motivational analysis of organizations

More documents

Recommendations

Info

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

A regression analysis of data from 320 professional women, using role efficacy as a variable, showed that of the fourteen variables that finally emerged in the regression, organizational climate alone explained about 34 percent of the variance, thereby exhibiting a great effect on role efficacy (Surti, 1982). Theoretically (see, for example, Litwin & Stringer, 1968), one might predict a negative relationship between organizational effectiveness and climates characterized by affiliation, dependence, and control. Litwin and Stringer (1968) found that an authoritarian climate (referred to in the MAO-C as a “control” climate) produced low job satisfaction and low performance. A climate characterized by achievement, extension, and expert influence might be assumed to be related to higher job satisfaction and performance. Using Litwin and Stringer’s instrument, Cawsey (reported in Hellriegel & Slocum, 1974) found higher job satisfaction among insurance personnel who perceived the motivational climate as one of achievement. One study reported on the administration of the MAO-C to 392 executives of a manufacturing firm (Khanna, 1986). Each executive was instructed to complete the MAO-C by evaluating the climate or culture of his or her specific unit or department (as opposed to that of the entire organization). Correlations were noted between the six perceived motives or motivational climates and measures of organizational effectiveness (consisting of consensus, legitimization, the need for independence, self-control, job involvement, innovation, organizational commitment, organizational attachment, and job satisfaction). The climates were also correlated with total satisfaction, that is, satisfaction with work and with the organization as a whole. No significant correlation was found between the climates and the need for independence, self-control, and innovation. With regard to job involvement, the only positive correlation significant at the .05 level was with an achievement climate. In the same study there were positive correlations (significant at the .01 level) between five other aspects of organizational effectiveness (organizational commitment, organizational attachment, job satisfaction, total satisfaction, and total effectiveness) and an achievement climate, and there was a negative correlation between these five aspects and a control climate. An extension climate correlated positively with organizational commitment at the .05 level and with job satisfaction, total satisfaction, and total effectiveness at the .01 level. A dependence climate showed no relationship with any measure. An affiliation climate had a negative correlation with job satisfaction at the .05 level and with total satisfaction and total effectiveness at the .01 level. A climate perceived as characterized by expert influence had only one positive correlation (at the .05 level) with organizational attachment. All correlations were in the predicted direction, although more correlations were expected with climates characterized by dependence and expert influence. Negative correlations might be predicted between role stress and climates perceived as characterized by achievement, extension, and expert influence; and positive correlations might be predicted between role stress and climates characterized by affiliation, dependence, and control. Khanna (1986) correlated climate scores with ten 120 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
aspects of role stress and total role stress (as reported in Pareek, 1983). Specific correlations between role stress and the various climates were as follows: ■ No significant correlation with a climate characterized by expert influence; ■ Two positive correlations with an affiliation climate (role erosion at the .01 level and personal inadequacy at the .05 level); ■ One positive correlation with a dependency climate (role stagnation at the .01 level); ■ Six negative correlations with an extension climate (at the .05 level for interrole distance, role overload, and role isolation, and at the .01 level for role-expectation conflict, self-role distance, resource inadequacy, and total role stress); ■ Negative correlations with an achievement climate at the .01 level for all aspects of role stress except interrole distance and personal inadequacy; and ■ Positive correlations with a control climate at the .01 level for all aspects of role stress except personal inadequacy. Similar results were reported by Sen (1982) and Surti (1982). All of these results were in the predicted directions. In summary, organizational climate has an enormous influence on organizational effectiveness, role efficacy, and role stress. An achievement climate seems to contribute to effectiveness, satisfaction, and a sense of internality; a climate characterized by expert influence seems to contribute to organizational attachment; and a climate characterized by extension seems to contribute to organizational commitment. All of these climates foster relatively low levels of role stress. A control climate seems to lower role efficacy, job satisfaction, organizational commitment, organizational attachment, and total effectiveness and to foster relatively high levels of role stress. An affiliation climate tends to lower both satisfaction and effectiveness and increase role erosion and feelings of personal inadequacy. Effectiveness Profiles The completed matrix provides scores for all six motives tested by the MAO-C. The highest of these scores represents the perceived dominant motive within an organization. The general connections between dominant motives and particular types of organizations are shown in Figure 1. A combination of an organization’s highest or “dominant” score and its secondhighest or “backup” score results in a basic characterization of that organization’s climate. When the six motives are combined in patterns of dominant and secondary or backup styles, thirty organizational profiles are possible. Brief descriptions of these thirty profiles are provided in the following paragraphs. In each description the first motive noted represents the organization’s dominant motive, and the second represents its secondary or backup motive. Some of these profiles are based on studies that have The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 121
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 and 106: All of the coefficients are very hi
Page 107 and 108: Table 4. Mean Values for a Sample o
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: ackup motive (the one with the next
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?