Professional Documents
Culture Documents
Instructions: Read the following statements and indicate whether you agree more with choice A or choice B.
2 I have noticed that there was usually a 2 Many times the reactions of
direct connection between how hard I teachers seemed haphazard to me.
studied and the grades I got.
4 It is silly to think that one can really change 4 When I am right, I can convince
another person’s basic attitudes. others.
6 If one knows how to deal with people they 6 I have little influence over the way
are really quite easily led. other people behave.
7 The grades I got were the result of my own 7 Sometimes I feel that I had little to
efforts; luck had very little or nothing to do do with the grades I got.
with it.
8 People like me can change the course of 8 It is only wishful thinking to believe
world affairs if we make ourselves heard. that one can readily influence what
happens in our society at large.
10 Getting along with people is a skill that 10 It is almost impossible to figure out
must be practiced. how to please some people.
EXCERCISE – I
WHO CONTROLS YOUR LIFE
SCORING:
1B
2A
2A
4B
5B
6A
7A
8A
9B
10 A
SCORES INTERPRETATION:
5 = Mixed
The higher your internal score, the more you believe you control your own destiny.
The higher your external score, the more you believe that what happens in your life is due to luck
or chance.
EXCERCISE – 2
YOUR DECISION MAKING STYLE
PART I
Instructions: Circle the response that comes closest to how you usually feel or act. There is no
right or wrong responses to any of these items.
PART II
Instructions: Which word in the following pairs appeals to you more? Circle a or b.
b) Foresight b) Critical
11 a) Justice 15 a) Literal
b) Mercy b) Figurative
12 a) Production 16 a) Imaginative
13 a) Gentle
b) Firm
EXCERCISE – 2
YOUR DECISION MAKING STYLE
SCORING:
Mark each of your responses on the following scales. Then use the point value column to arrive
at your score. For example, if you answered a to the first question, you would check 1a in the
feeling column. The response will receive zero points when you add up the Point Value column.
Accordingly, classify your responses into corresponding scores as per table below:
Maximum 10 7 9 7
Point Value
SCORES INTERPRETATION:
INTITUTION : if your intuition score is equal to or greater than your sensation score. A high score
on intuition indicates that you see the world in holistic terms.
SENSATION : if your sensation score is greater than your intuition score. A high score on
sensation indicates that you are realistic and see the world in terms of facts.
FEELING : if your feeling score is greater than your thinking score. A high score on feeling
indicates that you make decisions based on gut feeling..
THINKING : if your thinking score is greater than your feeling score. A high score on thinking
indicates that you have a highly logical and analytical approach to decision making.
.
EXCERCISE – 3
YOUR MOTIVATIONAL NEEDS
Instructions: Circle the number as your response that comes most close to how you feel. There is
no right or wrong responses to any of these items. Consider your answers in the context of your
current job or past work experience.
To determine your dominant needs – and what motivates you – place the number 1 through 5
that represents your score for each statement next to the number for that statement, as appearing
in the respective columns below:.
Add up the total of each column. The sum of the numbers in each column will be between 5 and
25.
The column with the highest score tells your dominant motivational need and the second highest
will indicate an occasional tendency.
EXCERCISE – 4
YOUR POWER ORIENTATION
Instructions: For each of the statements, Circle the number that most closely resembles your
attitude. There is no right or wrong responses to any of these items.
SCORING:
For the other four questions : 2, 6, 7 and 8, reverse the scale and the numbers you have
checked:
Scale of 1 2 3 4 5 becomes
5 4 3 2 1
Now total the scores of all ten questions. That is your score. The National Average in US for
Mach Score is 25.
SORE INTERPRETATION:
Persons with high and low Mach scores are not significantly different on measures of intelligence
or ability.
High Mach scores do indicate ability to emphasize control and manipulative behaviours.
EXCERCISE – 5
YOUR POLITICAL ORIENTATION
Instructions: Circle the Mostly TRUE or Mostly FALSE for each of the statements. In some
instances Mostly TRUE refers to Mostly AGREE and Mostly FALSE refers to Mostly DISAGREE.
There is no right or wrong responses to any of these items.
2 Why teach your subordinates everything you know about your job?
One of them could then replace you.
3 I have no interest in using gossip to personal advantage.
17 If others in the office were poking fun at the boss, I would decline
to join them.
18 In order to get ahead, it is necessary to keep self-interest above
the interests of the organization.
19 I would be careful not to hire a subordinate who might outshine
me.
20 A wise strategy is to keep on good terms with everybody in your
office even if you don’t like everyone.
EXCERCISE – 5
YOUR POLITICAL ORIENTATION
This test is designed to provide a rough index of your overall tendencies towards craving for
power and being an office politician.
SCORING:
Give yourself +1 for each answer you gave coinciding with the answers below. There are no
correct answers as your responses depend upon your personal values and ethics.
SCORE INTERPRETATION:
Each +1 score you receive, indicates a tendency towards playing office politics or grabbing
power. The higher your score, the more political you are likely to be in your dealings at work. The
lower your score, the less you are inclined towards politicking.
Score of 14 and above Indicate that you are a pretty shrewd politician
Score of 10 – 13 Indicate that you probably practice enough politics to keep you
out of trouble with your boss and other people of higher rank
Score of 6 – 9 Indicate that you believe most people are honest, hardworking
and trustworthy. You are likely to overlook some important
career advancement tactics
Score of 5 and less Indicate that you politically naïve. Unless, you have some other
extraordinary talents, you could find it hard to move up the
organization
EXCERCISE – 6
YOUR BUREAUCRATIC ORIENTATION
Instructions: Circle the agreement or disagreement that you personally feel for each of the
statements. There is no right or wrong responses to any of these items.
3 The best job for me would be the one in which future is uncertain.
SCORING:
Give yourself +1 for each answer you gave coinciding with the answers below. There are no
correct answers as your responses depend upon your personal styles and comfort.
SCORE INTERPRETATION:
Each +1 score you receive, indicates a tendency towards increased comfort and enjoyment in
bureaucratic settings.
Score of 15 and above Suggests that you would enjoy working in a bureaucracy /
bureaucratic atmosphere.
Score of 5 and lower Suggests that you would be frustrated working in a bureaucracy /
bureaucratic atmosphere, especially a large one.
EXCERCISE – 7
YOUR CONFLICT HANDLING INTENTION
Instructions: Indicate how often you rely on each of the following tactics by circling the number
that you feel is most appropriate. There is no right or wrong responses to any of these items.
Consider your answers in the context of your current job or past work experience.
SCORING:
Place your responses from 1 – 5, against the each corresponding statement. Add up the scores
for each column.
SCORE INTERPRETATION:
The column with the highest total indicates your primary conflict handling intention.
Your fall-back intention is the category with the next or second highest total.
EXCERCISE – 8
ORGANIZATIONAL CULTURE YOU FIT BEST IN
Instructions: Circle the level of agreement or disagreement that you personally feel with each of
the statements. There is no right or wrong responses to any of these items. Consider your
answers in the context of your current job or past work experience.
7 I respect authority. SA A U D SD
This test is designed to assess your ability to fit into a particular kind of an organizational culture.
SCORING:
Add up your total score, which will fal between +20 and -20
SCORE INTERPRETATION:
The higher your score (Positive), higher the possibility that you will be more comfortable in a
formal, mechanistic, rule-oriented and structured culture. Large corporations, government
agencies etc.
Lower (Negative) scores indicate a preference for informal, humanistic, flexible and innovative
cultures. R & D, Small businesses, high tech environment, advertising & entertainment etc/
EXCERCISE – 9
YOUR LEADERSHIP STYLE
Instructions : For each of the six categories on the instrument, there are a series of statements.
Consider each statement and mark the one that best describes you. If, in one or two situations,
you cannot indicate only one response, mark your first choice, then your second choice.
DOMINANCE
I belong to several groups but only attend when something especially interests me. (c)
I like to work on committees but don't like to take the chairmanship. (d)
I lose interest in groups when they go along in the same old rut and don't listen to my (a)
suggestions.
TACT
My acquaintances tell me that I am noted for handling many difficult situations without (c)
arousing ill will.
People seldom resent it when I must correct what they are doing or must criticize them. (d)
Before I try to get others to accept my point of view, I first try to find how they feel so I (b)
can adapt my ideas to theirs.
COMMUNICATION
I always assume that other people will be friendly and take the initiative in meeting them (e)
halfway.
People tell me they come to me with problems they would not even discuss with their (d)
own families.
I always try to give the other person some incentive or some reason for doing what I (b)
want done.
When a conversation lags at a party of strangers, I try to fill in the break by trying to find (c)
a topic of general interest.
I have some definite ideas about the failings and problems of youth and don't hesitate to (a)
express them.
MATURITY
I want what I want when I want it, regardless of consequences to myself or others. (a)
I have been told that I can take well-meant, constructive criticism graciously. (d)
I believe in telling others the truth if it is for their own good. (b)
I take a stand on issues in which I believe, after looking into the pro's and con's, even if (c)
it is unpopular.
ATTITUDES
I get annoyed when people don't do things my way. Sometimes, my temper gets the (a)
best of me.
I try to show the attitude toward the other person that I want him/her to show toward me. (b)
I believe I should make every effort to accept change and try to keep changing with the (e)
times.
I vacillate when it comes to making a decision; sometimes I wait so long, circumstances (c)
force a decision upon me.
COOPERATION
When people have a misunderstanding, I try to intervene and help them resolve it. (d)
In dealing with coworkers, I try to put myself in their shoes and act toward them the way (c)
I'd like them to act toward me.
I am willing to accept the help of others, provided it does not interfere with their work. (e)
When I need information from others, I feel I have a right to demand it because it is (a)
important to completing my work.
If my director says to me, "Tell So-and-So I want this right away," I change both the (b)
message and voice tone to, "The director would appreciate this as soon as possible."
EXCERCISE – 9
YOUR LEADERSHIP STYLE
This instrument is designed to help identify your typical pattern of leadership behavior. While
leaders must be somewhat flexible in dealing with various situations, most have a primary style of
leadership that reflects their activities and beliefs and has proven successful in the past.
SCORING:
It is most desirable for you to arrive at a final decision on your choice of response in every case.
However, if in one or two instances, you found this choice especially difficult to make, add up your
score based on the second choice column.
SORE INTERPRETATION:
PERSON CENTERED
GROUP CENTERED
Authoritative Political Evaluative Participative Laissezfaire
a b c d e
Behavior at the left of the scale might be called "leader-centered" because the decision depends
largely on the leader's analysis of the problem, interests, experience, and motivations.
Behavior on the right end of the scale might be called "group-centered" because the actions reflect
the group members' assessment of problems, interest, experience, and motivations.
EXCERCISE – 9
YOUR LEADERSHIP STYLE
..."Telling"...The leader identifies a problem, considers alternative solutions, chooses one of them,
and then tells others what they are to do. The leader may or may not consider what the group
members will think or feel about the decision, but group members clearly do not participate
directly in the decision making. Coercion may or may not be used or implied.
..."Selling"...The leader, as before, makes the decision without consulting the group. However,
instead of simply announcing the decision, he/she tries to persuade the group members to accept
it. The leader points out how he/she has considered organization goals and the interest of group
members and states how the member will benefit from carrying out the decision.
..."Testing"...The leader identifies a problem and proposes a tentative solution. Before finalizing it,
however, he/she gets the reactions of those who will implement it. The leader says, in effect, "I'd
like your frank reactions to this proposal, and I will then make the final decision."
..."Consulting"...The leader here gives the group members a chance to influence the decision
from the beginning. Problems and relevant background information are presented, then the
members are asked for their ideas. In effect, the group is invited to increase the number of
alternative actions to be considered. The leader then selects the solution he/she regards as most
promising.
..."Joining"...The leader here participates in the discussion as "just another member"--and agrees
in advance to carry out whatever decision the group makes. The only limits placed on the group
are those given to the leader by his superiors. (Many research and development teams make
decisions this way.)
EXCERCISE – 10
YOUR SITUATIONAL LEADERSHIP STYLE
Leadership Effectiveness and Adaptability Description (LEAD)
Instructions : Lead questionnaire présents 12 situations. Assume that you are involved in each of
the following 12 situations. Read each of the items carefully. Think about what you would do in
these circumstances. Then circle the letter of the alternative action choice that you think would
most closely describe your behavior in the situation presented. CIRCLE ONLY ONE CHOICE.
Respond to situations as you behaved in the past and not as you ought to have. In reading each
situation, interpret key concepts in terms of environment or the situation in which you most often
think of yourself assuming a leadership role in a real life situation.
Respond to items sequentially and do not go back and change your original response. There is
no right or wrong answers.