motivational analysis of organizations

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THE INSTRUMENT Validity The Managers for the 21st Century Inventory is designed to be used as a discussionprovoking training tool rather than as a rigorous data-gathering instrument. Applied in this manner, the inventory has demonstrated a high level of face validity when used with audiences ranging from executive managers to nonmanagement personnel. Administration The following suggestions will help facilitators administer the Managers for the 21st Century Inventory: 1. Before respondents begin completing the inventory, discuss the shortcomings of traditional new-manager training models. Answer questions pertaining to these bodies of information. 2. Distribute copies of the Managers for the 21st Century Inventory and read the instructions aloud as the respondents follow. Answer any questions. 3. Urge respondents to avoid overanalyzing their choices. After reading each of the statements on the inventory, respondents should check only those statements that accurately reflect their own beliefs. Respondents should complete both parts of the inventory. Scoring and Interpretation 200 ❘❚ 1. Ask respondents to wait to score their inventories until all respondents have finished both Part One and Part Two. This creates less confusion and repetition as inventories are being processed. 2. To score Part One of the inventory, add up the number of items checked and multiply the result by five. 3. Each respondent then should find the corresponding Part One bracket within which his or her score lies and read the brief, interpretive statement there. 4. Next, respondents should read the longer Part One discussion section, to gain a better understanding of the study that underlies the items to which they just responded. (This material contains Kotter’s model.) The administrator may lead a discussion of the material as deemed appropriate and desirable. 5. To interpret Part Two of the inventory, respondents first compare their percentage estimates (which should add up to no more than 100 percent) with the results produced by the Luthans et al. research study and then read the background material for Part Two. This offers them a way of assessing the pattern produced by their estimates. Again, the administrator may lead a discussion of this material as deemed appropriate and desirable. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
6. Respondents now should be ready to prepare Part One action plans to take back to their workplaces, in which they detail how they will implement the new model. It is useful for respondents to share their action plans with one another before they leave the session. 7. Finally, respondents use their Part Two patterns to respond to the action-plan questions. Again, it is useful for respondents to share their results with one another before they leave the session. Option: The background materials for Parts One and Two may be combined. The action-planning activities for Parts One and Two also may be combined. USES OF THE INVENTORY The Managers for the 21st Century Inventory is designed to accomplish the following objectives: 1. To familiarize managers and their organizations with the shortcomings of the traditional PLOCS model of management training. 2. To offer a constructive critique of management models that might currently be used in organizations that are seeking to improve their management training and development activities. 3. To identify the features of a new body of competencies that can be included in future-oriented management training and development programs. 4. To provide a basis for discussion about the relationship between the present competencies of an organization’s managers and the demands that the emerging business environment will place on those same managers. 5. To offer organizations a format to use as they assess their readiness to implement a more contemporary style of management. REFERENCES Bennis, W. (1984, August). The four competencies of leadership. Training and Development Journal, pp. 15-19. Bennis, W., & Nanus, B. (1986). Leaders: The strategies for taking charge. New York: Harper and Row. Covey, S. (1989). The seven habits of highly effective people. New York: Simon & Schuster. D’Aveni, R. (1995). Coping with hypercompetition: Utilizing the new 7S’s framework. Academy of Management Executives, 9(3) 45-60. Haimann, T. (1984). Supervisory management for health care organizations (3rd ed.). St. Louis, MO: The Catholic Health Care Organization of the United States. Hersey, P., & Blanchard, K. (1993). Management of organizational behavior (6th ed). Englewood Cliffs, NJ: Prentice-Hall. Keys, B., & Case, T. (1990). How to become an influential manager. Academy of Management Executive, 4(4), 38-51. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 201
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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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❚❘ 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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Page 151 and 152: STRATEGIC LEADERSHIP STYLES INSTRUM
Page 153 and 154: 7. Bureaucrat Category: Statement 7
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Page 157 and 158: 3. Builders are most valuable when
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Page 163 and 164: ❚❘ THE SUPERVISORY AND LEADERSH
Page 165 and 166: teams, tries to be objective in pro
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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
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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: more than the overall average), 30
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Page 207 and 208: 3. Which management practices does
Page 209 and 210: 5. The most successful managers ide
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