motivational analysis of organizations

More documents

Recommendations

Info

$Balloon animals -- instructions from Pioneer National Latex (sold$

Other Variables role ambiguity and of role stagnation was not significant respectively with the extension and affiliation dimensions. In summary, people who use more effective role behavior in general experience less role stress. This is particularly true of work-oriented role behavior. Table 3 also shows the values of correlation between effective role behavior and strategies for coping with stress (avoidance and approach strategies). Effectiveness (OEQ) for all dimensions of role behavior had significant negative correlation with avoidance strategies and significant positive correlation with approach strategies (except for the affiliation dimension, for which the value was not significant). For the avoidance strategies, the correlations were significant at .001 for achievement and influence; at .004 for control; at .014 for extension; and at .036 and .044 for affiliation and dependence. For the approach strategies, the values were significant at .002, .001, and .004 for achievement, influence, and control, respectively, and at .014 and .018 for dependence and extension. It can be concluded that people who demonstrate effective role behavior generally use approach strategies in coping with role stress. Norms The mean values for the MAO-B scores of a sample of five hundred employees from four banks (Sen, 1982) for the approach and avoidance dimensions and the OEQ are shown in Table 4. These tentatively can be used as cutoff points for interpretation of the 106 ❘❚ Table 3. Level of Significance of Correlation Between Role Effectiveness Dimensions and Other Variables Role Effectiveness Dimensions ( − Indicates negative correlation) Achievement Influence Control Extension Affiliation Dependence 1. Role Efficacy .001 .001 .001 .001 .01 .001 2. Internality .001 .003 − .045 .001 .001 3. Externality (Others) −.001 −.001 −.005 −.080 −.002 .001 4. Externality (Chance) −.001 −.001 −.001 .001 −.003 −.022 5. Externality (Total) −.001 −.001 −.001 −.004 −.001 −.001 6. Role Stress −.001 −.001 −.001 −.004 −.002 −.001 7. Coping Strategy (Avoidance) 8. Coping Strategy (Approach) −.001 −.001 −.004 −.014 −.036 −.044 −.002 .001 .004 .018 − .014 The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
Table 4. Mean Values for a Sample of Five Hundred Bank Employees Dimensions Approach Avoidance OEQ Achievement 16 10 68 Influence 14 10 65 Extension 15 13 56 Control 15 12 63 Affiliation 15 11 64 Dependence 15 11 65 scores. However, norms should be developed for different groups. The mean values for different levels of employees, as well as different age groups, are shown in Table 5a and 5b. ADMINISTERING THE MAO-B INSTRUMENT The MAO-B instrument can be administered in a group. The participants should be told that the instrument is meant to provide a profile of motivational aspects of role behavior and that there are no right or wrong answers. If the instrument is used for HRD purposes, the instrument results can be used to help individuals and the group to plan for increased effectiveness in their roles. If the instrument is used with students of management, they should be asked to respond to the instrument as they would if they were in managerial positions in an organization. The scores can then be discussed to show the motivational trends of the students. The concepts underlying the instrument should be presented after the respondents have obtained profiles of their motivational tendencies. Table 5. Mean Values for Levels and Age Groups Levels Age Groups Dimension Top Senior Super- Mngmt Mngmt visory Tellers 50 . . Achievement 73 70 67 65 64 66 68 65 71 68 72 Influence 70 67 65 61 62 64 63 63 67 68 69 Extension 58 58 56 54 52 55 57 56 56 57 58 Control 68 65 62 60 59 61 61 62 64 65 66 Affiliation 67 64 62 66 61 65 64 66 64 64 66 Dependence 66 67 64 64 64 63 64 64 67 67 67 The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 107
Page 1 and 2:
❚❘ ASSESSING STYLES OF CAREER M
Page 3 and 4:
other people from the organization
Page 5 and 6:
Females Males Figure 2. Format for
Page 7 and 8:
STYLES OF CAREER MANAGEMENT Tom Car
Page 9 and 10:
_____ 9. Know who the people are wh
Page 11 and 12:
VII. The current concern with impre
Page 13 and 14:
STYLES OF CAREER MANAGEMENT SCORING
Page 15 and 16:
❚❘ COPING WITH AMBIGUITY Rick R
Page 17 and 18:
questionnaire can also be used to h
Page 19 and 20:
1. You are a supervisor of a small
Page 21 and 22:
7. A friend is having difficulty at
Page 23 and 24:
MANAGERIAL ATTITUDE QUESTIONNAIRE S
Page 25 and 26:
❚❘ THE ENTREPRENEURIAL ORIENTAT
Page 27 and 28:
involve continual exposure. Episodi
Page 29 and 30:
Those who score high on entrepreneu
Page 31 and 32:
MacDonald, A.P., Jr. (1973). Intern
Page 33 and 34:
6. (a) Entrepreneurs fail because o
Page 35 and 36:
THE ENTREPRENEURIAL ORIENTATION INV
Page 37 and 38:
❚❘ INTERVENTION-STYLE SURVEY B.
Page 39 and 40:
the four groups attached to the 9,
Page 41 and 42:
or Most a e b d c Least Similiar 9
Page 43 and 44:
5. Resident hall assistants have no
Page 45 and 46:
9. The Placement Service is a divis
Page 47 and 48:
INTERVENTION STYLE SURVEY SCORING S
Page 49 and 50:
Scoring To score the LEAD Questionn
Page 51 and 52:
LEAD QUESTIONNAIRE Russell Doré In
Page 53 and 54:
It is more important for a leader:
Page 55 and 56: LEAD QUESTIONNAIRE ANSWER SHEET E _
Page 57 and 58: On the Differentiation scale, a hig
Page 59 and 60: 5. To develop an instrument that wi
Page 61 and 62: Validity and Reliability Establishi
Page 63 and 64: working with. If they work with mac
Page 65 and 66: THE LEARNING-MODEL INSTRUMENT Kenne
Page 67 and 68: 15. My favorite way to learn to do
Page 69 and 70: THE LEARNING-MODEL INSTRUMENT INTER
Page 71 and 72: In an uncertain economy, making suc
Page 73 and 74: MANAGEMENT-STYLES SPECTRUM Kenneth
Page 75 and 76: 8. When under pressure for a fast d
Page 77 and 78: 17. Managers act as if the best rew
Page 79 and 80: 27. Managers assume that the best w
Page 81 and 82: Area 3: Project-planning, organizin
Page 83 and 84: MANAGEMENT-STYLES SPECTRUM SURVEY I
Page 85 and 86: MANAGEMENT-STYLES SPECTRUM SPECTRUM
Page 87 and 88: Significant gender differences in t
Page 89 and 90: The work dimensions included are cr
Page 91 and 92: Suggested Uses This instrument has
Page 93 and 94: I prefer work in which: _____ 3a. I
Page 95 and 96: I prefer work in which: _____ 27a.
Page 97 and 98: MANAGERIAL WORK-VALUES SCALE INTERP
Page 99 and 100: MANAGERIAL WORK-VALUES SCALE ACTION
Page 101 and 102: ❚❘ MOTIVATIONAL ANALYSIS OF ORG
Page 103 and 104: dysfunctional although related to t
Page 105: All of the coefficients are very hi
Page 109 and 110: McGregor, D. (1966). Leadership and
Page 111 and 112: Rarely/ Sometimes/ Often/ Usually/
Page 113 and 114: MOTIVATIONAL ANALYSIS OF ORGANIZATI
Page 115 and 116: ❚❘ MOTIVATIONAL ANALYSIS OF ORG
Page 117 and 118: y control; on the other hand, if th
Page 119 and 120: ackup motive (the one with the next
Page 121 and 122: aspects of role stress and total ro
Page 123 and 124: 8. Expert influence-Dependency. The
Page 125 and 126: climate or of individual units, div
Page 129 and 130: ____ e. People here usually refer p
Page 131 and 132: ____ e. Decisions here are made and
Page 137 and 138: ❚❘ PATTERNS OF EFFECTIVE SUPERV
Page 139 and 140: DEBRIEFING AND DISCUSSION The facil
Page 141 and 142: SUPERVISORY BEHAVIOR QUESTIONNAIRE
Page 143 and 144: ❚❘ STRATEGIC LEADERSHIP STYLES
Page 145 and 146: eaking this cyclical pattern, leade
Page 147 and 148: Steers, R.M. (1977). Organizational
Page 149 and 150: ____ 14. I consider myself to be an
Page 151 and 152: STRATEGIC LEADERSHIP STYLES INSTRUM
Page 153 and 154: 7. Bureaucrat Category: Statement 7
Page 155 and 156: STRATEGIC LEADERSHIP STYLES INSTRUM
Page 157 and 158:
3. Builders are most valuable when
Page 159 and 160:
■ Realize that Synergists may wan
Page 161 and 162:
If Aristocrats work for you: ■ En
Page 163 and 164:
❚❘ THE SUPERVISORY AND LEADERSH
Page 165 and 166:
teams, tries to be objective in pro
Page 167 and 168:
5. They have a low need for affilia
Page 169 and 170:
same for fifteen of the eighteen pa
Page 171 and 172:
THE SUPERVISORY AND LEADERSHIP BELI
Page 173 and 174:
❚❘ SUPERVISORY ATTITUDES: THE X
Page 175 and 176:
SUPERVISORY ATTITUDES SCORING SHEET
Page 177 and 178:
SUPERVISORY ATTITUDES LECTURETTE 1
Page 179 and 180:
❚❘ THE VISIBILITY/CREDIBILITY I
Page 181 and 182:
necessary. Then the respondents are
Page 183 and 184:
THE VISIBILITY/CREDIBILITY INVENTOR
Page 185 and 186:
1 = Strongly Disagree (Very Unlike
Page 187 and 188:
THE VISIBILITY/CREDIBILITY INVENTOR
Page 189 and 190:
item scale that has substantial int
Page 191 and 192:
REFERENCES Peters, L.N., Terborg, J
Page 193 and 194:
____ 8. The business community shou
Page 195 and 196:
❚❘ THE MANAGERS FOR THE 21 st C
Page 197 and 198:
A second study by Keys and Case (19
Page 199 and 200:
more than the overall average), 30
Page 201 and 202:
6. Respondents now should be ready
Page 203 and 204:
MANAGERS FOR THE 21ST CENTURY INVEN
Page 205 and 206:
to see what your organization’s t
Page 207 and 208:
3. Which management practices does
Page 209 and 210:
5. The most successful managers ide
show all

motivational analysis of organizations

Create successful ePaper yourself

Delete template?

Save as template?