assess long-term performance 5. It presents the numerical difference between the: target and the accomplishment, > Variance © Gaps © Variation © Difference 6. “Target” in the Dashboard is similar to, in the Scorecard. > Target © Objective © Measure Initiatives 7. What is the result of Using the operations review. ‘system? “= Close monitoring of operations and development. of new approaches for preventing crimes © Tracking incidence and causes of crime prevention ° Discover innovative & successful tactics that were shared tothe attendees © Extend the use of operational dashboards (Compstat) and frequent Operational review ‘Meetings to other city services 8. (One must ensure thatthe key factors realigned tothe > Objectives © Accomplishments © Initiatives o Targets 9. This institution used the Compstat as its dashboard on its twice-weekly operational reviews. => NYPD ° PNP ° AFP o UPD 10. Compstat stands for 7 * Computerized Comparison Crime Statistics © Computerized Comparison Crime Statistic © Comparison of Computerized Crime Statistics Crop muterized Crime-Comparison Statisties 411. Which of the following is a purpose of operations review? “Respond to problems that have arisen recently and need immediate attention © Rapid problem-identification © Rapid problem-identification and Respond to problems that have arisen recently and Need immediate attention © Neither Rapid problem-identification nor Respond to probiems that have arisen recently and need immediate attention 12, "Operational review meetings must provide ‘opportunities for feedback, problem-solving and learning." This statement is ; = True under all circumstances © Sometimes true © Generally false © Reliant on the situation 13. An “intervention” must “Result ina breakthrough and Result ina transformative outcome © Result ina breakthrough © Result in a transformative outcome 2° sutther Result ina breakthrough nor Result in a breakthrough 14. One of the columns ofthe dashboard ues Secondary Driver (SD), Performance indicator (PI), Target (7), and Activites (a) to > Cross match © Counter match © Cross or check © Contradict 1S. "An effective operational review ‘meeting is short, frequent, data-driven, and fairly focused." This statement is © False. An effective operational review meeting must be highly focused, ° True © Forecasting © Projection © Outlook 17. Itrefers to a starting point use for comparison, > Baseline © Annual Plan © Outlook ° Aligned with higher level scorecard and with budget ° Ares the identified issues and concern the contest seting © Command Group © Police Strategy Management Unit © Advisory Council . Who among the following serves as the secretariat inthe conduct ofthe PNP Unit Certification and Performance Governance Reporting? © Police Strategy Management Unit 0 Command Group © TWG— PNP PATROL Plan 2030 0 Advisory Council . The following items exhibit the PNP office/unit’s commitment to and ownership of the transformation program, except: © Quick-win Projects and Best Practices © Charter Statement © Governance: © Technical Working Group . The following elements must be Satisfied to be conferred the Initiated status, except; > Link to Rewards and incentives © Formation of Technical Working Group, Police Strategy Management Unit, and ‘Advisory Councif © 2015 Commitments 0 Dev't of implan to Compian cope-p 1. What does “e" stands capability to. for in CODE-p? Excellence ‘solve crimes further enhance the PNP's “> Organization Development © Competence © Excellence 5S. Under implement 7My IP is the K ‘ey? at all levels nationwide ‘Slander Strategic Focus S: Professionalism, the following objectives shall be observed and followed except: “2 Intensify Policy Reform ° Continous eine ce and Promotion System based on merit end fmess, atall levels © Continuously review and update police oneretiense Procedures and other policy manuals Poona onalize Rewards and incentives System and Enhance Morale and Welfare Program “Tena Daas orr a shal experience anew bree oes a weet ro “Tuwid na Daan" and delivering the PNP"s "Serbisyong. a © Makatotohanan © Tapat ° Toto

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