“150”, Aptitude Test Questions and Answers for Regional Manager -TEMESA.
ABSTRACT
This work presents 150 multiple-choice
questions (MCQs) designed for candidates applying for the position of Regional
Manager at TEMESA. The first 125 questions are based on the establishing order
and official documents, covering the agency’s structure, functions, and
financial management. The final 25 are scenario-based, testing practical
judgment, problem-solving, and leadership in operations, workshops, safety, and
personnel management. Together, the questions assess both legal knowledge and
managerial competence required for effective regional management.
Prepared
by:
Johnson
Yesaya Mgelwa
A
lawyer based in Dar-es-salaam.
0628729934.
Date:
September 01, 2025
Dear applicants,
This collection of questions and answers
has been carefully prepared to help all of you understand the key areas
tested during the interview. The goal is to provide a useful and practical
study guide so you can all perform confidently and fairly in the selection
process. I wish you the best of luck, and may this resource support you in
achieving success!
Warm
regards,
Johnson
Yesaya Mgelwa
For
Personal Use by Applicants Preparing for Regional Manager -TEMESA
ALL
QUESTIONS COMPILED TOGETHER.
1. Which of the following is the primary responsibility of TEMESA?
A. Outsourcing all vehicle repairs to private garages B. Performing maintenance
of government cars, motorcycles, and equipment at regional workshops C.
Ignoring minor repairs to reduce costs D. Waiting for breakdowns before acting
Answer: B
Rationale: TEMESA is tasked with ensuring that
government vehicles and equipment are maintained at regional workshops.
Preventive and regular maintenance ensures operational readiness and avoids
costly breakdowns, rather than waiting for failures or outsourcing unnecessarily.
2. Which of the following best describes operational efficiency in a service-based organization?
A. Reducing staff numbers to cut costs regardless of quality B. Delivering
services quickly with minimal cost while maintaining quality C. Ensuring only
financial targets are met regardless of customer satisfaction D. Introducing
technology without assessing its impact on quality
Answer: B
Rationale: Operational efficiency is about balancing
speed, cost, and quality in delivering services. It does not mean reducing
staff recklessly or focusing only on finances. Technology adoption must also be
strategic to maintain quality.
3. Which of the following is the most effective way to handle customer complaints in a public service agency?
A. Ignoring minor complaints to save time
B. Referring all complaints to the head office without regional
involvement C. Recording complaints but taking no action D. Responding promptly and providing timely
resolution
Answer: D
Rationale: Customer service in public agencies
requires responsiveness and problem resolution to build trust. Ignoring or
shifting responsibility damages reputation, while proper follow-up improves
service quality and customer satisfaction.
4. What is the primary role of a regional manager in
leading supervisors and administrative staff?
A. Enforcing discipline strictly without providing guidance B. Allowing staff
to set their own goals without monitoring
C. Setting goals, expectations, and providing feedback D. Delegating
all responsibilities to supervisors
Answer: C
Rationale: Leadership requires goal setting,
performance measurement, and feedback. A manager must inspire, guide, and
monitor performance instead of micromanaging or abdicating responsibility.
5. Which principle ensures financial
accountability in public service?
A. Overspending to gain visibility B. Using funds for personal convenience C.
Avoiding audits to reduce workload D. Regular reporting, transparent spending,
and alignment with budgets
Answer: D
Rationale: Financial accountability requires
accurate reporting, responsible spending, and adherence to approved budgets to
maintain trust and organizational integrity.
6. In identifying staff skill gaps, the most effective approach
is:
A. Relying only on annual performance reports B. Guessing based on general
market trends C. Observing staff
performance and consulting supervisors D. Assuming all staff have the same
training needs
Answer: C
Rationale: Skill gaps are best identified through
observation, performance evaluations, and consultation with direct supervisors.
General assumptions cannot capture specific training needs accurately.
7. Who is responsible for the day-to-day management and
operations of TEMESA?
A. Minister of Works B. Permanent Secretary C. Chief Executive D. Ministerial
Advisory Board
Answer: C
Rationale: The Chief Executive heads TEMESA and is
responsible for daily management and exercising statutory powers under the
Executive Agencies Act.
8. When aiming to expand market share in a region, a public
service agency like TEMESA should focus on:
A. Identifying local opportunities and building partnerships B. Increasing
prices without improving services C. Limiting services to reduce operational
costs D. Depending only on central government funding
Answer: A
Rationale: Growth depends on recognizing and
leveraging local business opportunities, community needs, and partnerships.
Raising prices or restricting services reduces competitiveness.
9. Corporate Social Responsibility (CSR) is important because:
A. It improves staff salaries B. It builds relationships with communities and
stakeholders C. It reduces the need for budgeting D. It eliminates all
operational risks
Answer: B
Rationale: CSR enhances reputation and strengthens
ties with local communities and authorities. It does not directly eliminate
risks or replace sound budgeting.
10. A strong regional performance report should primarily
focus on:
A. Financial results only B. Listing challenges without solutions C.
Highlighting only successes and ignoring failures D. Operational efficiency, finances, and
employee productivity
Answer: D
Rationale: A complete performance report covers
finances, operational output, and human productivity. Transparency in
challenges and successes ensures accountability and strategic improvements.
11. Which body provides advice to the Minister regarding TEMESA?
A. Chief Executive B. Permanent Secretary C. Ministerial Advisory Board (MAB)
D. Public Works Department
Answer: C
Rationale: The Ministerial Advisory Board (MAB)
advises the Minister on policy and oversight matters related to TEMESA.
12. Under which ministry does TEMESA
operate?
A. Ministry of Transport B. Ministry of Communications C. Ministry of Works D. Ministry of Finance
Answer: C
Rationale: TEMESA operates under the Ministry of
Works, which oversees its strategic and operational functions.
13. TEMESA is described as being “semi-autonomous.” What does
this imply?
A. Fully independent from government oversight B. Partially independent with
managerial freedoms while accountable to the government C. Fully controlled by
the Minister of Works D. Operates as a private entity
Answer: B
Rationale: Semi-autonomy means TEMESA has managerial
flexibility and resource control while remaining accountable to the
government.
14. Which of the following is the most effective way to support
technical staff?
A. Providing clear guidance and opportunities for training B. Avoiding
involvement in technical operations C. Assuming staff already know all
requirements D. Reducing feedback to minimize conflict
Answer: A
Rationale: Supporting technical staff requires
active involvement, training, and guidance. Assumptions or disengagement
undermine performance.
15. The concept of customer satisfaction in public
services mainly focuses on:
A. Reducing operational costs regardless of customer impact B. Focusing only on
government officials as customers C.
Meeting customer needs effectively and timely
D. Ignoring feedback to maintain internal control
Answer: C
Rationale: Customer satisfaction in public service
is about responsiveness, timeliness, and quality service delivery for all
stakeholders, not just cost reduction or selective focus.
16. Who
appoints the Chief Executive of TEMESA?
A. The President only B. Minister of Works on advice from the President’s
Office (Public Service Management) C. Permanent Secretary D. Ministerial
Advisory Board
Answer: B
Rationale: The Minister of Works, with advice
from the President’s Office (Public Service Management), appoints the
Chief Executive.
17. When collaborating with stakeholders, the regional manager
must prioritize:
A. Building mutual trust and maintaining transparency B. Keeping all decisions
secret to avoid interference C. Focusing only on financial negotiations D.
Reducing engagement to avoid conflicts
Answer: A
Rationale: Strong stakeholder collaboration is built
on transparency, trust, and open communication. Concealment or avoidance
creates mistrust and weakens partnerships.
18. What is the typical term length for the Chief Executive of
TEMESA?
A. 3 years B. 5 years C. 7 years D. Lifetime
Answer: B
Rationale: The Chief Executive is appointed for a 5-year
term, or a shorter period if specified in the appointment instrument.
19. What is the primary responsibility of the Production and
Maintenance Works Division?
A. Managing marketing campaigns only B. Formulating short and long-term work
programmes and supervising their implementation C. Legal advice to TEMESA D.
Auditing financial accounts
Answer: B
Rationale: This Division manages production and
maintenance functions, plans programmes, and supervises implementation to
ensure effective service delivery.
20. What is the main advantage of using Key Performance
Indicators (KPIs)?
A. They allow managers to avoid accountability B. They only focus on financial
outcomes C. They replace the need for annual planning D. They provide measurable benchmarks
for evaluating success
Answer: D
Rationale: KPIs provide specific, measurable metrics
for tracking progress. They enhance accountability and help assess efficiency
beyond just financial outcomes.
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