motivational analysis of organizations

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186 ❘❚ THE VISIBILITY/CREDIBILITY INVENTORY SCORING SHEET Instructions: Transfer the number you wrote in the blank to the left <strong>of</strong> each item onto the appropriate blank on this scoring sheet. Then add each column <strong>of</strong> numbers and write its total in the blank provided. Visibility Credibility Item My Item My Number Score Number Score 1. _______ 3. _______ 2. _______ 5. _______ 4. _______ 6. _______ 8. _______ 7. _______ 10. _______ * 9. _______ 14. _______ 11. _______ 15. _______ * 12. _______ 18. _______ 13. _______ * 19. _______ 16. _______ 20. _______ * 17. _______ 22. _______ * 21. _______ * 26. _______ 23. _______ 27. _______ 24. _______ * 30. _______ 25. _______ * 33. _______ 28. _______ * 34. _______ 29. _______ 36. _______ 31. _______ 38. _______ 32. _______ 39. _______ * 35. _______ 40. _______ 37. _______ 41. _______ * 42. _______ 43. _______ 44. _______ 46. _______ 45. _______ 48. _______ 47. _______ 49. _______ 50. _______ * Total _______ Total _______ *Reverse-scored item. Change your score according to the following scale and write the corrected number in the blank. 1 = 7 2 = 6 3 = 5 4 = 4 5 = 3 6 = 2 7 = 1 The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
THE VISIBILITY/CREDIBILITY INVENTORY PROFILE SHEET Name_______________________________Date _____________________________ Instructions: Plot your position on the matrix below by finding the square at which your Visibility score and your Credibility score intersect. For example, if your Visibility score is 90 and your Credibility score is 120, find where 90 on the horizontal axis and 120 on the vertical axis intersect. Mark the spot by shading in that square. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 187
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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
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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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Page 135 and 136: MOTIVATIONAL ANALYSIS OF ORGANIZATI
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: 1 = Strongly Disagree (Very Unlike
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
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