motivational analysis of organizations

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66 ❘❚ 7. When presented with a number of alternatives for action, I prefer _____ (a) to determine how the alternatives relate to one another and analyze the consequences of each. _____ (b) to select the one that looks best and implement it. 8. When I awake every morning, I prefer _____ (a) to expect to accomplish some worthwhile work without considering what the individual tasks may entail. _____ (b) to plan a schedule for the tasks I expect to do that day. 9. After a full day’s work, I prefer _____ (a) to reflect on what I accomplished and think of how to make time the next day for unfinished tasks. _____ (b) to relax with some type of recreation and not think about my job. 10. After choosing the above responses, I _____ (a) prefer to continue and complete this instrument. _____ (b) am curious about how my responses will be interpreted and would prefer some feedback before continuing with the instrument. 11. When I learn something, I am usually _____ (a) thinking about it. _____ (b) right in the middle of doing it. 12. I learn best when _____ (a) I am dealing with real-world issues. _____ (b) concepts are clear and well organized. 13. In order to retain something I have learned, I must _____ (a) periodically review it in my mind. _____ (b) practice it or try to use the information. 14. In teaching others how to do something, I first _____ (a) demonstrate the task. _____ (b) explain the task. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
15. My favorite way to learn to do something is by _____ (a) reading a book or instructions or enrolling in a class. _____ (b) trying to do it and learning from my mistakes. 16. When I become emotionally involved with something, I usually _____ (a) let my feelings take the lead and then decide what to do. _____ (b) control my feelings and try to analyze the situation. 17. If I were meeting jointly with several experts on a subject, I would prefer _____ (a) to ask each of them for his or her opinion. _____ (b) to interact with them and share our ideas and feelings. 18. When I am asked to relate information to a group of people, I prefer _____ (a) not to have an outline, but to interact with them and become involved in an extemporaneous conversation. _____ (b) to prepare notes and know exactly what I am going to say. 19. Experience is _____ (a) a guide for building theories. _____ (b) the best teacher. 20. People learn easier when they are _____ (a) doing work on the job. _____ (b) in a class taught by an expert. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 67
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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
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 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: THE LEARNING-MODEL INSTRUMENT Kenne
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
Page 87 and 88: Significant gender differences in t
Page 89 and 90: The work dimensions included are cr
Page 91 and 92: Suggested Uses This instrument has
Page 93 and 94: I prefer work in which: _____ 3a. I
Page 95 and 96: I prefer work in which: _____ 27a.
Page 97 and 98: MANAGERIAL WORK-VALUES SCALE INTERP
Page 99 and 100: MANAGERIAL WORK-VALUES SCALE ACTION
Page 101 and 102: ❚❘ MOTIVATIONAL ANALYSIS OF ORG
Page 103 and 104: dysfunctional although related to t
Page 105 and 106: All of the coefficients are very hi
Page 107 and 108: Table 4. Mean Values for a Sample o
Page 109 and 110: McGregor, D. (1966). Leadership and
Page 111 and 112: Rarely/ Sometimes/ Often/ Usually/
Page 113 and 114: MOTIVATIONAL ANALYSIS OF ORGANIZATI
Page 115 and 116: ❚❘ 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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MOTIVATIONAL ANALYSIS OF ORGANIZATI
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____ e. People here usually refer p
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____ e. Decisions here are made and
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Page 135 and 136:
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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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