motivational analysis of organizations

STYLES OF CAREER MANAGEMENT
Tom Carney
Instructions: There are no right or wrong answers to this instrument, and you cannot
“beat” someone else by scoring higher. The instrument investigates the way you
perceive and have adapted to your organization’s culture. It does this by requiring you to
consider and respond to a variety of organizational issues. You will see the strategies
that are implicit in your dealings with the organization and the strategies that are implicit
in its dealings with you.
The instrument presents a series of statements on practices, dilemmas, and attitudes
that are prevalent in organizations. A variety of responses is possible for each statement;
you are to indicate which response is most like what you would do. For purposes of
comparison, you also may indicate the response that you think would be favored by your
organization.
In each case, after the initial statement or question, four possible responses are
presented. Rank order these options, that is, put a “4” next to the one that comes closest
to your views on the matter, put a “3” next to the response that fits next best, and so on.
Put a “1” next to the option that fits least well with your views. Use only one each of the
numbers (4, 3, 2, 1) for each set of choices. Do not give two equal choices.
Try not to answer in terms of what you would ideally like to do or in terms of what
you morally ought to do. Your answer should reflect what you feel you would have to
do—what would be expedient. If you are answering from the organization’s point of
view, think about actual cases. Organizational logic and ethics differ from one
organization to another.
I. By and large you can expect an organization to treat you in the following way:
_____ 1. Organizations make most of their decisions impersonally through
committees, task forces, standard operating procedures, and so on. You
cannot expect an organization to treat you as though one individual is
relating to another individual. You will be treated well if you know how to
work in the system, have a lot of connections, and are prepared to move
about—to go where the company needs to send someone or to threaten to
take another job at a critical moment. Essentially, you have to fight for
your rights in the dog-eat-dog competitive world of organizational politics.
_____ 2. Organizations look at the bottom line. If you can come through in a
crunch, you will be rewarded and advanced. Those who produce get the
rewards; otherwise the business goes to the competition. You will be
treated well as long as you can identify problems that can be solved
successfully, have yourself assigned to solving them, and keep producing
results. You cannot expect the organization to support someone who is not
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 7