I only need a one single page paper assessment on the survey I attached, I know this seems personal but I’m crunched for time so please try your best to relate the results from the survey I already completed and attached. Self Assessment Papers:
You are encouraged to be honest in answering the self-assessment
questions, as this is the best way to learn from these exercises. You will NOT be graded based on the result
of your self assessment, but on your ability to show that you understand
yourself and the implications of the results of your self-assessment. Also,
your responses will remain confidential.
Along with the self-assessment, use the Robbins textbook and
answer the following questions from the 3 areas below to write approximately 1 single-spaced page for each self-assessment. Please
turn-in this page along with the results
of your self-assessment. You will only be able to submit your assignment once,
so please be sure to include all attachments before submitting. If you
would like, you can simply copy and paste your assessment results at the end of
your write-up.
What
did you learn about yourself from the self-assessment? Were you surprised
at the results? Do you agree with them? Why or why not? Based on what you
have learned from the assessment, is there any changes you would like to
make? If so, explain how you might accomplish your goals.
Think
about how your results (e.g. score or style) might compare to others’
assessment results. Summarize some differences that would exist between
those who would score differently than you on this assessment. For
example, if someone rated their values as opposite to yours (or received a
different score than you did on the assessment), how would they behave
differently? How can you effectively interact with others who would have
different scores than you on this assessment?
Give a
real-life example of how you have personally experienced the effects (of
the issues addressed in the self-assessment) of these differences. If you
cannot think of a personal experience, how have you observed the effects
in other people’s interactions? Please
explicitly list the style or issue from the self assessment that you are
illustrating. How could these issues affect you in your first
position after graduation?
decision_making_self_assessment_1_.docWHAT’S MY DECISION-MAKING STYLE?
For each of the 10 statements below, select the one
alternative that best describes how you see yourself in
your typical work situation.
1. I enjoy jobs that:
a. Have considerable variety
b. Involve people
c. Allow independent action
d. Are technical and well defined
6. When time is important, I tend to:
a. Follow plans and priorities
b. Seek guidance or support
c. Refuse to be pressured
d. Decide and act quickly
2. In my job, I tend to look for:
a. The best solutions
b. Ways to improve relationships with coworkers
c. New approaches or ideas
d. Practical results
7. I work well with those who are:
a. Self confident
b. Polite and trusting
c. Open-minded
d. Energetic and ambitious
3. When faced with solving a problem, I tend to:
a. Apply careful analysis
b. Rely on my feelings
c. Look for creative approaches
d. Rely on proven approaches
8. Others consider me:
a. Disciplined
b. Supportive
c. Imaginative
d. Aggressive
4. When using information, I prefer:
a. Accurate and complete data
b. Limited data that are easily understood
c. Broad coverage of many options
d. Specific facts
9. My decisions are typically:
a. Systematic
b. Sensitive to the needs of others
c. Broad and flexible
d. Realistic and direct
5. I am especially good at:
a. Solving difficult problems
b. Interacting with others
c. Seeing many possibilities
d. Remembering dates and facts
10. I dislike:
a. Boring work
b. Being rejected
c. Following rules
d. Losing control
1
Scoring: Research has identified 4 decision making styles. To calculate your scores for each of these 4
styles, sum the number of times that you selected a, b, c, or d for the 10 statements above:
a. (Analytic) __6__
b. (Behavioral) __1__
c. (Conceptual) ____
d. (Directive) __3__
Although these four categories are distinct, most people have characteristics that fall into more than one.
So it’s probably best to think in terms of your dominant style and your backup style(s). Your highest
score represents your dominant style. If your highest score was “a,” you prefer the analytical style; b =
behavioral; c = conceptual; and d = directive. Scores of 7 or above in any category suggest a strong
preference for that style. On the other hand, if your scores were more spread out across 2 or 3 of the
categories, this indicates that you may be likely to use more than one decision making style. Please see
the following descriptions to help you better understand the 4 decision making styles.
The analytic style reflects a desire for more information and consideration of more alternatives than is
true for directives. Analytics are more willing to consider complex solutions based on ambiguous
information.
The behavioral style is characterized by a deep concern for their organization and personal development
of their coworkers. These people tend to work well with others and desire to help peers and subordinates
achieve.
Individuals who rely on the conceptual style are very broad in their outlook and consider many
alternatives. They enjoy new ideas and tend to be very good at finding creative solutions to problems.
The directive style is characterized by a preference for simple, clear solutions to problems. People who
use this style are efficient, logical, and tend to make decisions rapidly.
The results not only give you insight into the way you’re likely to handle a problem, it can help you to
read and understand others. If you know someone’s preferred style, you can improve your ability to
predict how they’ll approach a decision.
Please also see the following two pages, which give more information about the characteristics of each
of the styles, how others may perceive the styles, and typical leadership characteristics for each style.
Adapted from Prentice Hall’s Self Assessment Library 2.0. (2002). Edited by Stephen P. Robbins
Sources: from A.J. Rowe, J.D. Boulgaides, and M.R. McGrath, Managerial Decision Making (Chicago: SRA, 1984).
A.J. Rowe & R.O. Mason, Managing with Style: A guide to understanding, assessing, and improving decision making. (San Francisco: Jossey-Bass, 1987)
2
CONCEPTUAL DECISION-MAKING STYLE
o
o
o
o
o
o
o
o
o
o
o
o
o
Characteristics of the
Conceptual Style
Others May Perceive
Your Style As
Focuses on people and the broad aspects
of a problem
Considers many options and possibilities
Acquires information by using intuition and
discussion with others
Evaluates information by integrating
diverse data and applying judgment
Has a high tolerance for ambiguity, takes
risks and is very creative
o
o
o
Best Organizational Fit
Loose, decentralized settings;
informal and simple organization
Too idealistic
Slow, indecisive
Difficult to control
Typical Leadership Style Characteristics of Those
with a Conceptual Decision-Making Style
Insightful and enthusiastic
Very personal social orientation
Shows concern for others’ views
Smoothes over difficulties; is well liked
Completes tasks by using intuition
Seeks new ideas; is adaptive and flexible
Motivated by recognition from others
Wants independence; enjoys achieving personal goals
DIRECTIVE DECISION-MAKING STYLE
Characteristics of the
Directive Style
o
o
o
o
o
o
o
o
o
o
o
o
Focuses on tasks and technical
problems
Considers facts, rules, and
procedures
Acquires by using short reports
with limited data
Has a low tolerance for
ambiguity and needs structure
Others May Perceive
Your Style As
o
o
o
o
Rigid
Impersonal
Simplistic
Autocratic
Best Organizational Fit
Structured, goal-oriented, such as in
bureaucracies, or where power and authority
are important
Typical Leadership Style Characteristics of Those
with a Directive Decision-Making Style
Practical and authoritarian
Impersonal social orientation
Needs power and status
Is forceful
Dislikes committees and group discussions
Completes tasks quickly
Action and results oriented
Motivated by situations with measurable achievement potential, tangible rewards
ANALYTICAL DECISION-MAKING STYLE
Characteristics of the
Others May Perceive
Best Organizational Fit
3
o
o
o
o
o
Analytical Style
Focuses on tasks and technical
problems, taking a logical
approach
Considers every aspect of a given
problem
Acquires information by careful
analysis, using a large amount of
data
Evaluates information through
abstract thinking, avoiding
incomplete data
Has a high tolerance for ambiguity
and is innovative in solving
problems
o
o
o
o
o
Your Style As
Dogmatic
Overcontrolling
Impersonal
Too careful, abstract, or
mathematical
Sometimes too slow
Impersonal; where planning or solving
complex problems is important, such as in
science, engineering, etc.
Typical Leadership Style Characteristics of Those
with an Analytical Decision-Making Style
o
o
o
o
o
o
o
o
Intellectual, ingenious
Wants control
Impersonal social orientation
Skilled in organizing facts and establishing controls
Prefers limited control by others
Completes tasks by applying rigorous analysis and preparing elaborate, detailed plans
Motivated by complex situations with variety and challenge
Wants to be able to predict outcomes
BEHAVIORAL DECISION-MAKING STYLE
Characteristics of the
Behavioral Style
o
o
o
o
o
o
o
o
o
o
o
o
o
Focuses on people and social aspects of
the work situation
Considers the well-being of others
Acquires information by listening and
interacting with others
Evaluates information by using feelings
and instincts
Has a low tolerance for ambiguity
Others May Perceive
Your Style As
o
o
o
o
Too concerned about others
Wishy-washy
Can’t make hard decisions
Can’t say no
Best Organizational Fit
Well-designed, people-oriented
collegial settings
Typical Leadership Style Characteristics of Those
with a Behavioral Decision-Making Style
Sociable
Friendly
Supportive
Interpersonal social orientation
Has a talent for building teams and encouraging participation
Action oriented
Holds meetings
Motivated to seek acceptance by peers and avoid conflict
From McGraw Hill
4
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