9.Do
most people tend to resist change?
10.Do
most people work only as hard as they have to?
11.Should
workers be allowed to set their own job
goals?
12.Are
most people happiest off the job?
13.Do
most workers really care about the organization
they work for?
14.Should
a manager help subordinates advance and
grow in their jobs?
Scoring
Count the number of “yes”
responses to items 1, 4, 6, 8,
9, 10, 12; write that number here
as [X = ____]. Count the
number of “yes” responses to
items 2, 3, 5, 7, 11, 13, 14;
write that score here [Y = ____].
Interpretation
This assessment gives insight
into your orientation toward
Douglas McGregor’s Theory X (your
“X” score)
and Theory Y (your “Y” score)
assumptions. You should
review the discussion of
McGregor’s thinking in
Chapter 1.1 and consider further
the ways in which you
are likely to behave toward other
people at work. Think,
in particular, about the types of
“self-fulfi lling prophecies”
you are likely to create.
ASSESSMENT 2
A Twenty-First-Century Manager
Instructions
Rate yourself on the
following personal characteristics.
Use this scale.
1.Resistance to stress:The ability to get work done
even under stressful
conditions.
2.Tolerance for uncertainty:The ability to get work
done even under
ambiguous and uncertain conditions.
3.Social objectivity:The ability to act free of racial,
ethnic, gender, and
other prejudices or biases.
4.Inner work standards:The ability to personally set
and work to
high-performance standards.
5.Stamina:The ability to
sustain long work hours.
6.Adaptability:The ability to be flexible and adapt to
changes.
7.Self-confidence:The ability to be consistently decisive
and display one’s
personal presence.
8.Self-objectivity:The ability to evaluate personal
strengths and
weaknesses and to understand one’s
motives and skills
relative to a job.
9.Introspection:The ability to learn from experience,
awareness, and
self-study.
Source:SeeOutcome Management
Project,Phase I and Phase II
Reports (St. Louis:
American Assembly of Collegiate Schools of
Business, 1986 &
1987).
10.Entrepreneurism:The ability to
address problems
and take advantage of
opportunities for constructive
change.
Scoring
Give yourself 1 point
for each S, and 1/2 point for each G.
Do not give yourself
points for W and ? responses. Total
your points and enter
the result here [PMF = ____].
Interpretation
This assessment
offers a self-describedprofi le of your
management foundations
(PMF). Are you a perfect
10,
or is your PMF score
something less than that? There
shouldn’t be too many
10s around. Ask someone who
knows you to assess
you on this instrument. You may be
surprised at the
differences between your PMF score as
self-described and
your PMF score as described by
someone else. Most of
us, realistically speaking, must
work hard to grow and
develop continually in these and
related management
foundations. This list is a good
starting point as you
consider where and how to further
pursue the
development of your managerial skills and
competencies. The
items on the list are recommended
by the American
Assembly of Collegiate Schools of
Business (AACSB) as
skills and personal characteristics
that should be
nurtured in college and university students
of business
administration. Their success—and
yours—as twenty-fi
rst-century managers may well rest
on (1) an initial
awareness of the importance of these
basic management
foundations and (2) a willingness to
strive continually to
strengthen them throughout your
work career.
S = Strong, I am very
confident with this one.
G = Good, but I still
have room to grow.
W = Weak, I really
need work on this one.
? = Unsure, I just
don’t know.
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3.Write a number 1 in front ofitem numbers not circledif you responded A (always)
or
F (frequently).
4.Circle the number 1’s which you have written in front of items 3,
5, 8, 10, 15, 18, 19,
22, 24, 26, 28, 30,
32, 34, and 35.
5.Count the circled number 1’s. This is your score for leadershipconcern for people.
Record the score in
the blank following the letter P at the end of the questionnaire.
6.Count the uncircled number 1’s. This is your score for leadershipconcern for task.
Record this number in
the blank following the letter T.
ASSESSMENT 12
“TT” Leadership Style
Instructions
For each of the
following 10 pairs of statements, divide 5
points between the
two according to your beliefs, perceptions
of yourself, or
according to which of the two statements
characterizes you
better. The 5 points may be divided
between the a and b
statements in any one of the
following ways: 5 for
a, 0 for b; 4 for a, 1 for b; 3 for a, 2
for b; 1 for a, 4 for
b; 0 for a, 5 for b, but not equally (2 1/2)
between the two.
Weigh your choices between the two
according to the one
that characterizes you or your
beliefs better.
1.(a) As leader I have a primary mission of maintaining
stability.
(b) As leader I have
a primary mission of
change.
2.(a) As leader I must cause events.
(b) As leader I must
facilitate events.
3.(a) I am concerned that my followers are rewarded
equitably for their
work.
(b) I am concerned
about what my followers want
in life.
4.(a) My preference is to think long range: what
might be.
(b) My preference is
to think short range: what is
realistic.
5.(a) As a leader I spend considerable energy in managing
separate but related
goals.
(b) As a leader I
spend considerable energy in
arousing hopes,
expectations, and aspirations
among my followers.
6.(a) Although not in a formal classroom sense, I
believe that a
significant part of my leadership
is that of teacher.
(b) I believe that a
significant part of my leadership
is that of
facilitator.
7.(a) As leader I must engage with followers at an
equal level of
morality.
(b) As leader I must
represent a higher morality.
8.(a) I enjoy stimulating followers to want to do more.
(b) I enjoy rewarding
followers for a job well done.
9.(a) Leadership should be practical.
(b) Leadership should
be inspirational.
10.(a) What power I have to influence others comes
primarily from my
ability to get people to identify
with me and my ideas.
(b) What power I have
to influence others comes
primarily from my
status and position.
Scoring
Circle your points
for items 1b, 2a, 3b, 4a, 5b, 6a, 7b, 8a,
9b, 10a and add up
the total points you allocated to these
items; enter the
score here [T= ____]. Next, add up
the
total points given to
the uncircled items 1a, 2b, 3a, 4b, 5a,
6b, 7a, 8b, 9a, 10b;
enter the score here [T= ____].
Interpretation
This instrument gives
an impression of your tendencies
toward “transformational”
leadership (yourTscore) and
“transactional”
leadership (yourTscore). You may want
to
refer to the
discussion of these concepts in Chapter 4.
Today, a lot of
attention is being given to the transformational
aspects of
leadership—those personal qualities
that inspire a sense
of vision and desire for extraordinary
accomplishment in
followers. The most successful leaders
of the future will
most likely be strong in both “T”s.
Source:Questionnaire by W.
Warner Burke, Ph.D. Used by
permission.
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Scoring
Using the grid below,
insert your scores from the 20 questions and proceed as follows:
Reward power—sum your response to
items 1, 13, 16, and 17 and divide by 4.Coercive
power—sum your response to
items 3, 9, 11, and 12 and divide by 4.Legitimate power—
sum your response to
questions 5, 14, 18, and 20 and divide by 4.Referent power—sum
your response to
questions 2, 4, 6, and 7 and divide by 4.Expert power—sum your response
to questions 8, 10,
15, and 19 and divide by 4.
Reward Coercive Legitimate Referent Expert
1 ____ 3 ____ 5 ____ 2 ____ 8 ____
13 ____ 9 ____ 14 ____ 4 ____ 10 ____
16 ____ 11 ____ 18 ____ 6 ____ 15 ____
17 ____ 12 ____ 20 ____ 7 ____ 19 ____
Total ____ ____ ____ ____ ____
Divide by 4 ____ ____ ____ ____ ____
Interpretation
A high score (4 and
greater) on any of the fi ve dimensions of power implies that you
prefer to infl uence
others by employing that particular form of power. A low score (2 or
less) implies that
you prefer not to employ this particular form of power to infl uence
others. This
represents your power profi le. Your overall power position is not refl ected
by
the simple sum of the
power derived from each of the fi ve sources. Instead, some combinations
of power are
synergistic in nature—they are greater than the simple sum of their
parts. For example,
referent power tends to magnify the impact of other power sources
because these other
infl uence attempts are coming from a “respected” person. Reward
power often increases
the impact of referent power, because people generally tend to like
those who give them
things that they desire. Some power combinations tend to produce
the opposite of
synergistic effects, such that the total is less than the sum of the parts.
Power dilution
frequently accompanies the use of (or threatened use of) coercive power.
ASSESSMENT 16
Intuitive Ability
Instructions
Complete this survey
as quickly as you can. Be honest
with yourself. For
each question, select the response that
most appeals to you.
1.When working on a project, do you prefer to:
(a) Be told what the
problem is but be left free to
decide how to solve
it?
(b) Get very clear
instructions about how to go
about solving the
problem before you start?
2.When working on a project, do you prefer to work
with colleagues who
are:
(a) Realistic?
(b) Imaginative?
Source:AIM Survey (El Paso,
TX: ENFP Enterprises, 1989).
Copyright © 1989 by
Weston H. Agor. Used by permission.
3.Do you most admire people who are:
(a) Creative?
(b) Careful?
4.Do the friends you choose tend to be:
(a) Serious and hard
working?
(b) Exciting and
often emotional?
5.When you ask a colleague for advice on a problem
you have, do you:
(a) Seldom or never
get upset if he or she questions
your basic
assumptions?
(b) Often get upset
if he or she questions your
basic assumptions?
6.When you start your day, do you:
(a) Seldom make or
follow a specific plan?
(b) Usually first
make a plan to follow?
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7.When working with numbers do you find that you:
(a) Seldom or never
make factual errors?
(b) Often make
factual errors?
8.Do you find that you:
(a) Seldom daydream
during the day and really
don’t enjoy doing so
when you do it?
(b) Frequently
daydream during the day and enjoy
doing so?
9.When working on a problem, do you:
(a) Prefer to follow
the instructions or rules when
they are given to
you?
(b) Often enjoy circumventing
the instructions or
rules when they are
given to you?
10.When you are trying to put something together, do
you prefer to have:
(a) Step-by-step
written instructions on how to assemble
the item?
(b) A picture of how
the item is supposed to look
once assembled?
11.Do you find that the person who irritates youthe
mostis the one who
appears to be:
(a) Disorganized?
(b) Organized?
12.When an expected crisis comes up that you have to
deal with, do you:
(a) Feel anxious
about the situation?
(b) Feel excited by
the challenge of the situation?
Scoring
Total the number of
“a” responses circled for questions 1,
3, 5, 6, 11; enter
the score here [A = ____]. Total the number
of “b” responses for
questions 2, 4, 7, 8, 9, 10, 12;
enter the score here
[B = ____]. Add your “a” and “b”
scores and enter the
sum here [A + B = ____]. This is
yourintuitive score.The highest possible
intuitive score
is 12; the lowest is
0.
Interpretation
In his bookIntuition in
Organizations(Newbury Park,
CA: Sage, 1989), pp.
10–11, Weston H. Agor states:
“Traditional
analytical techniques . . . are not as useful
as they once were for
guiding major decisions. . . . If
you hope to be better
prepared for tomorrow, then it only
seems logical to pay
some attention to the use and development
of intuitive skills
for decision making.” Agor developed
the prior survey to
help people assess their tendencies
to use intuition in
decision making. Your score
offers a general
impression of your strength in this area.
It may also suggest a
need to further develop your skill
and comfort with more
intuitive decision approaches.
ASSESSMENT 17
Decision-Making Biases
Instructions
How good are you at
avoiding potential decision-making
biases? Test yourself
by answering the following questions:
1.Which is riskier:
(a) driving a car on
a 400-mile trip?
(b) flying on a
400-mile commercial airline flight?
2.Are there more words in the English language:
(a) that begin with
“r”?
(b) that have “r” as
the third letter?
3.Mark is finishing his MBA at a prestigious university.
He is very interested
in the arts and at one time considered
a career as a
musician. Is Mark more likely
to take a job:
(a) in the management
of the arts?
(b) with a management
consulting firm?
Source:Incidents from Max H.
Bazerman,Judgment in
Managerial Decision
Making,3rd ed. (New York:
John Wiley &
Sons, Inc., 1994),
pp. 13–14. Used by permission.
4.You are about to hire a new central-region sales director
for the fifth time
this year. You predict that the next
director should work
out reasonably well since the last
four were “lemons”
and the odds favor hiring at least
one good sales
director in five tries. Is this thinking
(a) correct?
(b) incorrect?
5.A newly hired engineer for a computer firm in the
Boston metropolitan
area has 4 years’ experience
and good all-around
qualifications. When asked to
estimate the starting
salary for this employee, a
chemist with very
little knowledge about the profession
or industry guessed
an annual salary of $35,000.
What is your
estimate?
$____ per year
Scoring
Your instructor will
provide answers and explanations for
the assessment
questions.
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Interpretation
Each of the preceding
questions examines your tendency
to use a different
judgmental heuristic. In his book
Judgment in Managerial
Decision Making,3rd ed. (New
York: John Wiley
& Sons, 1994), pp. 6–7, Max Bazerman
calls these
heuristics “simplifying strategies, or rules of
thumb” used in making
decisions. He states, “In general,
heuristics are
helpful, but their use can sometimes
lead to severe
errors. . . . If we can make managers
aware of the
potential adverse impacts of using heuristics,
they can then decide
when and where to use
them.” This
assessment offers an initial insight into
your use of such
heuristics. An informed decision
maker understands the
heuristics, is able to recognize
when they appear, and
eliminates any that may inappropriately
bias decision making.
Test yourself
further. Before hearing from your instructor,
go back and write
next to each item the name of
the judgmental
heuristic (see Chapter 2 text discussion)
that you think
applies.
Then write down a
situation that you have experienced
and in which some
decision-making bias may have
occurred. Be prepared
to share and discuss this incident
with the class.
ASSESSMENT 18
Confl ict Management Strategies
Instructions
Think of how you
behave in confl ict situations in which your wishes differ from those of
others. In the space
to the left, rate each of the following statements on a scale of “1” “not
at all” to “5” “very
much.”
When I have a confl
ict at work, school, or in my personal life, I do the following:
____1.I give in to the wishes of the other party.
____2.I try to realize a middle-of-the-road solution.
____3.I push my own point of view.
____4.I examine issues until I find a solution that really satisfies me
and the other party.
____5.I avoid a confrontation about our differences.
____6.I concur with the other party.
____7.I emphasize that we have to find a compromise solution.
____8.I search for gains.
____9.I stand for my own and the other’s goals.
____10.I avoid differences of opinion as much as possible.
____11.I try to accommodate the other party.
____12.I insist we both give in a little.
____13.I fight for a good outcome for myself.
____14.I examine ideas from both sides to find a mutually optimal
solution.
____15.I try to make differences seem less severe.
____16.I adapt to the other party’s goals and interests.
____17.I strive whenever possible towards a fifty-fifty compromise.
____18.I do everything to win.
____19.I work out a solution that serves my own as well as other’s
interests as much
as possible.
____20.I try to avoid a confrontation with the other person.
Scoring
Total your scores for
items as follows.
Yielding tendency:1_6_11_16 = ____.
Source:This instrument is
described in Carsten K. W. De Drew, Arne Evers, Bianca Beersma,
Esther S. Kluwer, and
Aukje Nauta, “A Theory-Based Measure of Conflict Management Strategies in
the Workplace,”Journal of
Organizational Behavior,vol. 22 (2001), pp. 645–668. Used by permission.
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Compromising tendency:
2_7_12_17 = ____.
Forcing tendency:3_8_13_18 = ____.
Problem-solving
tendency:4_9_14_19 = ____.
Avoiding tendency:5_10_15_20 = ____.
Interpretation
Each of the scores
above approximates one of the confl ict management styles discussed in
the chapter. Look
back to Figure 15.4 and make the match ups. Although each style is part
of management, only
collaboration or problem solving leads to true confl ict resolution. You
should consider any
patterns that may be evident in your scores and think about how to
best handle the confl
ict situations in which you become involved.
Instructions
How true is each
statement for you?
Not True at Not True or Very
All Untrue True
1. I hate giving up before I’m absolutely
sure that I’m licked. 1 2 3 4 5
2. Sometimes I feel that I should not be working
so hard, but something drives me on. 1 2 3 4 5
3. I thrive on challenging situations. The
more challenges I have, the better. 1 2 3 4 5
4. In comparison to most people I know, I’m
very involved in my work. 1 2 3 4 5
5. It seems as if I need 30 hours a day to
finish all the things I’m faced with. 1 2 3 4 5
6. In general, I approach my work more
seriously than most people I know. 1 2 3 4 5
7. I guess there are some people who can be
nonchalant about their work, but I’m not
one of them. 1 2 3 4 5
8. My achievements are considered to be
significantly higher than those of most
people I know. 1 2 3 4 5
9. I’ve often been asked to be an officer of
some group or groups. 1 2 3 4 5
Scoring
Add all your scores
to create a total score = ____.
Interpretation
Type A personalities
(hurried and competitive) tend to score 36 and above. Type B personalities
(relaxed) tend to
score 22 and below. Scores of 23–35 indicate a balance or
mix of Type A and
Type B.
Source:FromJob Demands and Worker
Health(HEW Publication No.
[NIOSH] 75–160)
(Washington, DC: US
Department of Health, Education and Welfare, 1975), pp. 253–254.
ASSESSMENT 19
Your Personality Type
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ASSESSMENT 20
Time Management Profi le
ASSESSMENT 21
Organizational Design Preference
Instructions
Complete the
following questionnaire by indicating “Y”
(yes) or “N” (no) for
each item. Be frank and allow your
responses to create
an accurate picture of how you tend
to respond to these
kinds of situations.
____1.When confronted with several items of similar
urgency and
importance, I tend to do the easiest
one first.
____2.I do the most important things during that part
of the day when I
know I perform best.
____3.Most of the time I don’t do things someone else
can do; I delegate
this type of work to others.
____4.Even though meetings without a clear and
useful purpose upset
me, I put up with them.
____5.I skim documents before reading them and
don’t complete any
that offer a low return on my
time investment.
____6.I don’t worry much if I don’t accomplish
at least one
significant task each day.
____7.I save the most trivial tasks for that
time of day when my
creative energy is lowest.
____8.My workspace is neat and organized.
____9.My office door is always “open”; I never work in
complete privacy.
____10.I schedule my time completely from start to
finish every workday.
____11.I don’t like “to do” lists, preferring to respond to
daily events as they
occur.
____12.I “block” a certain amount of time each day
or week that is
dedicated to high-priority
activities.
Scoring
Count the number of
“Y” responses to items 2, 3, 5, 7, 8,
12. [Enter that score
here ____.] Count the number of “N”
responses to items 1,
4, 6, 9, 10, 11. [Enter that score here
____.] Add together
the two scores.
Interpretation
The higher the total
score, the closer your behavior
matches recommended
time management guidelines.
Reread those items
where your response did not match
the desired one. Why
don’t they match? Do you have reasons
why your behavior in
this instance should be different
from the recommended
time management guideline?
Think about what you
can do (and how easily it can be
done) to adjust your
behavior to be more consistent with
these guidelines. For
further reading, see Alan Lakein,
How to Control Your
Time and Your Life(New York: David
McKay), and William
Oncken,Managing Management
Time(Englewood Cliffs,
NJ: Prentice Hall, 1984).
Source:Suggested by a
discussion in Robert E. Quinn, Sue R.
Faerman, Michael P.
Thompson, and Michael R. McGrath,
Becoming a Master
Manager: A Contemporary Framework(New
York: John Wiley
& Sons, Inc., 1990), pp. 75–76.
Instructions
To the left of each
item, write the number from the following
scale that shows the
extent to which the statement
accurately describes
your views.
5 = strongly agree
4 = agree somewhat
3 = undecided
2 = disagree somewhat
1 = strongly disagree
I prefer to work in an
organization where:
1.Goals are defined by those in higher levels.
2.Work methods and procedures are specified.
3.Top management makes important decisions.
4.My loyalty counts as much as my ability to do
the job.
Source:John F. Veiga and
John N. Yanouzas,The Dynamics of
Organization Theory:
Gaining a Macro Perspective(St. Paul, MN:
West, 1979), pp.
158–160. Used by permission.
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5.Clear lines of authority and responsibility are established.
6.Top management is decisive and firm.
7.My career is pretty well planned out for me.
8.I can specialize.
9.My length of service is almost as important as my
level of performance.
10.Management is able to provide the information I
need to do my job
well.
11.A chain of command is well established.
12.Rules and procedures are adhered to equally by
everyone.
13.People accept authority of a leader’s position.
14.People are loyal to their boss.
15.People do as they have been instructed.
16.People clear things with their boss before going over
his or her head.
Scoring
Total your scores for
all questions. Enter the score here
[____].
Interpretation
This assessment
measures your preference for working
in an organization
designed along “organic” or “mechanistic”
lines. The higher
your score (above 64), the more
comfortable you are
with a mechanistic design; the lower
your score (below
48), the more comfortable you are with
an organic design.
Scores between 48 and 64 can go either
way. This
organizational design preference represents an
important issue in
the new workplace. Indications are that
today’s organizations
are taking on more and more organic
characteristics.
Presumably, those of us who work
in them will need to
be comfortable with such designs.
ASSESSMENT 22
Which Culture Fits You?
Instructions
Check one of the
following organization “cultures” in
which you feel most
comfortable working.
1.A culture that values talent, entrepreneurial activity,
and performance over
commitment; one that offers
large financial
rewards and individual recognition.
2.A culture that stresses loyalty, working for the good of
the group, and
getting to know the right people; one
that believes in
“generalists” and step-by-step career
progress.
3.A culture that offers little job security; one that operates
with a survival
mentality, stresses that every individual
can make a
difference, and focuses attention on
“turnaround”
opportunities.
4.A culture that values long-term relationships; one that
emphasizes systematic
career development, regular
Source:Developed from Carol
Hymowitz, “Which Corporate
Culture Fits You?”Wall Street Journal( July 17, 1989), p.
B1.
training, and
advancement based on gaining of functional
expertise.
Scoring
These labels identify
the four different cultures: 1 = “the
baseball team,” 2 =
“the club,” 3 = “the fortress,” and
4 = “the academy.”
Interpretation
To some extent, your future
career success may depend
on working for an
organization in which there is a good
fi t between you and
the prevailing corporate culture. This
assessment can help
you learn how to recognize various
cultures, evaluate
how well they can serve your needs,
and recognize how
they may change with time. A risk
taker, for example,
may be out of place in a “club” but fi t
right in with a
“baseball team.” Someone who wants to
seek opportunities
wherever they may occur may be out
of place in an
“academy” but fi t r
