Instructions
· Assign a weight from 0 to 10 to EACH STATEMENT IN EACH PAIR to show the relative strength of your belief in the statement.
· The points assigned for each pair must total 10.
· Be as honest with yourself as possible and resist the natural tendency to respond as you would “like to think things are.”
· This instrument is not a test. There are no right or wrong answers. It is designed to be a stimulus for personal reflection and dialogue.
Assumptions about People
·
Kolb, David A., Irwin M. Rubin, and James McIntyre. Organizational Psychology: An Experimental Approach. 2nd ed. Englewood Cliffs: Prentice-Hall, XXXXXXXXXX.
· A. It’s only human nature for people to do as little work as they can get away with.
· B. When people avoid work, it’s usually because their work has been deprived of its meaning.
· C. If employees have access to any information they want, they tend to have better attitudes and behave more responsibly.
· D. If employees have access to more information than they need to do their immediate tasks, they will usually misuse it.
· E. One problem in asking for the ideals of employees is that their perspective is too limited for their suggestions to be of much practical value.
· F. Asking employees for their ideas
oadens their perspective and results in the development of useful suggestions.
· G. If people don’t use much imagination and ingenuity on the job, it’s probably because relatively few people have much of either.
· H. Most people are imaginative and creative but may not show it because of limitations imposed by supervision and the job.
· I. People tend to raise their standards if they are accountable for their own behavior and for co
ecting their own mistakes.
· J. People tend to lower their standards if they are not punished for their misbehaviors and mistakes.
· K. It’s better to give people both good and bad news because most employees want the whole story, no matter how painful.
· L. It’s better to withhold unfavorable news about business because most employees really want to hear only the good news.
· M. Because a supervisor is entitled to more respect than those below him in the organization, it weakens his prestige to admit that a subordinate was right and he or she was wrong.
· N. Because people at all levels are entitled to equal respect, a supervisor’s prestige is increased when he or she supports this principle by admitting a subordinate was right and he or she was wrong.
· O. If you give people enough money, they are less likely to be concerned with such intangibles as responsibility and recognition.
· P. If you give people interesting and challenging work, they are less likely to complain about such things as pay and benefits.
· Q. If people are allowed to set their own goals and standards of performance, they tend to set them higher than the boss would.
· R. If people are allowed to set their own goals and standards of performance, they tend to set them lower than the boss would.
· S. The more knowledge and freedom a person has regarding his or her job, the more controls are needed to keep him or her in line.
· T. The more knowledge and freedom a person has regarding his or her job, the fewer controls are needed to insure satisfactory job performance.
Math: Add your points from a, d, e, g, j, l, m, o, r, and s and total here _________. Add your points from b, c, f, h, i, k, n, p, q, and t and total here _________. In Lesson 2, you will get the interpretation of those results.
Instructions
· Assign a weight from 0 to 10 to EACH STATEMENT IN EACH PAIR to show the relative strength of your belief in the statement.
· The points assigned for each pair must total 10.
· Be as honest with yourself as possible and resist the natural tendency to respond as you would “like to think things are.”
· This instrument is not a test. There are no right or wrong answers. It is designed to be a stimulus for personal reflection and dialogue.
Assumptions about People
·
Kolb, David A., Irwin M. Rubin, and James McIntyre. Organizational Psychology: An Experimental Approach. 2nd ed. Englewood Cliffs: Prentice-Hall, XXXXXXXXXX.
· A. It’s only human nature for people to do as little work as they can get away with.
· B. When people avoid work, it’s usually because their work has been deprived of its meaning.
· C. If employees have access to any information they want, they tend to have better attitudes and behave more responsibly.
· D. If employees have access to more information than they need to do their immediate tasks, they will usually misuse it.
· E. One problem in asking for the ideals of employees is that their perspective is too limited for their suggestions to be of much practical value.
· F. Asking employees for their ideas
oadens their perspective and results in the development of useful suggestions.
· G. If people don’t use much imagination and ingenuity on the job, it’s probably because relatively few people have much of either.
· H. Most people are imaginative and creative but may not show it because of limitations imposed by supervision and the job.
· I. People tend to raise their standards if they are accountable for their own behavior and for co
ecting their own mistakes.
· J. People tend to lower their standards if they are not punished for their misbehaviors and mistakes.
· K. It’s better to give people both good and bad news because most employees want the whole story, no matter how painful.
· L. It’s better to withhold unfavorable news about business because most employees really want to hear only the good news.
· M. Because a supervisor is entitled to more respect than those below him in the organization, it weakens his prestige to admit that a subordinate was right and he or she was wrong.
· N. Because people at all levels are entitled to equal respect, a supervisor’s prestige is increased when he or she supports this principle by admitting a subordinate was right and he or she was wrong.
· O. If you give people enough money, they are less likely to be concerned with such intangibles as responsibility and recognition.
· P. If you give people interesting and challenging work, they are less likely to complain about such things as pay and benefits.
· Q. If people are allowed to set their own goals and standards of performance, they tend to set them higher than the boss would.
· R. If people are allowed to set their own goals and standards of performance, they tend to set them lower than the boss would.
· S. The more knowledge and freedom a person has regarding his or her job, the more controls are needed to keep him or her in line.
· T. The more knowledge and freedom a person has regarding his or her job, the fewer controls are needed to insure satisfactory job performance.
Math: Add your points from a, d, e, g, j, l, m, o, r, and s and total here _________. Add your points from b, c, f, h, i, k, n, p, q, and t and total here _________. In Lesson 2, you will get the interpretation of those results.