motivational analysis of organizations

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indicates that you sometimes employ that style. A high score (30-40) for any one style indicates that you tend to prefer this mode in managing your career. The four styles of career management are: C: The Careerist: These people build networks and find mentors. They are shrewd at all aspects of office politics and very careful to be associated with the right people. Rapid advancement is their primary objective. OE: The Organizational Entrepreneur or Task-Force Manager: These people reorganize systems and put together task forces to solve difficult problems. Their constant reshuffling is done with great innovation. Problem solving is their main focus. OP: The Organizational Person: These people identify with the organization itself. They work at being accepted and think they can advance through loyal, steady service. They primarily “go by the book.” SE: The Specialist/Expert: These people see the organization as providing resources for them to develop their specialties. They believe that technical expertise is more important than managerial ability. The attainment of technical proficiency is their primary goal. 14 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
❚❘ COPING WITH AMBIGUITY Rick Roskin Budner (1961) defined an ambiguous situation as one that cannot be categorized because significant cues are missing. He identified three types of ambiguous situations: (1) novel—a completely new situation with cues of uncertain utility; (2) complex—a situation with too many cues; and (3) insolvable—a situation with contradictory cues. Much has been written on intolerance for ambiguity (Frenkel-Brunswick, 1949), the tendency to shut out conflicting elements in the environment, use rigid differentiation, and seek premature closure (i.e., make decisions before collecting all available information). Tolerance of ambiguity has been found to be dependent on capacity, the innate ability to perceive the complexity of a situation, and opportunity, the variety of experiences encountered by an individual. All managers must cope with ambiguous situations, whether they deal with meeting abstract or concrete objectives; the amount of ambiguity increases as managers move into higher-level positions simply because their positions are defined less clearly, their decisions must relate to long-term goals, their perspectives must be broader, and feedback on their performance is less frequent and less specific. It can be argued that the higher one’s job level, the more tolerant one must be of ambiguity. Lower-level managers, because their tasks are often more structured, can afford to be less tolerant of ambiguity. This issue was researched by Graves (1966), who argued that some people may remain at certain behavioral levels through their working lives. According to Graves, if an employee’s level is significantly different from his or her manager’s, a deterioration of work standards will result. Therefore, managers must be sensitive to differences and flexible in ambiguous circumstances. Most people cope with ambiguity by either avoiding it (i.e., denying or ignoring it) or by absorbing it (i.e., accepting and managing it). Either method may be effective, depending on the circumstances. Avoidance can help keep the routines in place and can allow planning, delegation, and the continued best use of technology and resources. It can also lead to perceptual distortion, insensitivity, indecision, and construction of elaborate defense mechanisms. Absorption can help managers to acquire personal skill in problem solving, can allow them the experience of working through new problems, and can lead to innovative solutions. Unskilled managers also can make errors through ignorance and incompetence. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 15
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: STYLES OF CAREER MANAGEMENT SCORING
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
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THE LEARNING-MODEL INSTRUMENT Kenne
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15. My favorite way to learn to do
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THE LEARNING-MODEL INSTRUMENT INTER
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In an uncertain economy, making suc
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MANAGEMENT-STYLES SPECTRUM Kenneth
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8. When under pressure for a fast d
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17. Managers act as if the best rew
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27. Managers assume that the best w
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Area 3: Project-planning, organizin
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MANAGEMENT-STYLES SPECTRUM SURVEY I
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MANAGEMENT-STYLES SPECTRUM SPECTRUM
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Significant gender differences in t
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The work dimensions included are cr
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Suggested Uses This instrument has
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I prefer work in which: _____ 3a. I
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I prefer work in which: _____ 27a.
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MANAGERIAL WORK-VALUES SCALE INTERP
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MANAGERIAL WORK-VALUES SCALE ACTION
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❚❘ MOTIVATIONAL ANALYSIS OF ORG
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dysfunctional although related to t
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All of the coefficients are very hi
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Table 4. Mean Values for a Sample o
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McGregor, D. (1966). Leadership and
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Rarely/ Sometimes/ Often/ Usually/
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MOTIVATIONAL ANALYSIS OF ORGANIZATI
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❚❘ MOTIVATIONAL ANALYSIS OF ORG
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y control; on the other hand, if th
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ackup motive (the one with the next
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aspects of role stress and total ro
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8. Expert influence-Dependency. The
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climate or of individual units, div
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____ e. People here usually refer p
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____ e. Decisions here are made and
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❚❘ PATTERNS OF EFFECTIVE SUPERV
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DEBRIEFING AND DISCUSSION The facil
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SUPERVISORY BEHAVIOR QUESTIONNAIRE
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❚❘ STRATEGIC LEADERSHIP STYLES
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eaking this cyclical pattern, leade
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Steers, R.M. (1977). Organizational
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____ 14. I consider myself to be an
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STRATEGIC LEADERSHIP STYLES INSTRUM
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7. Bureaucrat Category: Statement 7
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STRATEGIC LEADERSHIP STYLES INSTRUM
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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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