motivational analysis of organizations

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10. A bright young scientist has joined your research team in the past few months. The scientist has come to you with a letter from a competing firm offering a job with a 25-percent salary increase. Would you: a. _____ Offer an equal salary in almost all cases b. _____ Ask why he or she is showing you the letter c. _____ Try to sell the advantages of your firm d. _____ Tell the scientist that he or she can make as much at your firm after a time e. _____ Tell the person that loyalty should count for something f. _____ Not offer to increase salary in almost all cases 22 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
MANAGERIAL ATTITUDE QUESTIONNAIRE SCORING SHEET Transfer your raw scores from the questionnaire to the grid below by placing your a, b, c, d, e, and f raw scores for each incident in the appropriate box in Column S. Using the Conversion Table at the bottom of the page, convert each raw score in Column S into an AS converted score and enter the converted score in Column AS. ■ Total the AS columns vertically. ■ Total all of the AS sums horizontally. ■ Divide the total by 10, the number of incidents. ■ Note whether your score falls within the low (L), medium (M), or high (H) range. (Round up if .5 or over.) a b c d e f 1 2 3 4 5 6 7 8 9 10 S AS S AS S AS S AS S AS S AS S AS S AS S AS S AS Totals + + + + + + + + + ÷10 = _____ Total Score Conversion Table Score 0 2 4-6 7-11 12-20 21-30 31-40 41-60 61-80 81-90 91-100 AS 1 7 13 19 26 30 32 29 21 7 0 Low Total Score Medium High 0 76 96 Range 75 95 156 The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 23
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 and 16: ❚❘ COPING WITH AMBIGUITY Rick R
Page 17 and 18: questionnaire can also be used to h
Page 19 and 20: 1. You are a supervisor of a small
Page 21: 7. A friend is having difficulty at
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
Page 67 and 68: 15. My favorite way to learn to do
Page 69 and 70: THE LEARNING-MODEL INSTRUMENT INTER
Page 71 and 72: In an uncertain economy, making suc
Page 73 and 74:
MANAGEMENT-STYLES SPECTRUM Kenneth
Page 75 and 76:
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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Page 129 and 130:
____ e. People here usually refer p
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____ e. Decisions here are made and
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Page 135 and 136:
Page 137 and 138:
❚❘ 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
Page 175 and 176:
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
Page 207 and 208:
3. Which management practices does
Page 209 and 210:
5. The most successful managers ide
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