Learning Style Inventory

Directions: Answer each question as honestly as you can. Place a check on the
appropriate line after each statement
Sl. Descriptions

Seldom
No

Often

times
Some
1 Can remember more about a subject through the lecture
method with information, explanations, and discussion.
2 Prefer information to be written on the chalkboard, with the
use of visual aids and assigned readings.
3. Like to write things down or to take notes for visual review.
4. Prefer to use posters, models, or actual practice and some
activities in class.
5. Require explanations of diagrams, graphs, or visual directions.
6 Enjoy working with my hands or making things.
7 Am skillful with and enjoy developing and making graphs and
charts.
9 Remember best by writing things down several things
10 Can understand and follow directions on maps
11 Do better at academic subjects by listening to lectures and
tapes etc.
16. Feel the best way to remember is to picture it in your head.
18 Would rather listen to a good lecture or speech than read
about the same material in a textbook.
20 Grip objects in hands during learning period
21 Prefer listening to the news on the radio rather than reading
about it in the newspaper.
22. Obtain information on an interesting subject by reading
relevant materials.
24 Follow oral directions better than written ones.
Scoring procedures : Score 5 points for each Often, 3 points for each Sometimes,
and 1 point for each seldom. Visual preference Score= points for questions
2,3,7,10,16,22=--------, Auditory preference Score = points for questions
1,5,11,18,21,24=----, Tactile preference Score = points for questions 4,6,
9,,20=---------

1
INITIAL VIEW OF ORGANIZATIONAL BEHAVIOR

This exercise contains 18 statements. For each statement, indicate whether you
think it is True or False. Explain your answer.

1. A supervisor is well advised to treat, as much as possible, all members of

his/her group exactly the same way.

2. Generally speaking, individual motivation is greatest if the person has set goals
for himself/herself that are difficult to achieve.

3. A major reason why organizations are not as productive as they could be is

that managers are too concerned with managing the work group rather
than the individual.

4. Supervisors who, sometime prior to becoming a supervisor, have performed the

job of the people they are currently supervising are apt to be more effective
supervisors than those who have never performed that particular job.

5. On almost every matter relevant to the work, managers are well advised to be
completely honest and open with their subordinates

6. The most effective leaders are those who place more emphasis on getting the
work done rather than relating to people.

7. Pay is the most important factor in determining how hard people work.

8. Pay is the most important factor in determining how satisfied people are at
work.

9. Generally speaking, it is correct to say that a person’s attitudes cause his/her

behavior.

10. Satisfied workers produce more than workers who are not satisfied.

11. People welcome change for the better.

12. Leaders are born, not made.

13. Groups make better decisions than individuals.

2
Self-Insight: Attitudes Toward Diversity
Respond to the following statements, Use a scale of 5 to 1 to indicate how
strongly you agree with the statements. ' SA= Strongly Agree (5), A=
Agree (4), N= Neutral (3) D= Disagree (2) , SD= Strongly Disagree (1)
1. I make a conscious effort to not think stereotypically.
2. I listen with interest to the ideas of people who don't think like I do.
3. I respect other people's opinions, even though I may disagree.
4. If I were at a social event with people who differed ethnically from me, I
would make every effort to talk to them.
5. I have a number of friends who are not my age, race, or gender, or of the
same economic status and education.
6. I recognize the influence that my upbringing has had on my values and beliefs
and that my way isn't the only way.
7. I like to hear both sides of an issue before making a decision.
8. I don't care how the job gets done, as long as it is done ethically and I see
results.
9. I don't get uptight when I don't understand everything going on around me.
10. I adapt well to change and new situations.
11. I enjoy traveling, seeing new places, eating different foods, and experiencing
different cultures.
12. I enjoy people-watching and trying to understand the dynamics of human
interactions.
13. I have learned from my mistakes.
14. When I am in unfamiliar surroundings, I watch and listen before acting.
15. When I get 1ost, I don't try to figure it out for myself but ask for
directions.
16. When I don't understand what someone is telling me, I ask questions.
17. I really try not to offend or hurt others.
18. People are generally good, and I accept them as they are.
19. I watch for people's reactions whenever I'm speaking to them.
20. I try not to assume anything.

SolutionTotal your answers. Your score is 80 or above, you probably value

diversity and can adapt easily to a multicultural work environment. Your Score
51-79 continue to look for areas of improvement. If you scored below 50, you
probably need to work on under- standing the need to value diversity.

3
Assessing Work Attitudes

Objective: To compare attitudes about the workforce.

Time: Approximately 10 minutes

Answer the following questions

1. Generally, Indian workers (Pick one)

--------- a. are highly motivated and hardworking
--------- b. try to give a fair day's effort
--------- c. will put forth effort if you make it worthwhile
--------- d. try to get by with a low level of effort
--------- e. are lazy and/or poorly motivated

2. The people I have worked (experienced) with(Pick one)

--------- a. are highly motivated and hardworking
--------- b. try to give a fair day's effort
--------- c. will put forth effort if you make it worthwhile
--------- d. try to get by with a low level of effort
--------- e. are lazy and/or poorly motivated

3. Compared to foreign workers, Indians are (Pick one)

----------a. more productive
----------b. equally productive
----------c. less productive

4. Over the past 20 years, Indians have (pick one)

---------a. improved in overall quality of Job performance
---------b. remained about the same in overall quality of
Job performance
---------c. deteriorated in overall quality of Job performance

4
 Self-Insight: Goal-Setting Questionnaire

Instructions

The following statements refer to a job you currently hold or have held. Read each
statement and then select a response from the following scale that best describes
your view. You may want to use a separate sheet of paper to record your responses
and compare them with the responses of others.

Scale

Almost Never 1 2 3 4 5 Almost Always

______ 1. I understand exactly what I am supposed to do on my job.

______2. I have specific, clear goals to aim for on my job.

______ 3. The goals I have on this job are challenging.

______ 4. I understand how my performance is measured on this job.

______ 5. I have deadlines for accomplishing my goals on this job.

______ 6. If I have more than one goal to accomplish, I know which are most
important and which are least important.

______ 7. My goals require my full effort.

______ 8. My manager tells me the reasons for giving me the goals I have.

______ 9. My manager is supportive with respect to encouraging me to reach my

goals.

______ 10. My manager lets me participate in the setting of my goals.

______ 11. My manager lets me have some say in deciding how I will go about
implementing my goals.

5
______ 12. If I reach my goals, I know that my manager will be pleased.

______ 13. I get credit and recognition when I attain my goals.

______14. Trying for goals makes my job more fun than it would be without goals.

______ 15. I feel proud when I get feedback indicating that I have reached my
goals.

_____ 16. The other people I work with encourage me to attain my goals.

_____ 17. I sometimes compete with my co-workers to see who can do the best
job in reaching our goals.
______ 18. If I reach my goals, my job security will be improved.

______ 19. If I reach my goals, my chances for a pay raise are increased.

______ 20. If I reach my goals, my chances for a promotion are increased.

______ 21. I usually feel that I have a suitable action plan(s) for reaching my
goals.

______ 22. I get regular feedback indicating how I am performing in relation to

my goals.

______ 23. I feel that my training was good enough so that I am capable of
reaching my goals.

_____ 24. Organizing policies help rather than hurt goal attainment.

_____ 25. Teams work together in this company to attain goals.

_____ 26. This organisation provides sufficient resources (e.g., time, money,
equipment) to make goals setting effective.

______ 27. In performance appraisal sessions, my supervisor stresses problem

solving rather than criticism.

6
_____ 28. Goals in this organisation are used more to help you do your job well
rather than punish you.

_____ 29. The pressure to achieve goals here fosters honesty as opposed to
cheating and dishonesty.

______ 30. If my manager makes a mistake that affects my ability to attain my

goals, he or she admits it.

Scoring and Interpretation

Add the points shown for items I through 30. Scores of 120 to 150 may indicate a
high-performing, highly satisfying work situation. Your goals are challenging and
you are committed to reaching them. When you achieve your goals, you are
rewarded for your accomplishments. Scores of 80 to 119 may suggest a highly
varied work situation with some motivating and satisfying features and some
frustrating and dissatisfying features. Scores of 30 to 79 may suggest a low
performing, dissatisfying work situation.

7
Personality Test
A popular application of personality theory in organizations: the MYERS-BRGGS
TYPE INDICATOR.
Carl Jung developed this approach during 1940. The MBIT is an instrument,
developed to measure the individual differences. This has been used in career
counseling, team building, conflict management, and understanding management
styles.
Extraversion: A preference indicating that an individual is energized by interaction
with other people
Introversion: A preference indicating that an individual is energized by time alone
Sensing: Gathering information through the five senses.
Intuiting: Gathering information through “Sixth Sense” and focusing on what could
be rather than what actually exists.
Thinking: Making decisions in a logical objective fashion.
Feeling: Making decisions in a personal, value-oriented way.
Judging: Preferring closure and completion in making decisions
Perceiving: Preferring to explore many alternatives and flexibility

Note- Students are advised to read the lecture notes for knowing sixteen
types of preferences.

MBTI Types and Management Styles

Are you (an Extravert(E)or an Introvert(I))(a Sensor(S) or an
Intuitor(N))(Feeler(F) or a Thinker(T)) (a Judger(J) or a Perceiver(P))
This questionnaire will help you determine your preference. For each item, circle
either a or b. If you feel both a and b are true, decide which one is more like you,
even if it is only slightly more true.
1. I would rather
a. Solve a new and complicated problem.
b. Work on something I have done before
2. I like to
a. Work alone in a quiet place
b. Be there the action is.
3. I want a boss who
a. Establish and applies criteria in decisions.
b. Considers individual needs and makes exceptions.

8
4. When I work on a project, I
a. Like to finish it and get some closure.
b. Often leave it open for possible changes.

5. When making decision, the most important considerations are

a. Rational thoughts, ideas, and data.
b. People’s feelings and values
6. On a project, I tend to
a. Think it over and over before deciding how to proceed.
b. Start working on it right away, thinking about it as I go along.
7. When working on a project, I
a. Maintain as much control as possible.
b. Explore various options
8. In my work, I prefer to
a. Work on several projects at a time, and learn as much as possible that
is challenging and keeps me busy
b. Have one project that is challenging and keeps me busy
9. I often
a. Make lists and whenever I start something and may hate to seriously
alter my plans.
b. Avoid plans and just let things progress as work on them.
10. When discussing a problem with colleagues, it is easy for me to
a. See “big picture”
b. Grasp the specifics of the situation
11. When the phone rings in my office or at home, I usually
a. Consider it an interruption
b. Do not mind answering it.
12. Which word describes you better?
a. Analytical
b. Empathetic
13. When I am working on an assignment, I tend to
a. Work steadily and consistently
b. Work in bursts on energy with down time in between.
14. When Listen to someone talk on a subject, I usually try to
a. Relate it to my own experience and see if it fits.
b. Assess and analyze the message.

9
15. When I come up with new ideas, I generally
a. Go for it
b. Like to contemplate the ideas some more.
16. When working in a project, I prefer to
a. Narrow the scope so it is clearly defined
b. Broaden the scope to include related aspects.

17. When I read something, I usually

a. Confine my thoughts to what is written there
b. Read between the lines and relate the words to other ideas.
18. When I have to make a decision in a hurry, I often
a. Feel uncomfortable and wish I had more information
b. Am able to do so with available data.
19. In a meeting, I tend to
a. Continue formulating my ideas as I talk about them.
b. Only speak out after I have carefully thought the issue through.
20. In work, I prefer spending a great deal of time on issues of
a. Ideas.
b. People.
21. I meetings, I am most often annoyed with people who
a. Come up with many sketchy ideas.
b. Lengthen meetings with many practical details.
22. I am a
a. Morning person
b. Night owl.
23. What is your style in preparing for a meeting?
a. I am willing to go in and be responsive
b. I like to be fully prepared and usually sketch an outline of the
meeting.
24. In a meeting, I would prefer for people to
a. Display a fuller range of emotions.
b. Be more task oriented.
25. I would rather work for an organization where
a. My job was intellectually stimulating.
b. I was committed its goals and mission
26. On weekends, I tend to
a. Plan what I will do.
b. Just see what happens and decide as I go along.

10
 27. I am more
a. Outgoing
b. Contemplative.

28. I would rather work for a boss who is

a. Full of new ideas
b. Practical
In the following, choose the word in each pair that appeals to you more:
29. a. Social
b. Theoretical

30. a. Ingenuity.
b. Practicality.

31. a. Organized.
b. Adaptable.
32.a. Active
b. Concentration

Scoring Key

Count one point for each item listed below that you have circled in the inventory.

Score for I Score for E Score for S Score for N

2a 2b 1b 1a
6a 6b 10b 10a
11a 11b 13a 13b
15b 15a 16a 16b
19b 19a 17a 17b
22a 22b 21a 21b
27b 27a 28b 28a
32b 32a 30b 30a
Total

11
Circle the one with Circle the one with
More points-I or E More points-S or N

Score for T Score for F Score for J Score for P

3a 3b 4a 4b
5a 5b 7a 7b
12a 12b 8b 8a
14b 14a 9a 9b
20a 20b 18b 18a
24b 24a 23b 23a
25a 25b 26a 26b
29b 29a 31a 31b
Total

Circle the one with Circle the one with

More points-T or F More points-J or P

12
 Self -insight: WHAT’S YOUR LEADERSHIP STYLE?
The following questions analyse your leadership style according to the Ohio State
model. Read each item carefully. Think about how you usually behave when you are
the leader. Then, using the following key, circle the letter that most closely
describes your style. Circle only one choice per question.
A=Always, O=Often, ?=Sometimes, S=Seldom, N=Never.
1. I take time to explain how a job should be carried out.
2. I explain the part that co-workers are to play in the group.
3. I make clear the rules and procedures for others to follow in detail.
4. I organise my own work activities.
5. I let people know how well they are doing
6. I let people know what is expected of them
7. I encourage the use of uniform procedures for others to follow in detail.
8. I make my attitude clear to others
9. I assign others to particular tasks.
10. I make sure that others understand their part in the group.
11. I schedule the work that I want others to do.
12. I ask that others follow standard rules and regulations.
13. I make working on the job more pleasant.
14. I go out of my way to be helpful to others.
15. I respect others’ feelings and opinions.
16. I am thoughtful and considerate of others.
17. I maintain a friendly atmosphere in the group.
18. I do little things to make it more pleasant for others to be a member of my
group.
19. I treat others as equals.
20. I give others advance notice of change and explain how it will affect them.
21. I look out for others’ personal welfare.
22. I am approachable and friendly toward others.

Scoring form

The following boxes are numbered to correspond to the questionnaire items. In

each box, circle the number next to the letter of the response alternative you
picked. Added up the numbers you circled in each of the columns.

13
 Column-1 Column-2
1. A= 5 2 A= 5 13. A= 5 14. A= 5
O=4 O=4 O=4 O=4
?= 3 ?= 3 ?= 3 ?= 3
S=2 S=2 S=2 S=2
N=1 N=1 N=1 N=1

3A= 5 4 A= 5 15. A= 5 16 A= 5
O=4 O=4 O=4 O=4
?= 3 ?= 3 ?= 3 ?= 3
S=2 S=2 S=2 S=2
N=1 N=1 N=1 N=1

5 A= 5 6 A= 5 17 A= 5 18 A= 5
O=4 O=4 O=4 O=4
?= 3 ?= 3 ?= 3 ?= 3
S=2 S=2 S=2 S=2
N=1 N=1 N=1 N=1

7 A= 5 8 A= 5 19 A= 5 20 A= 5
O=4 O=4 O=4 O=4
?= 3 ?= 3 ?= 3 ?= 3
S=2 S=2 S=2 S=2
N=1 N=1 N=1 N=1

9 A= 5 10. A= 5 21 A= 5 22 A= 5
O=4 O=4 O=4 O=4
?= 3 ?= 3 ?= 3 ?= 3
S=2 S=2 S=2 S=2
N=1 N=1 N=1 N=1

11. A= 5 12. A= 5 Total column 1 --------------------

O=4 O=4
?= 3 ?= 3 Total column 2 -------------------
S=2 S=2
N=1 N=1

14
Interpretation
The questions scored in column 1 reflect an initiating structure or task leadership style.
A score of greater than 47 would indicate that you describe your leadership style as
high on initiating or task structure. You plan, direct, organise, and control the work of
others. The questions scored in column 2 reflect a considerate or relationship style. A
total score of greater than 40 indicates that you are a considerate leader. A considerate
leader is one who is concerned with the comfort, well-being, and personal welfare of his
or her subordinates. In general, mangers rated high on initiating structure and moderate
on consideration tended to be in charge of higher-producing teams than those whose
leadership styles are the reverse.

15
Is charismatic leadership your preference?
To determine whether you would prefer to be a charismatic-rather than another
type of-leader, please thin, how you would likely lead in the following situations.
Circle the answer that best describes your preferred leader behaviours.
1. I would worry most about
a. my current situation
b. my future situation
2. I would be at ease thinking in
a. generalities
b. specifies
3. I would tend to focus on
a. missed opportunities
b. opportunities that I could take advantage of
4. I would prefer to
a. promote traditions that have made my team great.
b. create new team traditions
5. I would prefer to communicate an idea via
a. a written report
b. a one-page chart.
6. I tend to ask
a. how can we do this better?
b. why are we doing this?
7. I believe that
a. there’s always a way to minimize risk.
b. some risks are too high.
8. when I disagree with others, I typically
a. coax them nicely to change their views
b. bluntly tell them, you are wrong.
9. I tend to sway people by using
a. emotion
b. logic
10. I think this questionnaire is
a. ridiculous
b. fascinating.

16
Scoring - Is charismatic leadership your preference?

To determine your charismatic leadership score, please use the following key and
give yourself one point for each of these answers

1(b),2(a),3(a),4(b),5(b),6(b),7(a)8(b)9(a)10(b). Enter your total score---------.

If your total is less than four points you do not prefer to be a charismatic leader.

If your total is seven or more points you have a strong charismatic leadership
preference.

(Source adapted from sellers P What exactly is charisma? Fortune January

15,1996,74)

17
Motivation

Rate the following 12 Job factors according to how important each is to you. Place
a number on a scale of 1 to 5 on the line before each factor.
What do people want from their Jobs?
Very Important Somewhat Important Not Important

5 4 3 2 1

---------1. An interesting Job

---------2. A Good Boss
---------3. Recognition and appreciation for the work I do
---------4. The opportunity for advancement
---------5. A Satisfying personal life
---------6. A prestigious or status job
---------7. Job responsibility
---------8. Good working conditions
---------9. Sensible Company rules, regulation, procedures, and policies
--------10. The opportunity to grow through learning new things
--------11. A Job I can do well and succeed at
--------12 .Job security

This questionnaire taps the dimensions in Herzberg's two-factor theory. To

determine if hygiene or motivating factors are important to you, place the numbers
1-5 that represent your answers below.

Hygiene factors score Motivational factors score

2-------- 1.----------
5------- 3 ----------
6------- 4 ---------
8.------ 7 ---------
9------- 10--------
12-------- 11--------

Total Points --------- Total Points ----

Add up column. Did you select hygiene or motivating factors as being more
important to you?

18
STRESS MANAGEMENT

Figure1.Self-Assessment of Type A Personality.

A=Almost always true B=Seldom true C=Usually true D=Never true.

Answer each question according to what is generally true for you:

1. I do not lie to wait for other people to complete their work before I can proceed
with my own.
2. I hate to wait in most lines.
3. People tell me that I tend to get initiated too easily
4. Whenever possible, I try to make activities competitive.
5. I have a tendency to rush into work that needs to be done before knowing the
procedure I will use to complete the job.
6. Even when I go on vacation, I usually take some work along.
7. Even when I make a mistake, it is usually due to the fact that I have rushed into
the job before completely planning it through.
8. I feel guilty for taking time off from work.
9. People tell me I have a bad temper when it comes to competitive situations.
10. I tend to lose my temper when I am under a lot of pressure at work.
11. Whenever possible, I will attempt to complete two or more tasks at once.
12. I tend to race against the clock.
13. I have no patience for lateness.
14. I catch myself rushing when there is no need.

Score your answers according to the following key:

An intense sense of time urgency is a tendency to race against the clock, even when
there is little reason to. The person feels to hurry for hurry’s sake alone, and this
tendency has appropriately been called “hurry sickness.” Time urgency is measured by
items 1,2,8,12,13, and 14. Every A or B answer to these six questions scores one point.

Total Score--------

In appropirate aggression and hostility reveals itself in a person who is excessively

competitive and whom cannot do anything for fun. This inappropriately aggressive
behaviour easily evolves into frequent displays of hostility, usually at the slightest
provocation or frustration. Competitiveness and hostility is measured by items 3,4,9,
and 10. Every A or B answer scores one point.

Total Score--------
Polyphasic behaviour refers to the tendency to undertake two or more tasks
simultaneously at inappropriate times. It usually results in wasted time due to an inability
to complete the tasks. This behaviour is measured by items 6 and 11. A or B answer
scores one point.

19
Total Score--------
Goal directedness without proper planning refers to the tendency of an individual to rush
into work without really knowing how to accomplish the desired result. This usually
results in incomplete work or work with many errors, which in turn leads to wasted time,
energy, and money. Lack of planning is measured by items 5 and 7. A or B answer
scores one point
Total Score--------
If your score si 5 or greater, you possess some basic components of the Type A
personality.

20
Self-Insight: Individual communication practices.
This survey is designed to assess your interpersonal communication practices. For
each item on the survey, you are requested indicate which of the alternative
reactions would be more characteristic of the way you would handle the situation
described. Some alternatives may be equally characteristic of you. For each item,
you will have five points that you may most characteristics and 0= least
characteristic. The following are example responses.
A
B
1 5 0
2 4 1
3 3 2
4 2 3
5 1 4
6 0 5

Thus, there are six possible combinations for responding to the pair of alternatives
presented to you with each survey item. Be sure the numbers you assign to each
pair sum to 5. To the extent possible, please relate each situation in the survey to
your won personal experience. In this survey, we alternate the words he/she and
him/her to include both the famine and masculine genders with balanced frequency.

1. If a friend of mine had a personality conflict with a mutual acquaintance of ours

with whom it was important for her to get along, I would:
---------- A. Tell my friend that I felt she was partially responsible for any problems
with this other person and try to let her know how the person was being
affected by her.
-----------B. Not get involved because I would not be able to continue to get along
with both of them once I had entered into the conflict.

2. If one of my friends and I had a heated argument in the past and I realised that
he was ill at ease around me from that time on, I would

21
 ------------ A. Avoid making things worse by discussing his behaviour and
just let the whole thing drop.
------------ B. Bring up his behaviour and ask him how he felt the argument
had affected our relationship

3. If a friend began to avoid me and act in an aloof and withdrawn manner, I would:
----------- A. Tell her about her behaviour and suggest she tell me what was
on her mind.
------------B. Follow her lead and keep our contacts brief and aloof since
that seems to be what she wants.

4. If two of my friends and I were talking and one of my friends slipped and brought
up a personal problems of mine that involved the other friend, and of which he
was not yet aware, I would
------------ A. Change the subject and signal my friend to do the same.
------------ B. Fill in my uninformed friend on what the other friend was
talking about and suggest: that we go into it later.

5. If a friend were to tell me that, in her opinion, I was doing things that made mw
less effective than I might be in social situations, I would
------------ A. Ask her to spell out or describe what she has observed and
suggest changes I might make.
--------- B. Resent the criticism and let her know why I behave the way I do.

6. If one of my friends aspired to an office in our student organisation for which I felt
he was unqualified and if he had been tentatively assigned to that position by the
president of the student society, I would:
------------ A. Not mention my misgivings to either my friend or the president
and let them handle it in their own way.
------------ B. Tell my friend and the president of my misgivings and then
leave the final decision up to them.

22
7. If I felt that one of my friends was being unfair to me and her other friends, but
none of them had mentioned anything about it, I would:
------------ A. Ask several of those people how they perceived the situation
to see if they felt she was being unfair.
------------ B. Not ask the others how they perceived our friend but wait for
them to bring it up to me.

8. If I were preoccupied with some personal matters and a friend told me that I had
become irritated with him and others and that I was jumping on him for
unimportant things, I would:
------------ A. Tell him I was preoccupied and would probably be on edge a
while and would prefer not to be bothered.
---------- B. Listen to his complaints but not try to explain my actions to him

9. If I had heard some friends discussing an ugly rumor about a friend of mine that I
knew could hurt her and she asked me what I knew about it, if anything, I would:
------------ A. Say I didn’t know any thing about it and tell her no one would
believe a rumor like that anyway.
------------ B. Tell her exactly what I had heard, when I had heard it, and
from whom I had head it.

10. If a friend pointed out that I had a personality conflict with another friend with
whom it was important for me to get along, I would:
------------ A. Consider his comments out of line and tell him I didn’t want to
discuss the matter any further.
------------ B. Talk about it openly with him to find out how my behaviour
was being affected by this.

11. If my relationship with a friend has been damaged by repeated arguments on an

issue of importance to us both, I would:
------------ A. Be cautious in my conversations with her so the issue would
not come up again to worsen our relationship.

23
 ------------ B. Point to the problem the controversy was causing in our
relationship and suggests that we discuss it until we get it resolved.

12. If in a personal discussion with a friend about his problems and behaviour, he
suddenly suggested we discuss my problems and behaviour as well as his own, I
would:
------------ A. Try to keep the discussion away from me by suggesting that
other, closer friends often talked to me about such matters.
------------ B. Welcome the opportunity to hear what he felt about me and
encourage his comments.

13. If a friend of mine began to tell me about her hostile feelings about another friend
who she felt was being unkind to others (and I wholeheartedly agreed), I would:
------------ A. Listen and also express my own feelings to her so she would
know where I stood.
------------ B. Listen but not express my own negative views and opinions
because she might repeat what I said to her in confidence.

14. If I thought an ugly rumor was being spread about me and suspected that one of
my friends had quite likely heard it, I would:
------------ A. Avoid mentioning the issue and leave it to him to tell me about
it if he wanted to.
------------ B. Risk putting him on the spot by asking him directly what he
knew about the whole thing.

15. If I had observed a friend in social situations and thought that she was doing a
number of things that hurt her relationships, I would:
------------ A. Risk being seen as a busy body and tell her what I had
observed and my reactions to it.
------------ B. Keep my opinions to myself, rather than be seen as
interfering in things that are none of my business.

24
16. If two friends and I were talking and one of them inadvertently mentioned a
personal problem that involved me but of which I knew nothing, I would:
------------ A. Press them for information about the problem and their
opinions about it.
------------ B. Leave it up to my friends to tell me or not tell me, letting them
change the subject if they whished.

17. If a friend seemed to be preoccupied and began to jump on me for seemingly

unimportant things and to become irritated with me and others without real
cause, I would:
------------ A. Treat him with kid gloves for a while on the assumption that
he was having some temporary personal problems that were none of my
business.
------------ B. Try to talk to him about it and point out to him how his
behaviour was affecting people.

18. If I had begun to dislike certain habits of a friend to the point that it was interfering
with my enjoying her company, I would
------------ A. Say nothing to her directly but let her know my feelings by
ignoring her whenever her annoying habits were obvious.
------------ B. Get my feelings out in the open and clear the air so that we
could continue our friendship comfortably and enjoyably.

19. In discussing social behaviour with one of my more sensitive friends, I would:
------------ A. Avoid mentioning his flaws and weakness so as not to hurt his
feelings.
------------ B. Focus on his flaws and weakness so he could improve his
interpersonal skill.

20. If I know I might be assigned to an important position in our group and my

friends’ attitudes toward me had become rather negative, I would:

25
 ------------ A. Discuss my shortcomings with my friends so I could see
where to improve.
------------ B. Try to figure out my own shortcomings by myself so I could
improve.

Scoring Key
In the personal communication practices survey, there are ten items that deal with
your receptivity to feedback and ten that are concerned with your willingness to
self-disclose. Transfer your scores from each item to this scoring key. Add the
scores in each column. Now, transfer these scores to below figure-1 by drawing a
vertical line through the feedback score and a horizontal line through the self-
disclosure line.

Receptivity to feedback Willingness to self disclosure

2.B ------------ 1.A ------------
3.A ------------ 4.B ------------
5.A ------------ 6.B ------------
7.A ------------ 9.B ------------
8.B ------------ 11.B ------------
10.B ------------ 13.A ------------
12.B ------------ 15.A ------------
14.B ------------ 17.B ------------
16.A ------------ 18.B ------------
20.A ------------ 19.B ------------
Total ------------ Total ------------

As the figure-1 suggests, higher scores in receptivity to feedback and willingness

to self-disclose indicate a greater willingness to engage in personal openness in
interpersonal communications. Of course, you need to be mindful of the situational
factors that may influence your natural personal preference to be relatively more
open or closed in interpersonal communication.

26
 Figure-1 Personal Openness in interpersonal communications

Receptivity to feedback

1 5 10 15 20 15 30 35 40 45 50

1 Low High
personal listening
5 Openness

10
Willingness to self-Disclose

15

20

25

30

35

40
High High
45 personal Openness
Openness
50

27
 Self-insight: conflict handling styles
Instructions
Each numbered item contains two statements that describe how people deal with
conflict. Distribute 5 points between each pair of statements. The statement that more
accurately reflects your likely response should receive the highest number of points. For
example, if response (a) strongly describes your behaviour, then record
5 a
0 b
However, if (a) and (b) are both characteristic, but (b) is slightly more characteristic
of your behaviour than (a), then record.
2 a
3 b
1. ____a. I am most comfortable letting others take responsibility for solving a
problem.
____ b. Rather than negative differences, I stress those points for which agreement
is obvious.
2. ____ a. I pride myself in finding compromise solutions
____ b. I examine all the issues involved in any disagreement
3. ____ a. Usually persist in pursuing any side of an issue
____ b. I prefer to soothe others’ feelings and preserve relationships.
4. ____ a. I pride myself in finding compromise solutions
____ b. I usually sacrifice my wishes for the wishes of a peer.
5. ____ a. I consistently seek a peer’s help in finding solutions,
____ b. I do whatever is necessary to avoid tension.
6. ____ a. As a rule, I avoid dealing with comfort.
____b. I defend my position and push my view.
7. ____a. I postpone dealing with conflict until I have had some time to think over it
____ b. I am willing to give up some points if others give up some too.
8. ____ a. I use my influence to have my views accepted.
____ b. I attempt to get all concerns and issues immediately out in the open.

28
9. ____ a. I feel that most differences are not worth worrying about.
____ b. I make a strong effort to get my way on issues I care about.
10. ____a. Occasionally I use my authority or technical knowledge to get my way.
____ b. I prefer compromise solutions to problems.
11. ____ a. I believe that a team can reach a better solution than any one person can
work independently.
____ b. I often prefer to the wishes of others.
12. ____ a. I usually avoid taking positions that would create controversy.
____ b. I am willing to give a little if a peer will give a little, too.
13. ____ a. I generally propose the middle ground as a solution.
____ b. I consistently persist to ‘sell’ my view point,
14. ____ a. I prefer to hear everyone’s side of an issue before making Judgments.
____ b. I demonstrate the logic and benefits of my positions.
15. ____ a. I would rather give in then argue about trivialities.
____ b. I avoid being “put on the spot”
16. ____ a. I refuse to hurt a peer’s feelings.
____ b. I will defend my rights as team members.
17. ____ a. I am usually firm in pursuing my point of view.
____ b. I will walk away from disagreement before someone gets hurt.
18. ____ a. If it makes peers happy, I will agree with them.
____ b. I believe that to give-and-take is the best way to resolve any disagreement.
19. ____ a. I prepare to have everyone involved in a conflict generate alternatives
together.
____ b. When the team is discussing a serious problem, I usually keep quiet.
20. ___ a. I would rather openly resolve conflict than conceal differences.
____ b. I seek ways to balance gains and loses for equitable solutions.
21. ____ a. In problem solving, I usually considerate of peers’ viewpoints.
____ b. I prefer a direct and objective discussion of any disagreement.
22. ____ a. I seek solutions that meet some of everyone’s needs.
____ b. I will argue as long as necessary to get my position heard.

29
 23. ____ a. I like to asses the problem and identify a mutually agreeable solution.
____ b. When people challenge my position, I simply ignore them.
24. ____ a. if peers feel strongly about position, I defer to it even if I don’t agree.
____ b. I am willing to settle for a compromise solution.
25. ____ a. I am very persuasive when I have to be to win in a conflict situation.
____ b. I believe in the saying, “Kill your enemies with kindness”
26. ____ a. I will bargain with peers in an effort to manage disagreement,
____ b. I list the attentively before expressing my views.
27. ____ a. I avoid taking controversial positions.
____ b. I am willing to give up my position for the benefit of the group.
28. ____ a. I enjoy competitive situations and “play” hard to win.
____ b. Whenever possible, I seek out knowledgeable peers to help resolve
disagreements.
29. ____ a. I will surrender some of my demands, but I have to get something in
return.
____ b. I don’t like to air differences and usually keep my concerns to myself.
30. ____ a. I generally avoid hurting a peer’s feeling.
____ b. When peer and I disagree, I prefer to bring the issue out in to the open
so we can discuss it.
Self-insight: conflict handling styles : Scoring
Record your responses (number of points) in the space next to each statement number
below and then sum the points in each column.
Column 1 Column 2 Column 3 Column 4 Column 5
3 (a)-------- 2 (a)-------- 1 (a)-------- 1 (b)-------- 2 (b)--------
6 (b)-------- 4 (a)-------- 5 (b)-------- 3 (b)-------- 5 (a)--------
8 (a)-------- 7 (b)-------- 6 (a)-------- 4 (b)-------- 8 (b)--------
9 (b)-------- 10 (b)-------- 7 (a)-------- 11(b)-------- 11 (a)--------
10 (a)-------- 12 (b)-------- 9 (a)-------- 15(a)-------- 14(a)--------
13 (b)-------- 13 (a)-------- 12 (a)-------- 16(a)-------- 19(a)--------
14 (b)-------- 18 (b)-------- 15 (b)-------- 18(a)-------- 20(a)--------

30
16 (b)-------- 20 (b)-------- 17 (b)-------- 21(a)-------- 21(b)--------
17 (a)-------- 22 (a)-------- 19 (b)-------- 24(a)-------- 23 (a)--------
22 (b)-------- 24 (b)-------- 23(b)-------- 25(b)-------- 26 (b)--------
25 (a)-------- 26 (a)-------- 27(a)-------- 27(b)-------- 28(b)--------
28 (a)-------- 29(a)-------- 29 (b)-------- 30(a)-------- 30 (b)--------
Total------ Total------ Total------ Total------ Total------

Next, carry over the totals from the column totals and ten plot your total scores on the
following chart to show the profile of your conflict handling styles. A total score of 36 to
45 for each style, such as the forcing style in column 1, may indicate a strong
preferences and use of that style. A total score of 0 to 18 for each style, such as the
compromising style in column 2, may indicate little preference and use of that style. A
total score of 19 to 35 for each style may indicate a moderate preference and use of
that style,
Total 0 10 20 30 40 50 60
Column 1 . . . . . . .
(Forcing)
Column 2 . . . . . . .
(Compromising)
Column 3 . . . . . . .
(Avoiding)
Column 4 . . . . . . .
(Accommodating)
Column 5 . . . . . . .
(Collaborating)
0 10 20 30 40 50 60
Interpretation
When used appropriately, each of these styles can be an effective approach to
conflict handling. Any one style or a mixture of the five can be used during the
course of a dispute. Are you satisfied with this profile? Why or why not? Is this profile
truly representative of your natural and primary conflict handling styles?

31
Self insight: Inventory of effective design

Instructions: Listed are statements describing an effective organisation design. Please

indicate the extent to which you agree or disagree with each statement as a description
of an organisation you currently work for or have worked for in the past. Write the
appropriate number next to the statement.

1. Strongly disagree
2. Disagree
3. Somewhat disagree
4. Uncertain
5. Somewhat agree
6. Agree
7. Strongly agree

----------1. Employees who try to change things are usually recognised and supported.
----------2. The organisation makes it easy to get the skills needed to progress.
----------3. Employees almost know their work turns out, whether it is good or bad.
----------4. Employees have flexibility over the pace of their work.
----------5.Managers facilitate discussion at meetings to encourage participation by
subordinates.
----------6. Few policies, rules, and regulations restrict innovation in this organisation.
----------7. Boundaries between teams, departments, and divisions rarely interfere with
soling joint problems.
----------8. There are few hierarchical levels in this organisation.
----------9. Everyone knows how their work will affect the work of the next person or team
and the quality of the final product or service.
----------10. The organisation is well informed about technological developments relevant
to its process, goods, or services.

32
----------11. The organisation is constantly trying determine what the customer wants and
how to meet customer needs better.
----------12. The organisation can adapt to most changes because its policies,
organisation design, employees are flexible.
----------13. Different parts of the organisation work together; when conflict arises; it often
leads to constructive outcomes.
----------14. Everyone can state the values of the organisation and how they are used to
make decisions.
----------15. A great deal of information is shared openly, as appropriate.

Self insight: Inventory of effective design

Scoring and Interpretation
From the points given to statements 1-15, A score of 75-105 suggests an effective
organisation design. A score of 70-89 suggests a mediocre design that probably varies
greatly in terms of few specific aspects of the organisation work for or against the sign’s
effectiveness. A score of 5-69 suggests a great deal of ambiguity about the organisation
and how it operates. A score of 15-49 suggests that the design is contributing to
serious problems.

33
Self insight: Measuring for change
Instructions
This questionnaire is designed to help you understand the different level of
support or opposition to change within an organisation. Please respond to each
item according to how be it is in terms of an organisation for which you are
currently working or used or used to work. Circle the appropriate number the
scale that follows the item.
1. Un True
2. Usually un True
3. Somewhat un True
4. Neutral
5. Somewhat True
6. Usually True
7. True

Values and visions

1. Do people throughout the organisation share values or visions?
History of Change
2. Does the organisation have a good track record in implementing change
smoothly?
Cooperation and trust
3. Is there a lot of cooperation and trust throughout the organisation (as
opposed to animosity)
Culture
4. Does the organisation’s culture support risk taking (as opposed to being
highly bureaucratic and rule bound)?
Resilience
5. Are people able to handle change (as opposed to being worn out from recent,
unsettling changes)?
Punishments and Rewards
6. Does the organisation reward people who take part in change efforts (as
opposed to subtly punishing those who take the time off other work to get
involved)?
Respect and Status
7. Will people be able to maintain respect and status when the change is
implemented (as opposed to losing these as a result of the change)?

34
Status quo
8. Will the change be mild (and not cause a major disruption of the status quo)?

Interpretation
Even though 1,2, and 3 should be considered low scores; 4 and 5, mid-rang scores,
and 6 and 7, high scores- these are just members. One person’s “5” is another
person’s “3.” The value lies in understanding the meanings that people attach to
their scores.
Generally, low to mid-range scores should be cause for concern. Lower scores
indicate fertile soil the growth of resistance.

Values or visions
Low scores may indicate that values may be in conflict and that individuals and
groups may not perceive any common ground. This situation is serious and
almost guarantees that any major change will be resisted unless people learn
how to build a shared set of values. In contrast, low scores may indicate a
communication problem. In some organisations, values and visions remain
secret, with people not knowing where the organisation is headed. Although
this communication problem needs to be solved, it may not indicate deeper
potential resistance.

History of Change
Low scores indicate a strong likelihood that a change will be resisted with
great force. Those who want the change will need to demonstrate repeatedly
that they are serious this time. People are likely to be very skeptical, so
persistence will be crucial.

Cooperation and trust

Low scores should be taken seriously. Building support for any major change
without some degree of trust is difficult, if not impossible. The opposite of
trust is fear, so a low score indicates not just the absence of trust the
presence of fear.

Culture
Mid-range to low scores indicates that people may have difficulty carrying out
changes even though they support the changes. They are saying that the
systems and procedures in the organisation hinder change. The change agents
must be willing to examine these deeper systematic issues.

35
Resilience
Low scores probably indicate that people are burned out. Even though they
may see the need for change, they may have little strength to give to the
effort. Two important questions should be asked:
• Is this change really necessary at this time?
• If is how can the organisations support people so that the change causes
minimal disruption?

Punishments and Rewards

Low scores indicate strong potential resistance. Who in their right minds would
support something that they knew would harm them? If the respondents’
perceptions are accurate, the change agents must find a way to move forward
with the change and find ways to make it rewarding for others. If the low
scores indicate a misperception, the change agents must let people know why
they are misinformed. This message will likely need to be communicated
repeatedly (especially if trust is low as well)

Respect and Status

Low scores indicate that change agents must find ways to make this a win-win
situation.

Status quo
Low scores indicate that people regard the potential change as very disruptive
and stressful. The more involved people are in the change process, the less
resistance they are likely to experience. Most often, people resist change
when they feel out of control.

36