motivational analysis of organizations

the four groups attached to the 9, 9 style show that the counselors, with the significantly
higher scores, believe strongly that the administrator should use the 9, 9 approach, while
the faculty hold this view significantly less firmly. The counselors had the most
consistent and most homogenous response tendencies, achieving the highest mean
response on the team leader and country club leader styles, and the lowest on the other
three styles.
The construction of the ISS and its resultant reliability indicate that the instrument
is a tool for further research in the student services area. Also, it could be utilized as a
feedback instrument for student personnel administrators by studying the self-other
perceptions of how the student personnel administrator reacts to his or her job situation.
This could easily be accomplished by administering the ISS to an administrator and then
having the other members of the staff complete the ISS on the basis of their perceptions
of the administrator’s reactions.
The ISS has value as a training tool for student personnel administrators, not as a
specific measuring instrument but as a means to introduce and study the concepts of
change strategies and intervention styles. The Blake-Mouton model of change and
intervention seems to be highly relevant for student personnel administrators. Its
extensive use in other settings and its theoretical and empirical basis make it a useful
model to study and utilize. The ISS assesses the various dimensions of this model in
relation to student personnel work. Therefore, its use in teaching styles of intervention
and change strategies is very feasible.
The instrument can be adapted for use with other administrators by altering the
content to conform to the problems usually encountered in a given managerial situation.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 39