motivational analysis of organizations

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Internal/external ratios above 3.0 indicate a high level of entrepreneurial internality; the chances are high that such individuals will initiate entrepreneurial activities. Ratios below 1.0 indicate that the respondent has a more external (less entrepreneurial) locusof-control orientation. There is a need for this type of person to become more internal in order to be able to initiate and sustain entrepreneurial activities. Ratios above 1.0 indicate possible entrepreneurs. The higher the ratio above 1.0, the more internal the respondent is. 36 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
❚❘ INTERVENTION-STYLE SURVEY B. H. Arbes The Intervention-Style Survey (ISS) was developed to assess how the student personnel administrator responds to his or her job responsibilities and to assess how others believe the administrator should respond. People such as vice presidents for student affairs, deans, and their key assistants ordinarily are faced with decisions like those assessed by the ISS. The National Association of Student Personnel Administrators stated that the highest priority in research should be given to inquiries that clarify and delineate the assumptive basis of the student personnel administrator and the way he or she responds in fulfilling assigned responsibilities. This report also stressed the need to be aware of how other members of the academic community think the administrator should respond. An extensive review of the literature revealed a notable lack of studies attempting to assess how the student personnel administrator responds to assigned responsibilities, and no studies have assessed how others believe the administrator should respond to his or her responsibilities. The ISS is based on a model of managerial leadership and change originated by Robert Blake and Jane Mouton. Five definite theories of leadership, with concomitant sets of assumptions and styles of intervention regarding how individuals orient themselves to concern for task and concern for people, are explicated by Blake and Mouton. These five theories, along with Blake and Mouton’s numerical designations, are briefly described below: 1. Task leader (9, 1)—Being chiefly concerned with the task and viewing people only in relation to their contributions to the task, this approach defines the change agent’s role as planning, directing, and controlling the behavior of those he or she is trying to change. This approach maintains that people are basically lazy, indifferent, and irresponsible. 2. Impoverished leader (1, 1)—This approach emphasizes neither people nor task and avoids involvement. As one cannot really change another person, the impoverished leader sees his or her job as merely telling people the expectations and letting them decide what to do. 3. Country club leader (1, 9)—With primary emphasis on people and minimal emphasis on task, this leader’s main concern is with interpersonal relationships. 4. Middle-of-the-road leader (5, 5)—This approach emphasizes finding satisfactory and workable solutions through balancing and compromising procedures. This approach values traditions, precedent, and social conventions. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 37
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 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: THE ENTREPRENEURIAL ORIENTATION INV
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
Page 77 and 78: 17. Managers act as if the best rew
Page 79 and 80: 27. Managers assume that the best w
Page 81 and 82: Area 3: Project-planning, organizin
Page 83 and 84: MANAGEMENT-STYLES SPECTRUM SURVEY I
Page 85 and 86: 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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