motivational analysis of organizations

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RATIONALE FOR THE QUESTIONNAIRE The Managerial Attitude Questionnaire was designed to tap individual propensity to cope with ambiguity either by seeking closure or by seeking a broad range of options. Those taking the questionnaire are asked to distribute one hundred points over six responses for each of ten situations. A logarithmic transformation is then used to categorize individuals as having high, medium, or low tolerance for ambiguity (Shannon, 1948). The greater the number of categories over which points are distributed, the higher the assumed tolerance. The lower scores may indicate too low a tolerance for ambiguity or singlemindedness, while a high score may indicate lack of a clear direction or too much acceptance of ambiguity. One bit of data that tends to support such interpretations is that the obtained correlation between scores on the Rokeach Dogmatism Scale (1960) and scores on the Managerial Attitude Questionnaire is -.36 in a sample of thirty working adults. This finding indicates that those people who are more tolerant of ambiguity are less dogmatic in their personal belief systems, which is as one would predict. USES FOR THE QUESTIONNAIRE Participants may be asked to discuss the ten incidents and the weights they assigned to the various alternatives. This can prove interesting and show those who tend to discriminate the most and the least. Comparisons between groups of students and groups of managers can be made. The following means were computed for business administration students and working adults. Incident 1 2 3 4 5 6 7 8 9 10 X Students N = 90 87 97 89 82 99 88 73 87 101 99 90.2 Adults N = 40 Working Adults N = 30 16 ❘❚ 69 70 90 57 86 83 74 65 78 83 75.5 78 81 78 57 86 61 67 68 90 88 75.3 SD 23 29 26 30 19 41 30 27 22 31 16.55 Low Medium High Students 0-84 85-99 100-156 Managers 0-65 66-95 96-156 The mean for students is generally about 90, while that for working managers is about 75. This leads to the question of whether experience may result in tunnel vision or may allow people to reject unsound alternatives more easily. Discussions of such questions are fruitful and very useful in management-training groups. Results from the The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ==
questionnaire can also be used to help match individual styles of dealing with ambiguity to the proper job niche. ADMINISTRATION The Managerial Attitude Questionnaire is self-administered and self-scored. It should be completed and scored by most persons in thirty to forty minutes. The interpretation sheet can be directly distributed to the participants after scoring or it can serve as the basis of a lecturette and discussion session following the completion of the instrument. REFERENCES Budner, S. (1962). Intolerance of ambiguity as a personality variable. Journal of Personality, 30, 29-50. FrenkelBrunswick, E. (1949). Intolerance of ambiguity as an emotional and perceptual variable. Journal of Personality, 8, 108-143. Graves, C.W. (1966). Deterioration of work standards. Harvard Business Review, 44(5), 117. Rokeach, M. (1960). The open and closed mind. New York: Basic Books. Shannon, C.E. (1948). A mathematical theory of communication. Bell System Technical Journal, 27, 379-423. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 17
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: ❚❘ COPING WITH AMBIGUITY Rick R
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
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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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