SlideShare a Scribd company logo
1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements,
whereas others discover that it is neither a satisfying nor
productive work environment for them. This scale assesses three
personal dispositions that are identified in the literature as
characteristics of effective teleworkers: (a) high company
alignment, (b) low social needs at work and (c) independent
initiative.
Company alignment
Company alignment estimates the extent to which you follow
company procedures and have values congruent with company
values. The greater the alignment, the more likely that you can
abide by company practices while working alone and with direct
supervision. While some deviation from company practices may
be appropriate, teleworkers need to agree with company values
and provide work that is consistent with company expectations
most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence
and personal uniqueness. Highly individualist people value
personal freedom, self-sufficiency, control over their own lives,
and appreciation of their unique qualities that distinguish them
from others.
However, keep in mind that the average level of individualism
is higher in some cultures (such as Australia) than in others.
2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by
their work roles and view non-work roles as much less
significant. Consequently, people with a high work centrality
score likely have lower complexity in their self-concept. This
can be a concern because if something goes wrong with their
work role, their non-work roles are not of sufficient value to
maintain a positive self-evaluation. At the same time, work
dominates our work lives, so those with very low scores would
be more of the exception than the rule in most societies. Scores
range from 6 to 36 with higher scores indicating higher work
centrality. The norms in the following table are based on a large
sample of Canadian employees (average score was 20.7).
However, work centrality norms vary from one group to the
next. For example, the average score in a sample of Canadian
nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which
you are motivated to seek favourable evaluation from others.
Founded on the drive to bond, the need for social approval is a
secondary need, because people vary in this need based on their
self-concept, values, personality and possibly social norms.
This scale ranges from 0 to 32. How high or low is your need
for social approval? The ideal would be to compare your score
with the collective results of other students in your class.
Otherwise, the following table offers a rough set of norms on
which you can compare your score on this scale.
4. Encourager
Score : 13 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Encourager: Fosters group solidarity by accepting and praising
various points of view.
An effective encourager will build and maintain greater
enthusiasm and commitment by group members. It may be as
simple as a comment that the group is staying on track to a
statement about the group’s exceptional performance. Praise
may be most effective when tied to a specific insight such as
“That’s an excellent idea. It has the potential for reducing costs
by a significant amount.”
Gatekeeper
Score : 11 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Gatekeeper: Encourages all group members to participate.
Team members do not automatically contribute equally since
some individuals may attempt to dominate discussions while
others are reluctant to express their views. Also, a group
member may not be confident enough to admit ignorance about
a topic under discussion. The gatekeeper may also paraphrase
what everyone is saying, such as, “So far, the consensus is that
the West Coast offers the best market potential. Does everyone
agree?”
Harmonizer
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Harmonizer: Mediates conflict through reconciliation or humor.
An effective harmonizer realizes that conflict is a healthy,
natural part of group interactions. However, disagreements need
to focus on solving problems and meeting goals set by the
group. They should not become personal. Harmonizers find
ways to bridge gaps and identify the reasons behind conflicts.
For example, an effective harmonizer might say something like
“While the two of you disagree on what is causing the problem,
you both agree on how to solve it. So, what additional
information do we need to gather to determine why the product
is so unreliable?”
Initiator
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Initiator: Suggests new goals or ideas.
The initiator might state: “The main purpose of this meeting is
to solve the problem our client is having with this product.”
Alternatively, the initiator may pose a question that focuses
everyone on establishing a goal, such as “What are we trying to
accomplish in this meeting?” According to Greg Hendrix at the
Center for the Study of Work Teams, “Goal establishment is
critical for the success of the team. Without it, the team is
almost assured to perform at less than their potential.” He
further states that a team with a goal will foster an environment
that is more relaxed, cooperative, and trusting.
Recorder
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Recorder: Performs a “group memory” function by documenting
discussion and outcomes. By restating what has been said so
far, the team can assess its progress and where it needs to go.
For example, “It appears that everyone is in agreement. So far,
here are the steps we’ve agreed to take…”
5. Avoiding Interruption
Score : 6 pts.
5-7
Feedback : Your textbook described several dimensions of
active listening. Five of these dimensions are estimated in this
self-assessment: Avoiding Interruption, Maintaining Interest,
Postponing Evaluation, Organising Information and Showing
Interest. Together, these five dimensions represent the total
active listening score. Each subscale has a potential score
ranging from 0 to 9 points; the total active listening score has a
range from 0 to 45 points. Higher scores indicate that the person
perceives that he or she has a higher level of each skill. The
following graphs compare your results to the range of scores
among a sample of over 200 MBA students.
Average score
People with high scores on this dimension have a strong
tendency to let the speaker finish his or her statements before
responding. Scores on this subscale range from 0 to 9. The
average score among a sample of MBA students was 5.9.
Maintaining Interest
Score : 4 pts.
3-5
Feedback : Average score
People with high scores on this dimension have a strong
tendency to remain focused and concentrate on what the speaker
is saying even when the conversation is boring or the
information is well known. Scores on this subscale range from 0
to 9. The average score among a sample of MBA students was
4.6.
Postponing Evaluation
Score : 6 pts.
4-6
Feedback : Average score
People with high scores on this dimension have a strong
tendency to keep an open mind and avoid evaluating what the
speaker is saying until the speaker has finished. Scores on this
subscale range from 0 to 9. The average score among a sample
of MBA students was 5.4.
Organising Information
Score : 4 pts.
0-4
Feedback : Low score
People with high scores on this dimension have a strong
tendency to actively organise the speaker’s ideas into
meaningful categories. Scores on this subscale range from 0 to
9. The average score among a sample of MBA students was 6.4.
Showing Interest
Score : 5 pts.
5-6
Feedback : Average score
People with high scores on this dimension have a strong
tendency to use nonverbal gestures or brief verbal
acknowledgements to demonstrate that they are paying attention
to the speaker. Scores on this subscale range from 0 to 9. The
average score among a sample of MBA students was 5.7.
Total score: 25 pts.
RANGE BASED FEEDBACK:
21-28 pts.
Feedback: Moderate active listening
People with high scores on this total score have a strong
tendency to actively sense the sender’s signals, evaluate them
accurately and respond appropriately. Scores on this active
listening total score range from 0 to 45. The average score
among a sample of MBA students was 27.9.
6. Persuasion
Score : 2.67 pts.
Silent authority
Score: 1.33 pts.
Exchange
Score : 1 pts.
Assertiveness
Score : 0 pts.
Information control
Score : 0.33 pts.
Coalition information
Score : 0.33 pts.
Upward appeal
Score : 1.33 pts.
Ingratiation
Score : 0.67 pts.
7. Yielding
Score : 3.75 pts.
Compromising
Score : 3.5 pts.
Forcing
Score : 1.75 pts.
Problem Solving
Score : 4.25 pts.
4 - 10 pts.
Feedback: Low preference
Problem solving tries to find a mutually beneficial solution for
both parties. Information sharing is an important feature of this
style because both parties need to identify common ground and
potential solutions that satisfy both (or all) of them.
Avoiding
Score : 4.25 pts.
4 - 7 pts.
Feedback: Low preference
Avoiding tries to smooth over or avoid conflict situations
altogether. It represents a low concern for both self and the
other party. In other words, avoiders try to suppress thinking
about the conflict.
8. Total score: 27 pts.
RANGE BASED FEEDBACK:
27-37 pts.
Feedback: Average
Romance of leadership is a phenomenon in which followers
(and possibly other stakeholders) want to believe that leaders
make a difference in the organisation’s success. People with a
high romance of leadership score attribute the causes of
organisational events much more to its leaders and much less to
the economy, competition and other factors beyond the leader’s
short-term control. This ranges from 10 to 50, with higher
scores indicating that the person has a higher romance of
leadership. The following norms are derived from a large
sample of European employees with an average age in the mid-
30s and work experience averaging about 15 years. However,
these norms should be viewed with caution because the romance
of leadership scale is a recent development and norms for any
instrument can vary from one group to the next
9. Tall hierarchy
Score : 10 pts.
6-10
Feedback : This self-assessment calculates your preferred
organisational structure. Specifically, it estimates the extent to
which you prefer a mechanistic or organic structure, as well as
the three dimensions of a mechanistic structure: tall hierarchy,
formalisation and centralization. The following graphs compare
your preferred organisational structure scores to a sample of
over 200 MBA students. However, due to cultural, occupational
and age differences, these results might be less relevant to you.
Average preference
People with high scores on this dimension prefer to work in
organisations with several levels of hierarchy and a narrow span
of control (few employees per supervisor). Scores on this
subscale range from 0 to 15. The average score among a sample
of MBA students was 7.8.
Formalisation
Score : 9 pts.
9-11
Feedback : Average preference
People with high scores on this dimension prefer to work in
organisations where jobs are clearly defined with limited
discretion. Scores on this subscale range from 0 to 15. The
average score among a sample of MBA students was 9.4.
Total score: 23 pts.
RANGE BASED FEEDBACK:
22-29 pts.
Feedback: Average preference
People with high scores on this overall score prefer to work in
mechanistic organisations, whereas those with low scores prefer
to work in organic organisational structures. Mechanistic
structures are characterised by a narrow span of control and
high degree of formalisation and centralization. Organic
structures have a wide span of control, little formalisation and
decentralised decision making. Scores on this subscale range
from 0 to 45. The average score among a sample of MBA
students was 24.9.

More Related Content

Similar to 1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peop

Two (2) colleagues post 1st colleagues post kate amayak r
Two (2) colleagues post 1st colleagues post kate amayak rTwo (2) colleagues post 1st colleagues post kate amayak r
Two (2) colleagues post 1st colleagues post kate amayak r
BHANU281672
 
My interpersonal communication plan
My interpersonal communication planMy interpersonal communication plan
My interpersonal communication plan
AnaSofiaCerdaKipper
 
Team Leadership
Team LeadershipTeam Leadership
Sample Items From the Multifactor Leadership (Transformational Le.docx
Sample Items From the Multifactor Leadership  (Transformational Le.docxSample Items From the Multifactor Leadership  (Transformational Le.docx
Sample Items From the Multifactor Leadership (Transformational Le.docx
jeffsrosalyn
 
Assessing Candidate For Executive Level Roles
Assessing Candidate For Executive Level RolesAssessing Candidate For Executive Level Roles
Assessing Candidate For Executive Level Roles
Helbling & Associates, Inc.
 
Lori Goler is the head of People at Facebook. Janelle Gal.docx
Lori Goler is the head  of People at Facebook. Janelle Gal.docxLori Goler is the head  of People at Facebook. Janelle Gal.docx
Lori Goler is the head of People at Facebook. Janelle Gal.docx
jeremylockett77
 
dyadic leadership
dyadic leadershipdyadic leadership
dyadic leadership
Omid Aminzadeh Gohari
 
Hospitality Question.pdf
Hospitality Question.pdfHospitality Question.pdf
Hospitality Question.pdf
bkbk37
 
Hospitality Question.docx
Hospitality Question.docxHospitality Question.docx
Hospitality Question.docx
sdfghj21
 
Hospitality Question.docx
Hospitality Question.docxHospitality Question.docx
Hospitality Question.docx
sdfghj21
 
Hospitality Question.pdf
Hospitality Question.pdfHospitality Question.pdf
Hospitality Question.pdf
sdfghj21
 
Learn This Efficient Model for Building High Performing Teams.pdf
Learn This Efficient Model for Building High Performing Teams.pdfLearn This Efficient Model for Building High Performing Teams.pdf
Learn This Efficient Model for Building High Performing Teams.pdf
Centerfor HCI
 
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docxLeaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
smile790243
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveys
Xoxoday
 
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docx
BUS 371Fall 2014Final Exam – Essay65 pointsDue  Monda.docxBUS 371Fall 2014Final Exam – Essay65 pointsDue  Monda.docx
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docx
hartrobert670
 
Building trust and a sense of safety
Building trust and a sense of safetyBuilding trust and a sense of safety
Building trust and a sense of safety
Ayesha1983
 
Write performance evaluation
Write performance evaluationWrite performance evaluation
Write performance evaluation
garethbale741
 
Discovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service SupervisorsDiscovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service Supervisors
Daniel Jeffrey Hairfield
 
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docx
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docxCreative Property of The Vision CouncilThe Blake and Mouton Mana.docx
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docx
willcoxjanay
 
Psychological sexual harassment occurs when sex-related behavior
Psychological sexual harassment occurs when sex-related behaviorPsychological sexual harassment occurs when sex-related behavior
Psychological sexual harassment occurs when sex-related behavior
TakishaPeck109
 

Similar to 1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peop (20)

Two (2) colleagues post 1st colleagues post kate amayak r
Two (2) colleagues post 1st colleagues post kate amayak rTwo (2) colleagues post 1st colleagues post kate amayak r
Two (2) colleagues post 1st colleagues post kate amayak r
 
My interpersonal communication plan
My interpersonal communication planMy interpersonal communication plan
My interpersonal communication plan
 
Team Leadership
Team LeadershipTeam Leadership
Team Leadership
 
Sample Items From the Multifactor Leadership (Transformational Le.docx
Sample Items From the Multifactor Leadership  (Transformational Le.docxSample Items From the Multifactor Leadership  (Transformational Le.docx
Sample Items From the Multifactor Leadership (Transformational Le.docx
 
Assessing Candidate For Executive Level Roles
Assessing Candidate For Executive Level RolesAssessing Candidate For Executive Level Roles
Assessing Candidate For Executive Level Roles
 
Lori Goler is the head of People at Facebook. Janelle Gal.docx
Lori Goler is the head  of People at Facebook. Janelle Gal.docxLori Goler is the head  of People at Facebook. Janelle Gal.docx
Lori Goler is the head of People at Facebook. Janelle Gal.docx
 
dyadic leadership
dyadic leadershipdyadic leadership
dyadic leadership
 
Hospitality Question.pdf
Hospitality Question.pdfHospitality Question.pdf
Hospitality Question.pdf
 
Hospitality Question.docx
Hospitality Question.docxHospitality Question.docx
Hospitality Question.docx
 
Hospitality Question.docx
Hospitality Question.docxHospitality Question.docx
Hospitality Question.docx
 
Hospitality Question.pdf
Hospitality Question.pdfHospitality Question.pdf
Hospitality Question.pdf
 
Learn This Efficient Model for Building High Performing Teams.pdf
Learn This Efficient Model for Building High Performing Teams.pdfLearn This Efficient Model for Building High Performing Teams.pdf
Learn This Efficient Model for Building High Performing Teams.pdf
 
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docxLeaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docx
 
Ultimate guide to workplace surveys
Ultimate guide to workplace surveysUltimate guide to workplace surveys
Ultimate guide to workplace surveys
 
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docx
BUS 371Fall 2014Final Exam – Essay65 pointsDue  Monda.docxBUS 371Fall 2014Final Exam – Essay65 pointsDue  Monda.docx
BUS 371Fall 2014Final Exam – Essay65 pointsDue Monda.docx
 
Building trust and a sense of safety
Building trust and a sense of safetyBuilding trust and a sense of safety
Building trust and a sense of safety
 
Write performance evaluation
Write performance evaluationWrite performance evaluation
Write performance evaluation
 
Discovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service SupervisorsDiscovering Your Strengths - Customer Service Supervisors
Discovering Your Strengths - Customer Service Supervisors
 
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docx
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docxCreative Property of The Vision CouncilThe Blake and Mouton Mana.docx
Creative Property of The Vision CouncilThe Blake and Mouton Mana.docx
 
Psychological sexual harassment occurs when sex-related behavior
Psychological sexual harassment occurs when sex-related behaviorPsychological sexual harassment occurs when sex-related behavior
Psychological sexual harassment occurs when sex-related behavior
 

More from MartineMccracken314

1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
1. Jack is the principal.  Mary is Jacks agent.  Mary enters into1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
MartineMccracken314
 
1. International financial investors are moving funds from Talona
1. International financial investors are moving funds from Talona 1. International financial investors are moving funds from Talona
1. International financial investors are moving funds from Talona
MartineMccracken314
 
1. Interventionstreatment· The viral pinkeye does not need any
1. Interventionstreatment· The viral pinkeye does not need any 1. Interventionstreatment· The viral pinkeye does not need any
1. Interventionstreatment· The viral pinkeye does not need any
MartineMccracken314
 
1. Introduction and background information about solvatochromism u
1. Introduction and background information about solvatochromism u1. Introduction and background information about solvatochromism u
1. Introduction and background information about solvatochromism u
MartineMccracken314
 
1. Integrity, the basic principle of healthcare leadership.Conta
1. Integrity, the basic principle of healthcare leadership.Conta1. Integrity, the basic principle of healthcare leadership.Conta
1. Integrity, the basic principle of healthcare leadership.Conta
MartineMccracken314
 
1. Information organized and placed in a logical sequence (10 po
1. Information organized and placed in a logical sequence (10 po1. Information organized and placed in a logical sequence (10 po
1. Information organized and placed in a logical sequence (10 po
MartineMccracken314
 
1. In our grant application, we included the following interventio
1. In our grant application, we included the following interventio1. In our grant application, we included the following interventio
1. In our grant application, we included the following interventio
MartineMccracken314
 
1. I believe that the protagonist is Nel because she is the one th
1. I believe that the protagonist is Nel because she is the one th1. I believe that the protagonist is Nel because she is the one th
1. I believe that the protagonist is Nel because she is the one th
MartineMccracken314
 
1. If the profit from the sale of x units of a product is P =
1. If the profit from the sale of x units of a product is P = 1. If the profit from the sale of x units of a product is P =
1. If the profit from the sale of x units of a product is P =
MartineMccracken314
 
1. How does CO2 and other greenhouse gases promote global warmin
1. How does CO2 and other greenhouse gases promote global warmin1. How does CO2 and other greenhouse gases promote global warmin
1. How does CO2 and other greenhouse gases promote global warmin
MartineMccracken314
 
1. How do you think communication and the role of training address
1. How do you think communication and the role of training address1. How do you think communication and the role of training address
1. How do you think communication and the role of training address
MartineMccracken314
 
1. How brain meets its requirement for its energy in terms of well
1. How brain meets its requirement for its energy in terms of well1. How brain meets its requirement for its energy in terms of well
1. How brain meets its requirement for its energy in terms of well
MartineMccracken314
 
1. Give an introduction to contemporary Chinese art (Talk a little
1. Give an introduction to contemporary Chinese art (Talk a little1. Give an introduction to contemporary Chinese art (Talk a little
1. Give an introduction to contemporary Chinese art (Talk a little
MartineMccracken314
 
1. For this reaction essay is a brief written reaction to the read
1. For this reaction essay is a brief written reaction to the read1. For this reaction essay is a brief written reaction to the read
1. For this reaction essay is a brief written reaction to the read
MartineMccracken314
 
1. Find something to negotiate in your personal or professional li
1. Find something to negotiate in your personal or professional li1. Find something to negotiate in your personal or professional li
1. Find something to negotiate in your personal or professional li
MartineMccracken314
 
1. FAMILYMy 57 year old mother died after a short illness
1. FAMILYMy 57 year old mother died after a short illness 1. FAMILYMy 57 year old mother died after a short illness
1. FAMILYMy 57 year old mother died after a short illness
MartineMccracken314
 
1. Explain the four characteristics of B-DNA structure Differenti
1. Explain the four characteristics of B-DNA structure Differenti1. Explain the four characteristics of B-DNA structure Differenti
1. Explain the four characteristics of B-DNA structure Differenti
MartineMccracken314
 
1. examine three of the upstream impacts of mining. Which of these
1. examine three of the upstream impacts of mining. Which of these1. examine three of the upstream impacts of mining. Which of these
1. examine three of the upstream impacts of mining. Which of these
MartineMccracken314
 
1. Examine Hofstedes model of national culture. Are all four dime
1. Examine Hofstedes model of national culture. Are all four dime1. Examine Hofstedes model of national culture. Are all four dime
1. Examine Hofstedes model of national culture. Are all four dime
MartineMccracken314
 
1. Do you think the Earth is a living organism Why or why not
1. Do you think the Earth is a living organism Why or why not1. Do you think the Earth is a living organism Why or why not
1. Do you think the Earth is a living organism Why or why not
MartineMccracken314
 

More from MartineMccracken314 (20)

1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
1. Jack is the principal.  Mary is Jacks agent.  Mary enters into1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
1. Jack is the principal.  Mary is Jacks agent.  Mary enters into
 
1. International financial investors are moving funds from Talona
1. International financial investors are moving funds from Talona 1. International financial investors are moving funds from Talona
1. International financial investors are moving funds from Talona
 
1. Interventionstreatment· The viral pinkeye does not need any
1. Interventionstreatment· The viral pinkeye does not need any 1. Interventionstreatment· The viral pinkeye does not need any
1. Interventionstreatment· The viral pinkeye does not need any
 
1. Introduction and background information about solvatochromism u
1. Introduction and background information about solvatochromism u1. Introduction and background information about solvatochromism u
1. Introduction and background information about solvatochromism u
 
1. Integrity, the basic principle of healthcare leadership.Conta
1. Integrity, the basic principle of healthcare leadership.Conta1. Integrity, the basic principle of healthcare leadership.Conta
1. Integrity, the basic principle of healthcare leadership.Conta
 
1. Information organized and placed in a logical sequence (10 po
1. Information organized and placed in a logical sequence (10 po1. Information organized and placed in a logical sequence (10 po
1. Information organized and placed in a logical sequence (10 po
 
1. In our grant application, we included the following interventio
1. In our grant application, we included the following interventio1. In our grant application, we included the following interventio
1. In our grant application, we included the following interventio
 
1. I believe that the protagonist is Nel because she is the one th
1. I believe that the protagonist is Nel because she is the one th1. I believe that the protagonist is Nel because she is the one th
1. I believe that the protagonist is Nel because she is the one th
 
1. If the profit from the sale of x units of a product is P =
1. If the profit from the sale of x units of a product is P = 1. If the profit from the sale of x units of a product is P =
1. If the profit from the sale of x units of a product is P =
 
1. How does CO2 and other greenhouse gases promote global warmin
1. How does CO2 and other greenhouse gases promote global warmin1. How does CO2 and other greenhouse gases promote global warmin
1. How does CO2 and other greenhouse gases promote global warmin
 
1. How do you think communication and the role of training address
1. How do you think communication and the role of training address1. How do you think communication and the role of training address
1. How do you think communication and the role of training address
 
1. How brain meets its requirement for its energy in terms of well
1. How brain meets its requirement for its energy in terms of well1. How brain meets its requirement for its energy in terms of well
1. How brain meets its requirement for its energy in terms of well
 
1. Give an introduction to contemporary Chinese art (Talk a little
1. Give an introduction to contemporary Chinese art (Talk a little1. Give an introduction to contemporary Chinese art (Talk a little
1. Give an introduction to contemporary Chinese art (Talk a little
 
1. For this reaction essay is a brief written reaction to the read
1. For this reaction essay is a brief written reaction to the read1. For this reaction essay is a brief written reaction to the read
1. For this reaction essay is a brief written reaction to the read
 
1. Find something to negotiate in your personal or professional li
1. Find something to negotiate in your personal or professional li1. Find something to negotiate in your personal or professional li
1. Find something to negotiate in your personal or professional li
 
1. FAMILYMy 57 year old mother died after a short illness
1. FAMILYMy 57 year old mother died after a short illness 1. FAMILYMy 57 year old mother died after a short illness
1. FAMILYMy 57 year old mother died after a short illness
 
1. Explain the four characteristics of B-DNA structure Differenti
1. Explain the four characteristics of B-DNA structure Differenti1. Explain the four characteristics of B-DNA structure Differenti
1. Explain the four characteristics of B-DNA structure Differenti
 
1. examine three of the upstream impacts of mining. Which of these
1. examine three of the upstream impacts of mining. Which of these1. examine three of the upstream impacts of mining. Which of these
1. examine three of the upstream impacts of mining. Which of these
 
1. Examine Hofstedes model of national culture. Are all four dime
1. Examine Hofstedes model of national culture. Are all four dime1. Examine Hofstedes model of national culture. Are all four dime
1. Examine Hofstedes model of national culture. Are all four dime
 
1. Do you think the Earth is a living organism Why or why not
1. Do you think the Earth is a living organism Why or why not1. Do you think the Earth is a living organism Why or why not
1. Do you think the Earth is a living organism Why or why not
 

Recently uploaded

Accounting for Restricted Grants When and How To Record Properly
Accounting for Restricted Grants  When and How To Record ProperlyAccounting for Restricted Grants  When and How To Record Properly
Accounting for Restricted Grants When and How To Record Properly
TechSoup
 
Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10
nitinpv4ai
 
Juneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School DistrictJuneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School District
David Douglas School District
 
Skimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S EliotSkimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S Eliot
nitinpv4ai
 
Standardized tool for Intelligence test.
Standardized tool for Intelligence test.Standardized tool for Intelligence test.
Standardized tool for Intelligence test.
deepaannamalai16
 
Contiguity Of Various Message Forms - Rupam Chandra.pptx
Contiguity Of Various Message Forms - Rupam Chandra.pptxContiguity Of Various Message Forms - Rupam Chandra.pptx
Contiguity Of Various Message Forms - Rupam Chandra.pptx
Kalna College
 
Oliver Asks for More by Charles Dickens (9)
Oliver Asks for More by Charles Dickens (9)Oliver Asks for More by Charles Dickens (9)
Oliver Asks for More by Charles Dickens (9)
nitinpv4ai
 
Pharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brubPharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brub
danielkiash986
 
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
ImMuslim
 
MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025
khuleseema60
 
HYPERTENSION - SLIDE SHARE PRESENTATION.
HYPERTENSION - SLIDE SHARE PRESENTATION.HYPERTENSION - SLIDE SHARE PRESENTATION.
HYPERTENSION - SLIDE SHARE PRESENTATION.
deepaannamalai16
 
How to Setup Default Value for a Field in Odoo 17
How to Setup Default Value for a Field in Odoo 17How to Setup Default Value for a Field in Odoo 17
How to Setup Default Value for a Field in Odoo 17
Celine George
 
Observational Learning
Observational Learning Observational Learning
Observational Learning
sanamushtaq922
 
How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17
Celine George
 
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
Nguyen Thanh Tu Collection
 
Data Structure using C by Dr. K Adisesha .ppsx
Data Structure using C by Dr. K Adisesha .ppsxData Structure using C by Dr. K Adisesha .ppsx
Data Structure using C by Dr. K Adisesha .ppsx
Prof. Dr. K. Adisesha
 
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر   أعد أحرف الخلاف سمير بسيوني.pdfمصحف القراءات العشر   أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
سمير بسيوني
 
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skillsspot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
haiqairshad
 
A Visual Guide to 1 Samuel | A Tale of Two Hearts
A Visual Guide to 1 Samuel | A Tale of Two HeartsA Visual Guide to 1 Samuel | A Tale of Two Hearts
A Visual Guide to 1 Samuel | A Tale of Two Hearts
Steve Thomason
 
skeleton System.pdf (skeleton system wow)
skeleton System.pdf (skeleton system wow)skeleton System.pdf (skeleton system wow)
skeleton System.pdf (skeleton system wow)
Mohammad Al-Dhahabi
 

Recently uploaded (20)

Accounting for Restricted Grants When and How To Record Properly
Accounting for Restricted Grants  When and How To Record ProperlyAccounting for Restricted Grants  When and How To Record Properly
Accounting for Restricted Grants When and How To Record Properly
 
Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10
 
Juneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School DistrictJuneteenth Freedom Day 2024 David Douglas School District
Juneteenth Freedom Day 2024 David Douglas School District
 
Skimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S EliotSkimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S Eliot
 
Standardized tool for Intelligence test.
Standardized tool for Intelligence test.Standardized tool for Intelligence test.
Standardized tool for Intelligence test.
 
Contiguity Of Various Message Forms - Rupam Chandra.pptx
Contiguity Of Various Message Forms - Rupam Chandra.pptxContiguity Of Various Message Forms - Rupam Chandra.pptx
Contiguity Of Various Message Forms - Rupam Chandra.pptx
 
Oliver Asks for More by Charles Dickens (9)
Oliver Asks for More by Charles Dickens (9)Oliver Asks for More by Charles Dickens (9)
Oliver Asks for More by Charles Dickens (9)
 
Pharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brubPharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brub
 
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
 
MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025
 
HYPERTENSION - SLIDE SHARE PRESENTATION.
HYPERTENSION - SLIDE SHARE PRESENTATION.HYPERTENSION - SLIDE SHARE PRESENTATION.
HYPERTENSION - SLIDE SHARE PRESENTATION.
 
How to Setup Default Value for a Field in Odoo 17
How to Setup Default Value for a Field in Odoo 17How to Setup Default Value for a Field in Odoo 17
How to Setup Default Value for a Field in Odoo 17
 
Observational Learning
Observational Learning Observational Learning
Observational Learning
 
How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17
 
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
CHUYÊN ĐỀ ÔN TẬP VÀ PHÁT TRIỂN CÂU HỎI TRONG ĐỀ MINH HỌA THI TỐT NGHIỆP THPT ...
 
Data Structure using C by Dr. K Adisesha .ppsx
Data Structure using C by Dr. K Adisesha .ppsxData Structure using C by Dr. K Adisesha .ppsx
Data Structure using C by Dr. K Adisesha .ppsx
 
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر   أعد أحرف الخلاف سمير بسيوني.pdfمصحف القراءات العشر   أعد أحرف الخلاف سمير بسيوني.pdf
مصحف القراءات العشر أعد أحرف الخلاف سمير بسيوني.pdf
 
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skillsspot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
 
A Visual Guide to 1 Samuel | A Tale of Two Hearts
A Visual Guide to 1 Samuel | A Tale of Two HeartsA Visual Guide to 1 Samuel | A Tale of Two Hearts
A Visual Guide to 1 Samuel | A Tale of Two Hearts
 
skeleton System.pdf (skeleton system wow)
skeleton System.pdf (skeleton system wow)skeleton System.pdf (skeleton system wow)
skeleton System.pdf (skeleton system wow)
 

1. IntroversionScore 11 pts.4 - 22 pts.Feedback Some peop

  • 1. 1. Introversion Score : 11 pts. 4 - 22 pts. Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative. Company alignment Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20. Extroversion Score: 17 pts. 4 - 22 pts. Feedback: Low individualism Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others. However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others.
  • 2. 2. Total score: 8 pts. RANGE BASED FEEDBACK: 6-12 pts. Feedback: Low work centrality People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here). 3. Total score: 32 pts. RANGE BASED FEEDBACK: 28-32 pts. Feedback: High need for social approval The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwise, the following table offers a rough set of norms on
  • 3. which you can compare your score on this scale. 4. Encourager Score : 13 pts. 5 - 15 pts. Feedback: Your rankings have been organized in the following according to five team roles. The first three categories are people-oriented: encourager, gatekeeper, and harmonizer. The last two roles, initiator and recorder, are task-oriented. Note: Higher scores represent a preference for team roles (the minimum score is 5, maximum score is 15). Understanding Your Score Encourager: Fosters group solidarity by accepting and praising various points of view. An effective encourager will build and maintain greater enthusiasm and commitment by group members. It may be as simple as a comment that the group is staying on track to a statement about the group’s exceptional performance. Praise may be most effective when tied to a specific insight such as “That’s an excellent idea. It has the potential for reducing costs by a significant amount.” Gatekeeper Score : 11 pts. 5 - 15 pts. Feedback: Your rankings have been organized in the following according to five team roles. The first three categories are people-oriented: encourager, gatekeeper, and harmonizer. The last two roles, initiator and recorder, are task-oriented. Note: Higher scores represent a preference for team roles (the minimum score is 5, maximum score is 15). Understanding Your Score Gatekeeper: Encourages all group members to participate. Team members do not automatically contribute equally since some individuals may attempt to dominate discussions while others are reluctant to express their views. Also, a group
  • 4. member may not be confident enough to admit ignorance about a topic under discussion. The gatekeeper may also paraphrase what everyone is saying, such as, “So far, the consensus is that the West Coast offers the best market potential. Does everyone agree?” Harmonizer Score : 7 pts. 5 - 15 pts. Feedback: Your rankings have been organized in the following according to five team roles. The first three categories are people-oriented: encourager, gatekeeper, and harmonizer. The last two roles, initiator and recorder, are task-oriented. Note: Higher scores represent a preference for team roles (the minimum score is 5, maximum score is 15). Understanding Your Score Harmonizer: Mediates conflict through reconciliation or humor. An effective harmonizer realizes that conflict is a healthy, natural part of group interactions. However, disagreements need to focus on solving problems and meeting goals set by the group. They should not become personal. Harmonizers find ways to bridge gaps and identify the reasons behind conflicts. For example, an effective harmonizer might say something like “While the two of you disagree on what is causing the problem, you both agree on how to solve it. So, what additional information do we need to gather to determine why the product is so unreliable?” Initiator Score : 7 pts. 5 - 15 pts. Feedback: Your rankings have been organized in the following according to five team roles. The first three categories are people-oriented: encourager, gatekeeper, and harmonizer. The last two roles, initiator and recorder, are task-oriented. Note: Higher scores represent a preference for team roles (the
  • 5. minimum score is 5, maximum score is 15). Understanding Your Score Initiator: Suggests new goals or ideas. The initiator might state: “The main purpose of this meeting is to solve the problem our client is having with this product.” Alternatively, the initiator may pose a question that focuses everyone on establishing a goal, such as “What are we trying to accomplish in this meeting?” According to Greg Hendrix at the Center for the Study of Work Teams, “Goal establishment is critical for the success of the team. Without it, the team is almost assured to perform at less than their potential.” He further states that a team with a goal will foster an environment that is more relaxed, cooperative, and trusting. Recorder Score : 7 pts. 5 - 15 pts. Feedback: Your rankings have been organized in the following according to five team roles. The first three categories are people-oriented: encourager, gatekeeper, and harmonizer. The last two roles, initiator and recorder, are task-oriented. Note: Higher scores represent a preference for team roles (the minimum score is 5, maximum score is 15). Understanding Your Score Recorder: Performs a “group memory” function by documenting discussion and outcomes. By restating what has been said so far, the team can assess its progress and where it needs to go. For example, “It appears that everyone is in agreement. So far, here are the steps we’ve agreed to take…” 5. Avoiding Interruption Score : 6 pts. 5-7 Feedback : Your textbook described several dimensions of active listening. Five of these dimensions are estimated in this self-assessment: Avoiding Interruption, Maintaining Interest,
  • 6. Postponing Evaluation, Organising Information and Showing Interest. Together, these five dimensions represent the total active listening score. Each subscale has a potential score ranging from 0 to 9 points; the total active listening score has a range from 0 to 45 points. Higher scores indicate that the person perceives that he or she has a higher level of each skill. The following graphs compare your results to the range of scores among a sample of over 200 MBA students. Average score People with high scores on this dimension have a strong tendency to let the speaker finish his or her statements before responding. Scores on this subscale range from 0 to 9. The average score among a sample of MBA students was 5.9. Maintaining Interest Score : 4 pts. 3-5 Feedback : Average score People with high scores on this dimension have a strong tendency to remain focused and concentrate on what the speaker is saying even when the conversation is boring or the information is well known. Scores on this subscale range from 0 to 9. The average score among a sample of MBA students was 4.6. Postponing Evaluation Score : 6 pts. 4-6 Feedback : Average score People with high scores on this dimension have a strong tendency to keep an open mind and avoid evaluating what the speaker is saying until the speaker has finished. Scores on this subscale range from 0 to 9. The average score among a sample of MBA students was 5.4. Organising Information
  • 7. Score : 4 pts. 0-4 Feedback : Low score People with high scores on this dimension have a strong tendency to actively organise the speaker’s ideas into meaningful categories. Scores on this subscale range from 0 to 9. The average score among a sample of MBA students was 6.4. Showing Interest Score : 5 pts. 5-6 Feedback : Average score People with high scores on this dimension have a strong tendency to use nonverbal gestures or brief verbal acknowledgements to demonstrate that they are paying attention to the speaker. Scores on this subscale range from 0 to 9. The average score among a sample of MBA students was 5.7. Total score: 25 pts. RANGE BASED FEEDBACK: 21-28 pts. Feedback: Moderate active listening People with high scores on this total score have a strong tendency to actively sense the sender’s signals, evaluate them accurately and respond appropriately. Scores on this active listening total score range from 0 to 45. The average score among a sample of MBA students was 27.9. 6. Persuasion Score : 2.67 pts. Silent authority Score: 1.33 pts. Exchange Score : 1 pts. Assertiveness Score : 0 pts. Information control
  • 8. Score : 0.33 pts. Coalition information Score : 0.33 pts. Upward appeal Score : 1.33 pts. Ingratiation Score : 0.67 pts. 7. Yielding Score : 3.75 pts. Compromising Score : 3.5 pts. Forcing Score : 1.75 pts. Problem Solving Score : 4.25 pts. 4 - 10 pts. Feedback: Low preference Problem solving tries to find a mutually beneficial solution for both parties. Information sharing is an important feature of this style because both parties need to identify common ground and potential solutions that satisfy both (or all) of them. Avoiding Score : 4.25 pts. 4 - 7 pts. Feedback: Low preference Avoiding tries to smooth over or avoid conflict situations altogether. It represents a low concern for both self and the other party. In other words, avoiders try to suppress thinking about the conflict. 8. Total score: 27 pts. RANGE BASED FEEDBACK: 27-37 pts.
  • 9. Feedback: Average Romance of leadership is a phenomenon in which followers (and possibly other stakeholders) want to believe that leaders make a difference in the organisation’s success. People with a high romance of leadership score attribute the causes of organisational events much more to its leaders and much less to the economy, competition and other factors beyond the leader’s short-term control. This ranges from 10 to 50, with higher scores indicating that the person has a higher romance of leadership. The following norms are derived from a large sample of European employees with an average age in the mid- 30s and work experience averaging about 15 years. However, these norms should be viewed with caution because the romance of leadership scale is a recent development and norms for any instrument can vary from one group to the next 9. Tall hierarchy Score : 10 pts. 6-10 Feedback : This self-assessment calculates your preferred organisational structure. Specifically, it estimates the extent to which you prefer a mechanistic or organic structure, as well as the three dimensions of a mechanistic structure: tall hierarchy, formalisation and centralization. The following graphs compare your preferred organisational structure scores to a sample of over 200 MBA students. However, due to cultural, occupational and age differences, these results might be less relevant to you. Average preference People with high scores on this dimension prefer to work in organisations with several levels of hierarchy and a narrow span of control (few employees per supervisor). Scores on this subscale range from 0 to 15. The average score among a sample of MBA students was 7.8. Formalisation Score : 9 pts.
  • 10. 9-11 Feedback : Average preference People with high scores on this dimension prefer to work in organisations where jobs are clearly defined with limited discretion. Scores on this subscale range from 0 to 15. The average score among a sample of MBA students was 9.4. Total score: 23 pts. RANGE BASED FEEDBACK: 22-29 pts. Feedback: Average preference People with high scores on this overall score prefer to work in mechanistic organisations, whereas those with low scores prefer to work in organic organisational structures. Mechanistic structures are characterised by a narrow span of control and high degree of formalisation and centralization. Organic structures have a wide span of control, little formalisation and decentralised decision making. Scores on this subscale range from 0 to 45. The average score among a sample of MBA students was 24.9.