motivational analysis of organizations

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USE OF THE MAO-B INSTRUMENT The MAO-B can be used for self-analysis, for individual counseling, and for organizational and human resource training and development. A respondent can examine his or her scores and then plan to reduce the avoidance behavior of a motive for which he or she received a low OEQ score by examining the related items on the instrument and inferring the behavioral implications. In counseling work, both the counselor and the client can complete the instrument from the client’s perspective; then the counselor can help the client to plan new behavior. In an HRD or OD training program, the participants can look at their profiles, request feedback from other participants, and then discuss in trios ways of increasing their effectiveness by reducing their avoidance behaviors for the relevant motives. The instrument also can be used in organization development and consulting work to obtain group profiles, to search for organizational factors to explain the profiles, to develop organizational strategies to improve the profiles, and to develop individual strategies to increase employees’ operating effectiveness for the various motives. REFERENCES Atkinson, J.W. (1953). The achievement motive and recall of interrupted and complete tasks. Journal of Experimental Psychology, 46, 381-390. Birney, R.C., & Burdick, H. (1969). Fear of failure. New York: Van Nostrand Reinhold. Heckhausen, H. (1967). The anatomy of achievement motivation. New York: Academic Press. Kotter, J.P. (1979). Power, dependence, and effective management. In Harvard Business Reviews on human relations. New York: Harper & Row. Kram, K.E. (1985). Creating conditions that encourage mentoring. In L.D. Goodstein & J.W. Pfeiffer (Eds.), The 1985 annual: Developing human resources. San Diego, CA: Pfeiffer & Company. Levenson, H. (1972, August). Distinctions within the concept of internal-external control: Development of a new scale. Paper presented at the meeting of the American Psychological Association, Honolulu, Hawaii. Levenson, H. (1973, August). Reliability and validity of the I, P, and C scales: A multi-dimensional view of locus of control. Paper presented at the American Psychological Association convention, Montreal, Canada. Levinson, H. (1982). Executive (rev. ed.). Cambridge, MA: Harvard University Press. Litwin, G.H., & Stringer, R.A. (1968). Motivation and organizational climate. Boston: Harvard Business School. McClelland, D.C. (1961). The achieving society. New York: Van Nostrand Reinhold. McClelland, D.C. (1975). Power: The inner experience. New York: Irvington. McClelland, D.C., Atkinson, J.W., Clark, R.A., & Lowell, E.L. (1953). The achievement motive. New York: Appleton-Century-Crofts. McClelland, D.C., & Boyatzis, R.E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67(6), 737-743. McClelland, D.C., & Burnham, D. (1976). Power is the great motivator. Harvard Business Review, 54(2), 100-111. McClelland, D.C., & Winter, D.G. (1971). Motivating economic achievement. New York: Free Press. 108 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
McGregor, D. (1966). Leadership and motivation. Cambridge, MA: MIT Press. Murray, H.A. (1938). Explorations in personality. New York: Oxford University Press. Pareek, U. (1968a). A motivational paradigm of development. Journal of Social Issues, 24(2), 115-122. Pareek, U. (1968b). Motivational patterns and planned social change. International Social Science Journal, 20(3), 464-413. Pareek, U. (1980a). Dimensions of role efficacy. In J.W. Pfeiffer & J.E. Jones (Eds.), The 1980 annual handbook for group facilitators. San Diego, CA: Pfeiffer & Company. Pareek, U. (1980b). Role efficacy scale. In J.W. Pfeiffer & J.E. Jones (Eds.), The 1980 annual handbook for group facilitators. San Diego, CA: Pfeiffer & Company. Pareek, U. (1982). Internal and external control. In J.W. Pfeiffer & L.D. Goodstein (Eds.), The 1982 annual for facilitators, trainers, and consultants. San Diego, CA: Pfeiffer & Company. Pareek, U. (1983). Organizational role stress scale. In L.D. Goodstein & J.W. Pfeiffer (Eds.), The 1983 annual for facilitators, trainers, and consultants. San Diego, CA: Pfeiffer & Company. Sen, P.C. (1982). A study of personal and organizational correlates of role stress and coping strategies in some public sector banks. Unpublished doctoral dissertation, Gujarat University. Varga, K. (1977). Who gains from achievement motivation training? Vikalpa, 2(3), 187-199. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 109
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❚❘ ASSESSING STYLES OF CAREER M
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other people from the organization
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Females Males Figure 2. Format for
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STYLES OF CAREER MANAGEMENT Tom Car
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_____ 9. Know who the people are wh
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VII. The current concern with impre
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STYLES OF CAREER MANAGEMENT SCORING
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❚❘ COPING WITH AMBIGUITY Rick R
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questionnaire can also be used to h
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1. You are a supervisor of a small
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7. A friend is having difficulty at
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MANAGERIAL ATTITUDE QUESTIONNAIRE S
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❚❘ THE ENTREPRENEURIAL ORIENTAT
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involve continual exposure. Episodi
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Those who score high on entrepreneu
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MacDonald, A.P., Jr. (1973). Intern
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6. (a) Entrepreneurs fail because o
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THE ENTREPRENEURIAL ORIENTATION INV
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❚❘ INTERVENTION-STYLE SURVEY B.
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the four groups attached to the 9,
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or Most a e b d c Least Similiar 9
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5. Resident hall assistants have no
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9. The Placement Service is a divis
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INTERVENTION STYLE SURVEY SCORING S
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Scoring To score the LEAD Questionn
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LEAD QUESTIONNAIRE Russell Doré In
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It is more important for a leader:
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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 and 106: All of the coefficients are very hi
Page 107: Table 4. Mean Values for a Sample o
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
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■ Realize that Synergists may wan
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If Aristocrats work for you: ■ En
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❚❘ THE SUPERVISORY AND LEADERSH
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teams, tries to be objective in pro
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5. They have a low need for affilia
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same for fifteen of the eighteen pa
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THE SUPERVISORY AND LEADERSHIP BELI
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❚❘ SUPERVISORY ATTITUDES: THE X
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SUPERVISORY ATTITUDES SCORING SHEET
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SUPERVISORY ATTITUDES LECTURETTE 1
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❚❘ THE VISIBILITY/CREDIBILITY I
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necessary. Then the respondents are
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THE VISIBILITY/CREDIBILITY INVENTOR
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1 = Strongly Disagree (Very Unlike
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THE VISIBILITY/CREDIBILITY INVENTOR
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item scale that has substantial int
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REFERENCES Peters, L.N., Terborg, J
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____ 8. The business community shou
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❚❘ THE MANAGERS FOR THE 21 st C
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A second study by Keys and Case (19
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more than the overall average), 30
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6. Respondents now should be ready
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MANAGERS FOR THE 21ST CENTURY INVEN
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to see what your organization’s t
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3. Which management practices does
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5. The most successful managers ide
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