motivational analysis of organizations

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Kotter, J. (1982). The general managers. New York: The Free Press/Macmillan. Kraut, A. (1989, November). The role of the manager: What’s really important in different management jobs. Academy of Management Review, 3(4), 286-293. Luthans, F., Hodgetts, R., & Rosenkrantz, S. (1988). Real managers. New York: Ballinger. McCormack, M. (1984). What they don’t teach you at Harvard Business School. New York: Bantam Books. McCormack, M. (1989). What they still don’t teach you at Harvard Business School. New York: Bantam Books. Peters, T. (1994). The Tom Peters seminar. New York: Vintage Books/Random House. Pinchot, G., III. (1985). Intrapreneuring. New York: Harper & Row. Reagan, G. (1996). U.S. style teams (USST) inventory. The 1996 annual: Volume 2, consulting. San Francisco, CA: Pfeiffer, an imprint of Jossey-Bass. 202 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
MANAGERS FOR THE 21ST CENTURY INVENTORY Gaylord Reagan INVENTORY: PART ONE Instructions: After reviewing the following list of activities, check those items that you believe best describe what “21st Century managers” do with their time. Don’t overthink your responses; your initial reactions most accurately reflect your perceptions. ❏ Managers spend as much as 75 percent of their time being involved with other people. ❏ Managers go around the formal chain of command. ❑ Managers focus on building networks. ❑ Managers discuss anything and everything associated with their organization. ❑ Managers ask a lot of questions. ❑ Managers rarely make big decisions. ❑ Managers focus on developing agendas (goals, objectives, etc.). ❑ Managers joke, kid around, use humor, and talk about nonwork activities. ❑ Managers “waste” time discussing issues that appear to be nonsubstantive. ❑ Managers seldom tell people what to do. ❑ Managers frequently attempt to influence others. ❑ Managers frequently respond to others’ initiatives. ❑ Managers focus on executing their agendas. ❑ Managers invest significant amounts of time in short and disjointed discussions. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 203
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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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____ 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
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: 6. Respondents now should be ready
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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