Outline of Questionnaire:
Examining The Moderating Role of Emotional Intelligence
Role Ambiguity
Role conflict
Work overload
Work - Family Conflict
Family-work conflict
Emotional intelligence
Job Performance
The document summarizes the four dimensions of personality in the Myers-Briggs Type Indicator:
1) Extroversion vs introversion - extroverts are sociable and energetic while introverts are more focused internally. An extrovert would be better for marketing roles requiring social interaction.
2) Sensing vs intuition - sensing types are practical and detail-oriented while intuitives see the big picture. A sensing employee may clash with an undisciplined organization culture.
3) Thinking vs feeling - thinkers make logical decisions while feelers prioritize emotions. A thinker would agree to overtime for work benefits but a feeler may refuse due to family obligations.
4) Judging vs
At Microsoft, the company organizes itself according to four customer segments to better understand and serve different types of customers. This allows Microsoft to design specific products and services for each segment. There are six key elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. These elements determine how tasks are divided and coordinated within a company. Common organizational designs include simple structures, bureaucracies, and matrix structures. The appropriate design depends on factors like the company's strategy, size, and environment.
Organizational Behavior : Conflicts and NegotiationRaisulAkash1
The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
This document provides an overview of personality and how it relates to organizational behavior. It defines personality and discusses various theories and models for understanding personality, including traits theory, the Myers-Briggs Type Indicator, and the Big Five personality model. It explains how certain personality traits like conscientiousness, emotional stability, extraversion, agreeableness, and openness predict behaviors and performance in workplace settings. The document also discusses factors that influence personality development and other individual traits relevant to organizational behavior.
The document summarizes the four dimensions of personality in the Myers-Briggs Type Indicator:
1) Extroversion vs introversion - extroverts are sociable and energetic while introverts are more focused internally. An extrovert would be better for marketing roles requiring social interaction.
2) Sensing vs intuition - sensing types are practical and detail-oriented while intuitives see the big picture. A sensing employee may clash with an undisciplined organization culture.
3) Thinking vs feeling - thinkers make logical decisions while feelers prioritize emotions. A thinker would agree to overtime for work benefits but a feeler may refuse due to family obligations.
4) Judging vs
At Microsoft, the company organizes itself according to four customer segments to better understand and serve different types of customers. This allows Microsoft to design specific products and services for each segment. There are six key elements that managers consider when designing an organizational structure: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. These elements determine how tasks are divided and coordinated within a company. Common organizational designs include simple structures, bureaucracies, and matrix structures. The appropriate design depends on factors like the company's strategy, size, and environment.
Organizational Behavior : Conflicts and NegotiationRaisulAkash1
The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
This document defines power, authority, and influence and identifies their key characteristics. It discusses six sources of power according to French and Raven's framework: position, control of resources, social connections, expertise, control of information, and personal characteristics. Six influence strategies ("6 Ps") are also identified: position, push, pull, persuasion, preparatory, and preventative. The document concludes with a discussion of traditional theories of leadership, including trait, style, and contingency theories.
The document discusses different approaches to measuring organizational effectiveness:
- The goal attainment approach measures effectiveness based on an organization accomplishing its stated goals.
- The systems approach focuses on an organization's ability to acquire resources and interact with its external environment.
- The strategic constituencies approach evaluates how well an organization satisfies the demands of constituencies it relies on for support.
- The competing values approach recognizes there are multiple criteria for evaluating effectiveness and no single agreed upon goal.
It also outlines the external resource, internal systems, and technical approaches to measuring organizational effectiveness.
Organizational Behavior Chapter 4 Personality and ValuesDr. John V. Padua
This document summarizes a chapter about personality and values from an organizational behavior textbook. It defines personality and describes how it is measured. It discusses two frameworks for assessing personality: the Myers-Briggs Type Indicator and the Big Five model. It also covers other personality traits, values, value systems, frameworks for assessing cultural values, and implications for managers regarding personality and values.
This document provides an overview of personality and how it relates to organizational behavior. It defines personality and discusses various theories and models for understanding personality, including traits theory, the Myers-Briggs Type Indicator, and the Big Five personality model. It explains how certain personality traits like conscientiousness, emotional stability, extraversion, agreeableness, and openness predict behaviors and performance in workplace settings. The document also discusses factors that influence personality development and other individual traits relevant to organizational behavior.
The document discusses performance evaluation, including defining it as a process to measure an employee's work and results, listing its purposes such as providing feedback and determining training needs, and outlining the typical steps in conducting an evaluation such as setting standards, reviewing performance, and providing feedback.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Power and politics are intertwined in organizations. Power refers to one's authority and influence over others, which can derive from formal positions, control over rewards or resources, expertise, or personal qualities that inspire respect. Politics involve using social networks and influence to benefit oneself or one's interests within an organization. While politics can decrease job satisfaction and productivity if used negatively, some level of politics is necessary for leaders to gain power and accomplish goals, as long as it is practiced ethically. An organization needs both power and politics to provide direction, structure, and assistance to employees, but these forces must be balanced and not allow manipulation or other unethical behaviors.
This document contains a questionnaire to assess factors that motivate employees. It is divided into several sections that address different motivational factors like financial incentives, non-financial incentives, performance appraisal, leadership, empowerment, and trust. Employees are asked to rate statements about these factors on a 7-point scale from strongly disagree to strongly agree. The questionnaire collects some employee profile information and aims to analyze key motivation factors in the organization in a confidential manner for academic purposes.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
This document discusses job performance and its measurement. It defines job performance as the expected value added by an employee's behaviors over time. Job performance consists of two types: task performance, which directly contributes to producing goods/services as defined in the job description, and contextual performance, which supports the organizational environment through behaviors like cooperation. Several articles are summarized that discuss factors influencing job performance like personality, interpersonal skills, creativity, and leadership. Performance is best measured through a combination of objective, judgment-based, and personnel measures.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Employee relations refer to the relationships among employees in an organization. Healthy employee relations are important for motivating employees, increasing morale, and encouraging employees to work as a single unit toward common goals. Managers, HR professionals, and employees all play roles in developing and maintaining positive employee relations through open communication, team building activities, and addressing issues before they escalate.
This document describes a task performance scale used by leaders to rate subordinates. It consists of 17 questions that assess how well subordinates complete assigned duties, fulfill job responsibilities, perform expected tasks, meet job requirements, engage in job-related activities, and help coworkers. Leaders indicate their level of agreement with each statement on a 7-point scale ranging from strongly disagree to strongly agree.
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
The Cognitive Evaluation Theory suggests there are two motivation systems - intrinsic and extrinsic. Intrinsic motivators come from performing a task itself and include achievement, responsibility, and competence, while extrinsic motivators are external rewards like pay, promotion, and working conditions. The theory explains that when organizations use extrinsic rewards to motivate superior performance, it can reduce intrinsic motivation. Specifically, allocating extrinsic rewards for behavior previously motivated intrinsically tends to decrease overall motivation levels over time.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
This document contains a self-assessment questionnaire to evaluate one's emotional intelligence. It discusses Daniel Goleman's work identifying key competencies of emotional intelligence that are important for leadership, including self-awareness, managing emotions, motivating oneself, empathy, and social skills. The questionnaire contains 50 statements to score on a 1 to 5 scale regarding how well each competency applies. Scores are then totaled and interpreted to identify strengths and areas for development.
This document contains a worksheet to assess an individual's health, fitness, and wellness. It includes 8 components to rate on a scale from 1 to 5: mindset, relationships, image, body, emotions, nutrition, lifestyle, and stress. The scores are then plotted on a wheel diagram, with higher scores closer to the center indicating better health and wellness. Analyzing the results can provide insight into areas that need improvement. The goal is to increase all component scores to help achieve success in health, fitness, and wellness outcomes.
The document discusses performance evaluation, including defining it as a process to measure an employee's work and results, listing its purposes such as providing feedback and determining training needs, and outlining the typical steps in conducting an evaluation such as setting standards, reviewing performance, and providing feedback.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Power and politics are intertwined in organizations. Power refers to one's authority and influence over others, which can derive from formal positions, control over rewards or resources, expertise, or personal qualities that inspire respect. Politics involve using social networks and influence to benefit oneself or one's interests within an organization. While politics can decrease job satisfaction and productivity if used negatively, some level of politics is necessary for leaders to gain power and accomplish goals, as long as it is practiced ethically. An organization needs both power and politics to provide direction, structure, and assistance to employees, but these forces must be balanced and not allow manipulation or other unethical behaviors.
This document contains a questionnaire to assess factors that motivate employees. It is divided into several sections that address different motivational factors like financial incentives, non-financial incentives, performance appraisal, leadership, empowerment, and trust. Employees are asked to rate statements about these factors on a 7-point scale from strongly disagree to strongly agree. The questionnaire collects some employee profile information and aims to analyze key motivation factors in the organization in a confidential manner for academic purposes.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
This document discusses job performance and its measurement. It defines job performance as the expected value added by an employee's behaviors over time. Job performance consists of two types: task performance, which directly contributes to producing goods/services as defined in the job description, and contextual performance, which supports the organizational environment through behaviors like cooperation. Several articles are summarized that discuss factors influencing job performance like personality, interpersonal skills, creativity, and leadership. Performance is best measured through a combination of objective, judgment-based, and personnel measures.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Reward is an incentive plan to reinforce the desirable behavior of workers or employers and in return for their service to the organization.
Compensation and Reward system plays vital role in a business organization.
Reward Management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organization.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
Let us understand team dynamics to understand the journey from team building to team goal positioning. Emerging startups must look out for the attributes mentioned in the presentation because team is not about sitting in a room and discussing the strategy. Nowadays teams are created for long-term organizational benefits.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Employee relations refer to the relationships among employees in an organization. Healthy employee relations are important for motivating employees, increasing morale, and encouraging employees to work as a single unit toward common goals. Managers, HR professionals, and employees all play roles in developing and maintaining positive employee relations through open communication, team building activities, and addressing issues before they escalate.
This document describes a task performance scale used by leaders to rate subordinates. It consists of 17 questions that assess how well subordinates complete assigned duties, fulfill job responsibilities, perform expected tasks, meet job requirements, engage in job-related activities, and help coworkers. Leaders indicate their level of agreement with each statement on a 7-point scale ranging from strongly disagree to strongly agree.
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
The Cognitive Evaluation Theory suggests there are two motivation systems - intrinsic and extrinsic. Intrinsic motivators come from performing a task itself and include achievement, responsibility, and competence, while extrinsic motivators are external rewards like pay, promotion, and working conditions. The theory explains that when organizations use extrinsic rewards to motivate superior performance, it can reduce intrinsic motivation. Specifically, allocating extrinsic rewards for behavior previously motivated intrinsically tends to decrease overall motivation levels over time.
Downsizing refers to reducing the scale and scope of a business to improve financial performance, often through workforce reduction. Companies may downsize to reduce costs, increase decision making speed, or improve shareholder valuation. Strategies include workforce reduction through early retirement, transfers, or layoffs, as well as organizational redesign by eliminating functions or divisions. TATA Steel reduced its workforce from over 77,000 employees in 1994 to around 39,000 in 2005 through a voluntary retirement scheme that offered financial packages to support employees. While downsizing can provide short-term cost savings, it may damage a firm's reputation and force a rethinking of its employment strategy.
This document contains a self-assessment questionnaire to evaluate one's emotional intelligence. It discusses Daniel Goleman's work identifying key competencies of emotional intelligence that are important for leadership, including self-awareness, managing emotions, motivating oneself, empathy, and social skills. The questionnaire contains 50 statements to score on a 1 to 5 scale regarding how well each competency applies. Scores are then totaled and interpreted to identify strengths and areas for development.
This document contains a worksheet to assess an individual's health, fitness, and wellness. It includes 8 components to rate on a scale from 1 to 5: mindset, relationships, image, body, emotions, nutrition, lifestyle, and stress. The scores are then plotted on a wheel diagram, with higher scores closer to the center indicating better health and wellness. Analyzing the results can provide insight into areas that need improvement. The goal is to increase all component scores to help achieve success in health, fitness, and wellness outcomes.
A very extensive Quantitative Master Questionnaire on Employee Satisfaction and Corporate Culture, destined to be used as a buffet of sorts - according to the needs and priorities of every Organization. Based on Academic Research and personal experience through the years. Designed to produce easy segmentations.
Motivation questionnaire for class facilitaters of superior university lahore.Zeeshan Brave
The document is a motivation questionnaire for class facilitators at Superior University Lahore. It contains 17 statements to assess how motivated respondents feel in their current role, using a 5-point scale. The statements address factors like the importance of the organization's mission, understanding of expectations, workload, variety, leadership, opportunities to utilize strengths, relationships with advisers, recognition, communication, care, autonomy, development opportunities, and progress discussions.
This document is a self-assessment credibility checklist. It consists of 4 parts that provide statements for the user to score themselves on a scale of 1 to 5. Part 1 addresses honesty, integrity, and consistency between values and actions. Part 2 focuses on caring about others and having their best interests in mind. Part 3 is about effectively utilizing talents and skills. Part 4 covers delivering results and communicating one's track record in a way that inspires confidence. The user is to circle a number for each statement to assess themselves candidly across these dimensions related to credibility.
This document discusses time management and delaying tasks. It addresses:
- The importance of time management at work and controlling our use of time rather than letting time control us.
- Common causes for delaying tasks, including unpleasant or risky tasks, tasks involving others, and an unfocused work environment.
- Two main behavioral patterns - Type A which is aggressive and future-oriented, and Type B which is more relaxed - and how to overcome weaknesses of each.
- Exercises to help readers assess their own time management behaviors and tendencies to delay tasks.
Leaders Self-Insight 3.1. T–P Leadership Questionnaire An .docxsmile790243
Leader's Self-Insight 3.1. T–P Leadership Questionnaire: An
Assessment of Style
Instructions: The following items describe aspects of leadership
behavior. Assume you are the appointed leader of a student group and
feel the pressure for performance improvements to succeed. Respond to
each item according to the way you would most likely act in this pressure
situation. Indicate whether each item below is Mostly False or Mostly
True for you as a work-group leader.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 I would hold members personally
accountable for their performance.
2 I would assign members to specific roles
and tasks.
3 I would ask the members to work harder.
4 I would check on people to know how they
are doing.
5 I would focus more on execution than on
being pleasant with members.
6 I would try to make members' work more
pleasant.
Scoring and Interpretation
The T–P Leadership Questionnaire is scored as follows: Your T score
represents task orientation and is the number of Mostly True answers for
questions 1–5. Your P score represents your people or relationship
orientation and is the number of Mostly True answers for questions 6–
10. A score of 4 or 5 would be considered high for either T or P. A score
of 0 or 1 would be considered low. T = _ _ _. P = _ _ _.
Some leaders focus on people needs, leaving task concerns to followers.
Other leaders focus on task details with the expectation that followers
will carry out instructions. Depending on the situation, both approaches
may be effective. The important issue is the ability to identify relevant
dimensions of the situation and behave accordingly. Through this
questionnaire, you can identify your relative emphasis on the two
dimensions of task orientation (T) and people orientation (P). These are
not opposite approaches, and an individual can rate high or low on either
or both.
What is your leadership orientation? Compare your results from this
assignment to your result from the quiz in Leader's Self-Insight 2.2 in
Chapter 2. What would you consider an ideal leader situation for your
style?
7 I would focus on maintaining a pleasant
atmosphere on the team.
8 I would let members do their work the way
they think best.
9 I would be concerned with people's
personal feelings and welfare.
10 I would go out of my way to be helpful to
members.
Source: Based on the T–P Leadership Questionnaire as published in “Toward a
Particularistic Approach to Leadership Style: Some Findings,” by T. J.
Sergiovanni, R. Metzcus, and L. Burden, American Educational Research Journal
6, no. 1 (1969), pp. 62–79.
Leader's Self-Insight 3.2. Are You Ready?
Instructions: A leader's style can be contingent upon the readiness level
of followers. Think of yourself working in your current or former job.
Answer the following questions based on how you are on that job.
Please answer whether each item is Mostly False or Mostly True for you
in that job.
Mos
tly
Fals
e
Mos
tly
Tru
e
...
This document contains a self-assessment survey completed by Edward TaylorWilsonGonzález regarding their communication behaviors at work. They answered "yes" to communicating clearly, directly, and respectfully with bosses, coworkers, and colleagues. They also listen carefully to understand managers, coworkers, and viewpoints at meetings. Areas for improvement include communicating ideas in a more democratic way to avoid hurting feelings and dedicating more time to evaluating collaborator performance. Being direct can negatively affect some people and results if not done tactfully. Conclusions were to watch how messages are transmitted to avoid offense, choose words wisely, and consider others' perspectives.
Assignment Please follow instructions and no late work. You can a.docxbraycarissa250
Assignment: Please follow instructions and no late work. You can answer 1 to 2 sentences for each value and principle.
No Plagiarism. The Personal Values survey you will need is attached.
· After taking the Personal Values Survey and reflecting on your results, determine the three character traits for which you scored highest.
· Then, rephrase them as values that are relevant to you in your professional and personal life. For instance, if one of your strongest character traits is “critical thinking,” your value statement might be: “I value thinking critically about situations in my life.”
· For each of your top three values, identify three principles that emanate from each one (you will have a total of nine principles). For instance, if your value statement is “I value thinking critically about situations in my life,” your principle might be: “It is important to fully understand a situation before making a decision.”
· Finally, create a goal that aligns with a principle you have identified. For example, if your principle is, “It is important to fully understand a situation before making a decision,” then your goal might be: “Evaluate career opportunities in my city.”
WMBA 6000: Dynamic LeadershipPersonal Values Survey
Each of the value categories listed below represents both a value and a personality strength. For example, “wisdom and knowledge” are values that you may embrace and strive for in your life through formal education and through learning what you can from your colleagues and family. At the same time, these are also strengths that you might leverage in your relationships as well as in the workplace.
The items under each value category are similar in that they could be considered both strengths and values, but think of them predominantly as strengths when you complete this survey. Ask yourself: To what extent is each of these a part of my personality?
Address each of the questions below by circling the number that best applies. Use the following scale when choosing the number:
1 = Not part of my personality at all
2 = Slightly a part of my personality
3 = Somewhat a part of my personality
4 = Very much a part of my personality
5 = Completely a part of my personality
Personal Values Survey
Value 1—Wisdom and Knowledge: Cognitive strengths in this value category entail the acquisition and use of knowledge.
Creativity
1 2 3 4 5
Thinking of new ways to do things is a crucial part of who you are. You are never content with doing something the conventional way if a better way is possible.
Curiosity
1 2 3 4 5
You are curious about everything. You are always asking questions, and you find all subjects and topics fascinating. You like exploration and discovery.
Love of Learning
1 2 3 4 5
You love learning new things, whether in a class or on your own. You have always loved school, reading, and museums—anywhere and everywhere there is an opportunity to learn.
Open-Mindedness
1 2 3 4 5
You value judgment, c ...
This document contains a self-diagnosis table where Maria Sabina Lopez Lujano evaluates her communication behaviors at work. She identifies that she needs improvement in giving positive recognition to colleagues for their good work. In her reflections, she acknowledges that positive recognition is important for motivating others and creating a productive work environment. To improve, her action plan is to embrace accomplishments immediately, make recognition personal, and provide feedback frequently.
The document discusses the importance of having focus and purpose in life. It states that without focus, goals and motivation will be lost leading to lack of progress. It provides reasons why people lose focus such as boredom, impatience, stress, wanting to do too many things at once. The key to staying focused is consistency and setting priorities by being specific about goals and timeframes dedicated to each. Having a clear purpose and vision for life prevents being directed by others' expectations and leads to a sense of accomplishment.
The document discusses the history and concepts of emotional intelligence from 1920 to 1995. It lists authors and their concepts relating to social intelligence, emotional thought, emotional intelligence, practical intelligence, and more. Key models and aspects of emotional intelligence are described, including its importance in self-awareness, managing emotions, and relationships. Causes and effects of stress are outlined along with stress management techniques like exercise, relaxation, and talking to others.
The document is a survey questionnaire from the Graduate School of Southern Luzon State University consisting of two parts: a personality inventory and an achievement motivation assessment. The personality inventory contains 11 situations and asks respondents to choose their typical response from 4 options. The achievement motivation section contains 30 statements across 3 categories - need for achievement, need for affiliation, and need for power - and asks respondents to rate the extent to which each statement reflects their motivation from very weak to very strong. The researcher thanks respondents for their cooperation in completing the survey.
03 - Problem Solving - New Perspective.pdfspandane
1) The document discusses different perspectives on problem solving using the examples of carrots, eggs, and coffee in boiling water. It argues that when facing problems, one should avoid becoming weak like carrots or hardened like eggs, and instead try to strengthen and gain knowledge from problems like coffee powder does.
2) It provides tips for solving problems, including maintaining belief in solutions, precisely defining problems, using logic over emotion, and looking at problems from different angles.
3) A case study is presented of a couple unable to conceive, and the different reactions and suggestions given to the parties involved, emphasizing accepting problems that are outside one's control and focusing on relationships and career.
The document outlines a set of values and behaviors that a family agrees are important for maintaining their family culture. It includes values like honoring family members, taking responsibility, maintaining open communication, and resolving issues respectfully. In total, it lists 35 statements that family members rate in terms of importance, covering topics such as accountability, forgiveness, honesty, and treating each other with compassion. The document is meant to be a family covenant that members commit to upholding.
The document discusses work-life balance and provides strategies for achieving it. It identifies five common working styles ("Hurry Up", "Be Perfect", "Please People", "Try Hard", "Be Strong") and discusses their advantages and disadvantages. It defines work-life balance as achieving equilibrium between work and personal life. Several myths about work-life balance are debunked. The document also provides tactics for managing workload, such as auditing planned work and adjusting timelines when needed. Creating a "stress map" to identify sources of stress is also recommended to help improve work-life balance.
The document is a questionnaire for a research study on psychological empowerment, organizational performance, knowledge sharing, job involvement, and task identity. It will take respondents 10-15 minutes to complete questions in four sections about demographics, organizational performance, knowledge sharing, and psychological empowerment. The researcher assures confidentiality and that the data will only be used for academic purposes.
Attitudinal change for improved productivityFaakor Agyekum
The training focuses on improving employee attitude at the workplace. It identifies good and bad workplace attitudes, explores how attitudes are formed and/or influenced and proposes measures to personally address your own bad attitude or address that of colleagues at work.
Similar to Questionnaire Impact of Stress on Job Performance in Health Sector (20)
Project Report of Amtex Private Limited Aamir Gill
Chapter No 1 INTRODUCTION/BACKGROUND
Chapter No 2 Organizational Structure/Hierarchy
Chapter No 3 Products and Services
Chapter No 4 SWOT Analysis
Chapter No 5 Financial Statements Analysis
(03 Consecutive Annual Years)
Chapter No 6 Conclusion
Chapter No 7 Suggestions & Recommendation
Presentation on China Pakistan Economic Corridor ProjectAamir Gill
Outline of Project:
Introduction
Brief history
Projects of CPEC
China Pakistan economic corridor is a type of economic projects whose products are as
Roads
Railways
Special economic zone
Energy production
Mass transit
Chapter No 3 Computer Hardware E Book Management Information System By OBrien Aamir Gill
Learning Objectives:
Identify the major types and uses of microcomputer, mid range, and mainframe computer systems.
Outline the major technologies and uses of computer peripherals for input, output, and storage.
Identify and give examples of the components and functions of a computer system.
Identify the computer systems and peripherals you would acquire or recommend for a business of your choice, and explain the reasons for your selections.
Chapter No 4 Computer Software E book Management Information System By OBrien Aamir Gill
Learning Objectives:
Describe several important trends occurring in computer software.
Give examples of several major types of application and system software.
Explain the purpose of several popular software packages for end user productivity and collaborative computing.
Outline the functions of an operating system.
Describe the main uses of computer programming software, tools, and languages.
Strategic View of Information Systems E Book Management Information system By...Aamir Gill
The document discusses strategic views of information systems and competitive strategies. It defines strategic information systems as those that help organizations gain competitive advantages. It also outlines Porter's five competitive forces model and common competitive strategies such as cost leadership, differentiation, innovation, growth, and alliance strategies. Examples are provided of each competitive strategy.
Foundation of Information Systems in Business Aamir Gill
What is an information system?
Role of information system in Business!
Types of Information Systems
Operation Support Systems
Examples of Operations Support Systems
Management Support Systems
Operational & Managerial IS
IS Classifications by Scope
Measures of Success
What is a System?
System Components
Cybernetic Systems
A Business System
Information System Resources
Data vs. Information
Network Resources
Information Systems Activities
Recognizing Information Systems
Chapter 1 Introduction Finca Micro Finance Bank Aamir Gill
Introduction:
BACKGROUND & HISTORY:
Mission:
Village Banking:
Transformation of FINCA programs into micro banks:
Business Model:
Innovations and partnerships:
Celebrity support:
Countries where FINCA operates:
Presentation on Foreign Direct Investment Aamir Gill
Foreign direct investment occurs when an investor from one country acquires assets in another country to manage. Countries seek foreign direct investment for economic growth as domestic capital is often inadequate. Foreign capital brings benefits like technical skills, expertise, and knowledge. There are three main types of foreign direct investment: horizontal investments in the same industries abroad, platform investments that use a destination country to export to a third country, and vertical investments that perform value-adding activities across international business chains. Pakistan saw foreign direct investment increase over 2010-2016, reaching a high of $3.2 billion in 2010. Foreign investors can acquire ownership of foreign companies through various methods like wholly owned subsidiaries or acquiring shares. Foreign direct investment provides benefits like job creation, but can
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
Beyond the Basics of A/B Tests: Highly Innovative Experimentation Tactics You...Aggregage
This webinar will explore cutting-edge, less familiar but powerful experimentation methodologies which address well-known limitations of standard A/B Testing. Designed for data and product leaders, this session aims to inspire the embrace of innovative approaches and provide insights into the frontiers of experimentation!
Natural Language Processing (NLP), RAG and its applications .pptxfkyes25
1. In the realm of Natural Language Processing (NLP), knowledge-intensive tasks such as question answering, fact verification, and open-domain dialogue generation require the integration of vast and up-to-date information. Traditional neural models, though powerful, struggle with encoding all necessary knowledge within their parameters, leading to limitations in generalization and scalability. The paper "Retrieval-Augmented Generation for Knowledge-Intensive NLP Tasks" introduces RAG (Retrieval-Augmented Generation), a novel framework that synergizes retrieval mechanisms with generative models, enhancing performance by dynamically incorporating external knowledge during inference.
Predictably Improve Your B2B Tech Company's Performance by Leveraging DataKiwi Creative
Harness the power of AI-backed reports, benchmarking and data analysis to predict trends and detect anomalies in your marketing efforts.
Peter Caputa, CEO at Databox, reveals how you can discover the strategies and tools to increase your growth rate (and margins!).
From metrics to track to data habits to pick up, enhance your reporting for powerful insights to improve your B2B tech company's marketing.
- - -
This is the webinar recording from the June 2024 HubSpot User Group (HUG) for B2B Technology USA.
Watch the video recording at https://youtu.be/5vjwGfPN9lw
Sign up for future HUG events at https://events.hubspot.com/b2b-technology-usa/
End-to-end pipeline agility - Berlin Buzzwords 2024Lars Albertsson
We describe how we achieve high change agility in data engineering by eliminating the fear of breaking downstream data pipelines through end-to-end pipeline testing, and by using schema metaprogramming to safely eliminate boilerplate involved in changes that affect whole pipelines.
A quick poll on agility in changing pipelines from end to end indicated a huge span in capabilities. For the question "How long time does it take for all downstream pipelines to be adapted to an upstream change," the median response was 6 months, but some respondents could do it in less than a day. When quantitative data engineering differences between the best and worst are measured, the span is often 100x-1000x, sometimes even more.
A long time ago, we suffered at Spotify from fear of changing pipelines due to not knowing what the impact might be downstream. We made plans for a technical solution to test pipelines end-to-end to mitigate that fear, but the effort failed for cultural reasons. We eventually solved this challenge, but in a different context. In this presentation we will describe how we test full pipelines effectively by manipulating workflow orchestration, which enables us to make changes in pipelines without fear of breaking downstream.
Making schema changes that affect many jobs also involves a lot of toil and boilerplate. Using schema-on-read mitigates some of it, but has drawbacks since it makes it more difficult to detect errors early. We will describe how we have rejected this tradeoff by applying schema metaprogramming, eliminating boilerplate but keeping the protection of static typing, thereby further improving agility to quickly modify data pipelines without fear.
Global Situational Awareness of A.I. and where its headedvikram sood
You can see the future first in San Francisco.
Over the past year, the talk of the town has shifted from $10 billion compute clusters to $100 billion clusters to trillion-dollar clusters. Every six months another zero is added to the boardroom plans. Behind the scenes, there’s a fierce scramble to secure every power contract still available for the rest of the decade, every voltage transformer that can possibly be procured. American big business is gearing up to pour trillions of dollars into a long-unseen mobilization of American industrial might. By the end of the decade, American electricity production will have grown tens of percent; from the shale fields of Pennsylvania to the solar farms of Nevada, hundreds of millions of GPUs will hum.
The AGI race has begun. We are building machines that can think and reason. By 2025/26, these machines will outpace college graduates. By the end of the decade, they will be smarter than you or I; we will have superintelligence, in the true sense of the word. Along the way, national security forces not seen in half a century will be un-leashed, and before long, The Project will be on. If we’re lucky, we’ll be in an all-out race with the CCP; if we’re unlucky, an all-out war.
Everyone is now talking about AI, but few have the faintest glimmer of what is about to hit them. Nvidia analysts still think 2024 might be close to the peak. Mainstream pundits are stuck on the wilful blindness of “it’s just predicting the next word”. They see only hype and business-as-usual; at most they entertain another internet-scale technological change.
Before long, the world will wake up. But right now, there are perhaps a few hundred people, most of them in San Francisco and the AI labs, that have situational awareness. Through whatever peculiar forces of fate, I have found myself amongst them. A few years ago, these people were derided as crazy—but they trusted the trendlines, which allowed them to correctly predict the AI advances of the past few years. Whether these people are also right about the next few years remains to be seen. But these are very smart people—the smartest people I have ever met—and they are the ones building this technology. Perhaps they will be an odd footnote in history, or perhaps they will go down in history like Szilard and Oppenheimer and Teller. If they are seeing the future even close to correctly, we are in for a wild ride.
Let me tell you what we see.
Questionnaire Impact of Stress on Job Performance in Health Sector
1. Impact of Stress on Job Performance in Health Sector:
Examining The Moderating Role of Emotional Intelligence
Gender: M/F Designation: Name of hospital:
Department/ward: Job tenure: permanent/contractual
public/private: Age:
Please Circle the answer which best applies to your current organizational environment.
Strongly Disagree Disagree Neutral Agree Strongly Agree
1 2 3 4 5
Sr# Role Ambiguity SD D N A SA
1 I know what procedures to use to get my Job done. 1 2 3 4 5
2 I know exactly what is expected of me in my job. 1 2 3 4 5
3 I do not know what my responsibilities are in performing my Job. 1 2 3 4 5
4 I have to work under vague directives. 1 2 3 4 5
Role conflict SD D N A SA
1 I often get conflicting job requests from different supervisors. 1 2 3 4 5
2 I often get conflicting job requests from different coworkers. 1 2 3 4 5
3 My immediate supervisor and coworkers have the same ideas about
how my job should be done.
1 2 3 4 5
4 I get consistent job requests from my immediate supervisor. 1 2 3 4 5
Work overload SD D N A SA
1 I have enough time to get everything done in my job. 1 2 3 4 5
2 My workload is not heavy on my job. 1 2 3 4 5
3 I have to work very hard in my job. 1 2 3 4 5
4 I have to work very fast in my job. 1 2 3 4 5
Work - Family Conflict SD D N A SA
1 My work keeps me away from my family activities more than I would
like.
1 2 3 4 5
2 I have to miss family activities due to the amount of time I must spend
on work responsibilities.
1 2 3 4 5
3 The time I must devote to my job keeps me away from participating
equally in household responsibilities and activities.
1 2 3 4 5
4 When I get home from work I am often too frizzled to participate in
family activities/responsibilities.
1 2 3 4 5
5 I am often so emotionally drained when I get home from work that it
prevents me from contributing to my family.
1 2 3 4 5
6 Due to all the pressures at work, sometimes when I come home I am
too stressed to do the things I enjoy.
1 2 3 4 5
2. 7 The problem –solving behaviors I use in my job are not effective in
resolving problems at home.
1 2 3 4 5
8 Behavior that is effective and necessary for me at work would be
counter-productive at home.
1 2 3 4 5
9 The behaviors I perform that make me effective at work do not help me
to be a better parent and spouse.
1 2 3 4 5
10 The demands of my family or spouse/parent interfere with work-
related activities.
1 2 3 4 5
Family-work conflict SD D N A SA
1 I have to put off doing things at work because of demands on my time
at home.
1 2 3 4 5
2 My home life interferes with my responsibilities at work such as
getting to work on time, accomplishing daily tasks and working
overtime.
1 2 3 4 5
3 Due to stress at home, I am often preoccupied with family matters at
work.
1 2 3 4 5
4 Tension and anxiety from my family life often weakens my abilities to
do my job.
1 2 3 4 5
5 Because I am often stressed from family responsibilities, I have a hard
time concentrating on my job.
1 2 3 4 5
6 The behaviors that work for me at home do not seem to be effective at
work.
1 2 3 4 5
7 The problem solving behavior that works for me at home does not
seem to be as useful at work.
1 2 3 4 5
8 Behavior that is effective and necessary for me at home would be
counter-productive at work.
1 2 3 4 5
Emotional intelligence SD D N A SA
1 I know when to speak my personal problems to others. 1 2 3 4 5
2 When I am faced with obstacles ,I remember times I faced similar
obstacles and overcame them.
1 2 3 4 5
3 I expect that I will do well on most things I try. 1 2 3 4 5
4 Other people find it easy to confide in me. 1 2 3 4 5
5 Some of the major events of my life have led me to reevaluate what is
important and not Important.
1 2 3 4 5
6 When my mood changes, I see new possibilities. 1 2 3 4 5
7 Emotions are one of the things that make my life worth living. 1 2 3 4 5
8 I am aware of my emotions as I experience them. 1 2 3 4 5
9 I expect good thing to happen. 1 2 3 4 5
10 I like to share my emotions with others. 1 2 3 4 5
3. 11 When I experience a positive emotion ,I know how to make it last. 1 2 3 4 5
12 When I experience a positive emotion ,I know how to make it last. 1 2 3 4 5
13 I seek out activities that make me happy. 1 2 3 4 5
14 I am aware of non- verbal messages I send to others. 1 2 3 4 5
15 I present myself in a way that makes a good impression on others. 1 2 3 4 5
16 When I am in a positive mood, solving problems is easy for me. 1 2 3 4 5
17 By looking at their facial expressions, I recognize the emotions people
are experiencing.
1 2 3 4 5
18 I know why my emotions change. 1 2 3 4 5
19 When I am in a positive mood, I am able to come up with new ideas. 1 2 3 4 5
20 I have control over my emotions. 1 2 3 4 5
21 I easily recognize my emotions as I experience them. 1 2 3 4 5
22 I motivate myself by imaging a good outcome to tasks I take on. 1 2 3 4 5
23 I compliment others when they have done something well. 1 2 3 4 5
24 I am aware of non-verbal messages other people send. 1 2 3 4 5
25 When another person tells me about an important event in his or her
life, I almost feel as though I have experienced this event myself.
1 2 3 4 5
26 I know what other people are feeling just by looking at them. 1 2 3 4 5
27 I help other people and feel better when they are down. 1 2 3 4 5
28 I use good moods to help myself keep trying in the face of obstacles. 1 2 3 4 5
29 I can tell how people are feeling by listening to the tone of their voice. 1 2 3 4 5
Job Performance SD D N A SA
1 I fulfill specific job responsibilities. 1 2 3 4 5
2 I meet performance standards and expectations. 1 2 3 4 5
3 My performance level satisfactory. 1 2 3 4 5
4 I am effective in my job. 1 2 3 4 5
5 I perform better than many other employers who perform the same job. 1 2 3 4 5
6 I produce high quality work. 1 2 3 4 5