motivational analysis of organizations

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Greene, C. (1975). Contingent relationships between instrumental leader behavior and subordinate satisfaction and performance. Proceedings of the American Institute for Decision Sciences. Hamner, W.C. (1974). Reinforcement theory and contingency management in organization settings. In H.L. Tosi & W.C. Hamner (Eds.), Organization behavior and management: A contingency approach. Chicago: St. Clair Press. Jablonsky, S.F., & DeVries, D.L. (1972). Operant conditioning principles extrapolated to the theory of management. Organizational Behavior and Human Performance, 7, 340-358. Johnson, R.D. (1973). An investigation of the interaction effects of ability and motivational variables on task performance. Unpublished doctoral dissertation, Indiana University. Luthans, F., & Kreitner, R. (1975). Organizational behavior modification. Glenview, IL: Scott, Foresman. Mawhinney, T.C. (1975). Operant terms and concepts in the description of individual work behavior: Some problems of interpretation, application, and evaluation. Journal of Applied Psychology, 60, 704-714. Mawhinney, T.C., & Ford, J.C. (1977). The path goal theory of leader effectiveness: An operant interpretation. Academy of Management Review, 2, 398-411. Nord, W.R. (1969). Beyond the teaching machine: The neglected area of operant conditioning in the theory and practice of management. Organizational Behavior and Human Performance, 4, 375-401. Reitz, H.J. (1971). Managerial attitudes and perceived contingencies between performance and organizational response. Proceedings of the 31st Annual Meeting of the Academy of Management, 227-238. Scott, W.G. (1977). Leadership: A functional analysis. In J.G. Hunt & L. Larson (Eds.), Leadership: The cutting edge. Carbondale, IL: Southern Illinois University Press. Sims, H.P. (1977). The leader as a manager of reinforcement contingencies: An empirical example and a model. In J.G. Hunt & L. Larson (Eds.), Leadership: The cutting edge. Carbondale, IL: Southern Illinois University Press. Sims, H.P., & Szilagyi, A.D. (1975). Leader reward behavior and subordinate satisfaction and performance. Organizational Behavior and Human Performance, 14, 426-438. Skinner, B.F. (1969). The contingencies of reinforcement: A theoretical analysis. New York: Appleton-Century- Crofts. 140 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
SUPERVISORY BEHAVIOR QUESTIONNAIRE Henry P. Sims, Jr. Instructions: This questionnaire is part of an activity designed to explore supervisory behaviors. It is not a test; there are no right or wrong answers. Think about supervisors (managers) you have known or know now, and then select the most effective supervisor and the least effective supervisor (effective is defined as “being able to substantially influence the effort and performance of subordinates”). Read each of the following statements carefully. For the most effective supervisor, place an X over the number indicating how true or how untrue you believe the statement to be. For the least effective supervisor, place a circle around the number indicating how true you believe the statement to be. Definitely Not True = 1 Slightly True = 5 Not True = 2 True = 6 Slightly Not True = 3 Uncertain = 4 Most effective . . . X Least effective . . . O Definitely True = 7 1. My supervisor would compliment me if I did outstanding work. 1 2 3 4 5 6 7 2. My supervisor maintains definite standards of performance. 1 2 3 4 5 6 7 3. My supervisor would reprimand me if my work were consistently below standards. 1 2 3 4 5 6 7 4. My supervisor defines clear goals and objectives for my job. 1 2 3 4 5 6 7 5. My supervisor would give me special recognition if my work performance were especially good. 1 2 3 4 5 6 7 6. My supervisor would “get on me” if my work were not as good as he or she thought it should be. 1 2 3 4 5 6 7 7. My supervisor would tell me if my work were outstanding. 1 2 3 4 5 6 7 8. My supervisor establishes clear performance guidelines. 1 2 3 4 5 6 7 9. My supervisor would reprimand me if I were not making progress in my work. 1 2 3 4 5 6 7 The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 141
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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 _
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On the Differentiation scale, a hig
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5. To develop an instrument that wi
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Validity and Reliability Establishi
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working with. If they work with mac
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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
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 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: DEBRIEFING AND DISCUSSION The facil
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
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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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