LISE ROULEAU is most suited to an administrative or fiscal work environment that emphasizes standards, tracking, quality assurance, efficient procedures and policies. She also matches well with operations or technology environments that take a practical, hands-on approach with a tactical focus. Her third best match is a design or strategic environment focused on planning, innovating and creating new ideas.
The document is a summary report from the Birkman Career Management assessment. It provides information about the individual's usual style, motivational needs, stress behaviors, preferred activities, ideal work environment, and top job matches. The report uses colors and graphs to simplify complex information about the individual's personality and career fit. It aims to help the individual better understand themselves and identify careers that may provide satisfaction and fulfillment.
The document discusses various concepts related to authority, power, motivation and organizational culture. It defines key terms like authority, responsibility, accountability and different types of power. It also summarizes theories on motivation like Maslow's hierarchy of needs, ERG theory, Expectancy theory and discusses techniques to motivate employees like money, recognition, job enrichment and quality of work life.
The document discusses five main management styles: autocratic, persuasive, consultative, participative, and laissez-faire. The autocratic style involves strict top-down control where the manager makes all decisions without input from employees. The persuasive style is similar but managers attempt to convince employees of decisions. The consultative style involves managers consulting with employees but making the final decision. The participative style allows employees to be part of the decision-making process. Finally, the laissez-faire style gives employees full control over decisions with little guidance from managers.
An autocratic leadership style has two key advantages and disadvantages:
Advantages:
1) Decisions can be made quickly, especially in emergencies or crisis situations.
2) It limits arguments and allows employees to focus on their tasks, which can increase productivity.
Disadvantages:
1) It does not allow for two-way communication, which can lower motivation and isolation among workers.
2) It may result in poor quality decisions being made since it excludes staff input, despite them having knowledge of customers and market conditions.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
The document is a summary report from the Birkman Career Management assessment. It provides information about the individual's usual style, motivational needs, stress behaviors, preferred activities, ideal work environment, and top job matches. The report uses colors and graphs to simplify complex information about the individual's personality and career fit. It aims to help the individual better understand themselves and identify careers that may provide satisfaction and fulfillment.
The document discusses various concepts related to authority, power, motivation and organizational culture. It defines key terms like authority, responsibility, accountability and different types of power. It also summarizes theories on motivation like Maslow's hierarchy of needs, ERG theory, Expectancy theory and discusses techniques to motivate employees like money, recognition, job enrichment and quality of work life.
The document discusses five main management styles: autocratic, persuasive, consultative, participative, and laissez-faire. The autocratic style involves strict top-down control where the manager makes all decisions without input from employees. The persuasive style is similar but managers attempt to convince employees of decisions. The consultative style involves managers consulting with employees but making the final decision. The participative style allows employees to be part of the decision-making process. Finally, the laissez-faire style gives employees full control over decisions with little guidance from managers.
An autocratic leadership style has two key advantages and disadvantages:
Advantages:
1) Decisions can be made quickly, especially in emergencies or crisis situations.
2) It limits arguments and allows employees to focus on their tasks, which can increase productivity.
Disadvantages:
1) It does not allow for two-way communication, which can lower motivation and isolation among workers.
2) It may result in poor quality decisions being made since it excludes staff input, despite them having knowledge of customers and market conditions.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
This document discusses different management styles that can be used by managers to lead subordinates and achieve organizational goals. It defines management styles as the ways managers make decisions related to subordinates and identifies five main styles: autocratic, consultative, persuasive, democratic, and laissez-faire. Each style is then described in terms of how decisions are made and how subordinates are involved. The autocratic style involves unilateral decision making by the manager, while the consultative and persuasive styles involve engaging with subordinates but retaining final decision authority. The democratic style uses majority-rule decision making, and the laissez-faire style gives subordinates significant autonomy.
- Managers play key roles in organizations such as making decisions, writing reports, and attending meetings. Their responsibilities can be understood through classical and contemporary models of managerial behavior.
- Classical models describe five functions of managers: planning, organizing, coordinating, deciding, and controlling. However, behavioral models show managers behave less systematically and more informally than classical models suggest.
- Contemporary models identify three categories of managerial roles: interpersonal roles like being a figurehead or leader, informational roles like disseminating information, and decisional roles like allocating resources. Information systems have helped distribute information but provided limited assistance for decision making.
The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
This document provides guidance for managers on how to successfully delegate tasks. It discusses the importance and benefits of delegation, including reducing stress, improving time management and increasing productivity. Potential obstacles to delegation like fear of loss of control and micromanagement are addressed. The document outlines a systematic process for delegation, referred to as the IDEALS model, which includes introducing the task, demonstrating what needs to be done, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. Specific techniques for each step, like using what-why statements and scheduling follow-up meetings, are presented to help managers delegate effectively. Overall, the document promotes delegation as a way for managers to get more work done while developing employees.
The Project Management Process - Week 8 Conflict ManagementCraig Brown
Conflict is inevitable in projects and needs to be managed effectively. The document discusses various sources of conflict in IT projects including schedules, priorities and workforce issues. It outlines different conflict handling styles such as avoiding, compromising, competing, accommodating and collaborating. The document also discusses grievance handling, stress management and the effects of stress on projects. Organizational and individual approaches are suggested to reduce stress in projects.
This document discusses 8 popular management styles: authoritarian, democratic, paternalistic, teamwork, directing, participatory, laissez-faire, and chaotic. Each style is described in terms of how managers and employees interact, the typical effects on employees, and examples of industries where each style may be effective. The chaotic style, popularized by companies like Google, gives employees freedom to work on their own ideas and innovations without managerial interference.
This document discusses various aspects of decision making. It defines decision making and provides definitions from different authors. It outlines the six steps of decision making process as collecting information on alternatives, comparing alternatives, considering what could go wrong, constructing a clear picture of the decision, compiling requirements, and choosing an alternative. It also describes different types of decisions like organizational vs personal, tactical vs strategic, programmed vs non-programmed, policy vs operative, and individual vs group decisions. Finally, it discusses various factors that affect decision making like perception, organizational issues, environmental issues, and personal and psychological factors.
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
The document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also covers modern theories like Fiedler's contingency model, Hersey and Blanchard's situational theory, and path-goal theory. Additionally, it examines the differences between transactional and transformational leadership styles. Finally, it identifies key skills needed for effective leadership like communication, problem solving, motivation, and conflict management.
This document discusses delegation of authority and decentralization. It defines delegation as the subdivision and sub-allocation of powers to subordinates to achieve effective results. There are three key elements to delegation: authority, responsibility, and accountability. While authority and responsibility can be delegated, accountability cannot. Delegation allows for multi-tasking, speedier decision-making, better coordination, and increased employee morale. However, there are also limitations to delegation from both the supervisor and subordinate perspectives. The principles of delegation and advantages and disadvantages of decentralization are also outlined.
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
Determine the roles and responsibilities of a manager.
Build up teamwork and a friendly working place.
Effective communication skills and motivation for workers.
Improve solving problem skills.
Effective time management to work successfully.
Conflict arises when individuals or groups perceive threats to their goals. Sources of IT project conflict include schedules, priorities, and workforce issues. There are various conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating. Grievances should be addressed by listening, discussing, and planning. Not dealing with grievances can harm projects. Reducing stress through improving work environments and reasonable schedules is important for team health and project success.
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
This document discusses various theories and models of leadership. It defines leadership as making sound decisions and inspiring others to perform well. It describes three main leadership styles: authoritarian, where the leader uses strong control; democratic, where the leader collaborates with followers; and laissez-faire, where the leader avoids responsibilities. Additionally, it discusses traits approaches to leadership, noting certain traits like intelligence may enhance perceived leadership abilities. Finally, it outlines Fiedler's contingency model of leadership which considers both a leader's orientation and the situation.
This document discusses perception and decision making. It explains how perception can differ between individuals and influence decision making. Attribution theory and various biases that can impact judgment are described. The rational decision making model involves 6 steps, while bounded rationality recognizes cognitive limits. Common decision making errors and when intuition is used are also outlined. Ethical criteria for decisions are contrasted.
This document summarizes the key points around conflict and negotiation from Chapter 13 of Essentials of Organizational Behavior. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also contrasts task, relationship, and process conflict, and describes the five stages of the conflict process and five conflict-handling intentions. The summary then contrasts distributive and integrative bargaining, identifies the five steps of the negotiation process, and notes there are individual differences in negotiation effectiveness related to personality, gender, and culture.
Decentralization is an organizational structure where daily operations and decision-making responsibilities are delegated to middle and lower-level managers, allowing top management to focus on major decisions. Delegation means dividing authority and powers downwards to subordinates and entrusting parts of one's job to others. For successful delegation, managers should select the right person, delegate all authority and responsibility, set clear goals, and provide regular reviews and credit. Delegation involves transferring authority from one individual to another on an individual basis, while decentralization is a wider process that involves sharing decision-making responsibilities across multiple levels of management.
This document discusses incivility and civility in the workplace. It defines incivility as rude or disrespectful behavior that lacks regard for others, while defining civility as authentic respect that requires engagement and seeking common ground. The document explores how incivility in the form of bullying can create a toxic work culture and impact productivity, increase turnover, and decrease job satisfaction. It also discusses the roles of victims, perpetrators, and witnesses in allowing incivility to persist in an organization's culture. Leadership is responsible for creating a culture of regard, role modeling positive behavior, and establishing policies to address disruptive behaviors in order to foster civility.
1) Power refers to the ability to influence others and is present in any relationship. It derives from both personal attributes like skills and reputation as well as professional attributes like controlling resources.
2) There are different types of power including legitimate, reward, coercive, expert, and referent power which come from positions, ability to give rewards, ability to punish, expertise, and respect/liking respectively.
3) Organizational politics involves influencing the distribution of advantages through activities not formally required but that are used to achieve preferred outcomes when choices are disagreeable or uncertain. Common political strategies include forming alliances, selective use of information, and networking.
This document discusses different management styles that can be used by managers to lead subordinates and achieve organizational goals. It defines management styles as the ways managers make decisions related to subordinates and identifies five main styles: autocratic, consultative, persuasive, democratic, and laissez-faire. Each style is then described in terms of how decisions are made and how subordinates are involved. The autocratic style involves unilateral decision making by the manager, while the consultative and persuasive styles involve engaging with subordinates but retaining final decision authority. The democratic style uses majority-rule decision making, and the laissez-faire style gives subordinates significant autonomy.
- Managers play key roles in organizations such as making decisions, writing reports, and attending meetings. Their responsibilities can be understood through classical and contemporary models of managerial behavior.
- Classical models describe five functions of managers: planning, organizing, coordinating, deciding, and controlling. However, behavioral models show managers behave less systematically and more informally than classical models suggest.
- Contemporary models identify three categories of managerial roles: interpersonal roles like being a figurehead or leader, informational roles like disseminating information, and decisional roles like allocating resources. Information systems have helped distribute information but provided limited assistance for decision making.
The document discusses decentralization in organizational structures. Decentralization means assigning authority and responsibility for decision making to lower levels of management. This allows for quicker decisions and better communication. An example given is Clarion University's student newspaper advertising services. Advantages of decentralization include reducing the burden on top executives, quicker decisions, growth and diversification, better communication, and developing executive skills.
This document provides guidance for managers on how to successfully delegate tasks. It discusses the importance and benefits of delegation, including reducing stress, improving time management and increasing productivity. Potential obstacles to delegation like fear of loss of control and micromanagement are addressed. The document outlines a systematic process for delegation, referred to as the IDEALS model, which includes introducing the task, demonstrating what needs to be done, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. Specific techniques for each step, like using what-why statements and scheduling follow-up meetings, are presented to help managers delegate effectively. Overall, the document promotes delegation as a way for managers to get more work done while developing employees.
The Project Management Process - Week 8 Conflict ManagementCraig Brown
Conflict is inevitable in projects and needs to be managed effectively. The document discusses various sources of conflict in IT projects including schedules, priorities and workforce issues. It outlines different conflict handling styles such as avoiding, compromising, competing, accommodating and collaborating. The document also discusses grievance handling, stress management and the effects of stress on projects. Organizational and individual approaches are suggested to reduce stress in projects.
This document discusses 8 popular management styles: authoritarian, democratic, paternalistic, teamwork, directing, participatory, laissez-faire, and chaotic. Each style is described in terms of how managers and employees interact, the typical effects on employees, and examples of industries where each style may be effective. The chaotic style, popularized by companies like Google, gives employees freedom to work on their own ideas and innovations without managerial interference.
This document discusses various aspects of decision making. It defines decision making and provides definitions from different authors. It outlines the six steps of decision making process as collecting information on alternatives, comparing alternatives, considering what could go wrong, constructing a clear picture of the decision, compiling requirements, and choosing an alternative. It also describes different types of decisions like organizational vs personal, tactical vs strategic, programmed vs non-programmed, policy vs operative, and individual vs group decisions. Finally, it discusses various factors that affect decision making like perception, organizational issues, environmental issues, and personal and psychological factors.
Delegation involves assigning tasks and responsibilities to subordinates while maintaining overall accountability. It allows managers to overcome limitations and accomplish more. There are three types of delegation - downward, upward, and sidewise. Successful delegation requires clear communication of expectations, authority, and responsibilities. While it can improve efficiency and development, some managers resist delegating due to control issues, lack of trust, or preference to do tasks themselves. Centralization and decentralization refer to how authority is distributed within an organization.
The document provides an overview of leadership theories and frameworks. It discusses classic studies on trait, behavioral, and contingency theories of leadership. It also covers modern theories like Fiedler's contingency model, Hersey and Blanchard's situational theory, and path-goal theory. Additionally, it examines the differences between transactional and transformational leadership styles. Finally, it identifies key skills needed for effective leadership like communication, problem solving, motivation, and conflict management.
This document discusses delegation of authority and decentralization. It defines delegation as the subdivision and sub-allocation of powers to subordinates to achieve effective results. There are three key elements to delegation: authority, responsibility, and accountability. While authority and responsibility can be delegated, accountability cannot. Delegation allows for multi-tasking, speedier decision-making, better coordination, and increased employee morale. However, there are also limitations to delegation from both the supervisor and subordinate perspectives. The principles of delegation and advantages and disadvantages of decentralization are also outlined.
This document provides an overview of decision making for managers. It defines decision making and explains the importance. There are several types of decisions that managers make including programmed/non-programmed, strategic/tactical/operational. Decisions can be made under conditions of certainty, risk, or uncertainty. Classical rational decision making assumes complete information while bounded rationality recognizes limits. Intuitive and creative decision making rely on experience and brainstorming. Political decision making involves compromise. Risk propensity and ethics also influence the process. Challenges include biases, escalation of commitment, and groupthink.
Determine the roles and responsibilities of a manager.
Build up teamwork and a friendly working place.
Effective communication skills and motivation for workers.
Improve solving problem skills.
Effective time management to work successfully.
Conflict arises when individuals or groups perceive threats to their goals. Sources of IT project conflict include schedules, priorities, and workforce issues. There are various conflict handling styles like avoiding, compromising, competing, accommodating, and collaborating. Grievances should be addressed by listening, discussing, and planning. Not dealing with grievances can harm projects. Reducing stress through improving work environments and reasonable schedules is important for team health and project success.
A look into the complexities of managing change, the various forms of resistance, and suggestions for leadership trying to get their staff to work with them to move the company forward.
This document discusses various theories and models of leadership. It defines leadership as making sound decisions and inspiring others to perform well. It describes three main leadership styles: authoritarian, where the leader uses strong control; democratic, where the leader collaborates with followers; and laissez-faire, where the leader avoids responsibilities. Additionally, it discusses traits approaches to leadership, noting certain traits like intelligence may enhance perceived leadership abilities. Finally, it outlines Fiedler's contingency model of leadership which considers both a leader's orientation and the situation.
This document discusses perception and decision making. It explains how perception can differ between individuals and influence decision making. Attribution theory and various biases that can impact judgment are described. The rational decision making model involves 6 steps, while bounded rationality recognizes cognitive limits. Common decision making errors and when intuition is used are also outlined. Ethical criteria for decisions are contrasted.
This document summarizes the key points around conflict and negotiation from Chapter 13 of Essentials of Organizational Behavior. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also contrasts task, relationship, and process conflict, and describes the five stages of the conflict process and five conflict-handling intentions. The summary then contrasts distributive and integrative bargaining, identifies the five steps of the negotiation process, and notes there are individual differences in negotiation effectiveness related to personality, gender, and culture.
Decentralization is an organizational structure where daily operations and decision-making responsibilities are delegated to middle and lower-level managers, allowing top management to focus on major decisions. Delegation means dividing authority and powers downwards to subordinates and entrusting parts of one's job to others. For successful delegation, managers should select the right person, delegate all authority and responsibility, set clear goals, and provide regular reviews and credit. Delegation involves transferring authority from one individual to another on an individual basis, while decentralization is a wider process that involves sharing decision-making responsibilities across multiple levels of management.
This document discusses incivility and civility in the workplace. It defines incivility as rude or disrespectful behavior that lacks regard for others, while defining civility as authentic respect that requires engagement and seeking common ground. The document explores how incivility in the form of bullying can create a toxic work culture and impact productivity, increase turnover, and decrease job satisfaction. It also discusses the roles of victims, perpetrators, and witnesses in allowing incivility to persist in an organization's culture. Leadership is responsible for creating a culture of regard, role modeling positive behavior, and establishing policies to address disruptive behaviors in order to foster civility.
1) Power refers to the ability to influence others and is present in any relationship. It derives from both personal attributes like skills and reputation as well as professional attributes like controlling resources.
2) There are different types of power including legitimate, reward, coercive, expert, and referent power which come from positions, ability to give rewards, ability to punish, expertise, and respect/liking respectively.
3) Organizational politics involves influencing the distribution of advantages through activities not formally required but that are used to achieve preferred outcomes when choices are disagreeable or uncertain. Common political strategies include forming alliances, selective use of information, and networking.
Lise Rouleau underwent a personality assessment to provide insight into her strengths and how she may perceive herself differently than how others see her. The assessment evaluated her on six attributes: self-initiative (proactive and self-managed), drive (balanced goals and concern for others), communication style (comfortable with conflict), social style (sociable and outgoing), learning style (logical and analytical), and self-perception (healthy self-confidence). The report aimed to help Lise achieve greater career success by giving her insight into these aspects of her personality.
This document is a collection of 15 photos from Flickr shared under various Creative Commons licenses. The photos show a variety of subjects including landscapes, cityscapes, plants and animals. All photos are credited to the photographer and linked back to the original on Flickr.
Một nơi an cư tuyệt vời ngay tại TP.HCM, với:
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- Đài phun nước Hy Lạp cổ điển
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Khu BBQ ngoài trời ấm áp và sôi động cho những ngày cuối tuần
Hồ bơi đẳng cấp
Đặc biệt cách dự án chỉ 300m là Aeon Mall siêu thị trọn gói nổi tiếng hàng đầu Nhật Bản lần đầu tiên có mặt tại VN
TẠi đây cuộc sống thật tuyệt vời với không gian xanh mát, trong lành mang lại những ngày dài hạnh phúc,
Tọa lạc ngay mặt tiền đường TKTQ đang mở rộng lên đến 41m…
Với vị trí hoàn hảo, tiện ích phong phú, được thiết kế thông minh và tinh tế trong từng không gian kiến trúc,
An Gia Garden khu dân cư biệt lập đẳng cấp hàng đầu Tân Phú.
The Birkman Career Management Report provides a comprehensive personality and career assessment to help individuals understand themselves and identify careers that may provide good fit and satisfaction. The report includes sections on usual style, motivational needs, stress behaviors, preferred activities, ideal work environment, and top job matches. It uses color coding and descriptions to communicate complex personality and career information in a simplified way to help people apply the insights to career management.
This document provides information about Daniel Miller's results on the Innermetrix Values Index assessment. The assessment measures seven dimensions of motivation: Aesthetic, Economic, Individualistic, Political, Altruist, Regulatory, and Theoretical. Daniel's profile shows he has a very low score on Aesthetic, indicating he is more focused on practical functionality over form or aesthetics. He has a very high score on Economic, meaning he is very competitive and bottom-line oriented. His other scores fall in the average range. The document provides insights into Daniel's motivations and how to maximize his performance based on his values.
This document reports on findings from a study on decision styles and their influence on leadership and engagement. It summarizes that:
1) There are four main decision styles (Decisive, Flexible, Hierarchic, Integrative) based on how much information people use and their focus, which can influence performance depending on the situation.
2) A study of 180,000 managers found different decision style profiles were most successful at different levels of leadership, showing styles must change to fit the requirements of higher roles.
3) Participants' own styles influenced what qualities they saw as good or bad in past leaders, valuing styles similar to their own.
The document provides information about Nenita Caceres' DISC behavioral assessment results. It includes:
1) A summary of Nenita's natural and adaptive behavioral styles based on the DISC model, which assesses decisiveness, interaction, stability, and caution.
2) Background information on the DISC assessment and explanations of high and low scores on each of the four dimensions.
3) Details of Nenita's specific scores on the dimensions of decisiveness, interaction, stability, and caution, including traits associated with her scores.
4) An overview of Nenita's natural behavioral style pattern and adaptive style pattern based on her DISC results.
This document provides information about Rishi Sen Gupta's behavioral style profile based on an assessment called the DISC Index. It includes the following key points:
1. The DISC Index is based on research by Dr. William Marston identifying four behavioral dimensions: Dominance, Influence, Steadiness, and Conscientiousness.
2. The report compares Rishi's natural behavioral style to his adaptive style, providing scores in each of the four dimensions.
3. It explains that the natural style is how one behaves authentically, while the adaptive style is how one behaves when feeling observed or aware of behavior. The natural style is generally less stressful.
This document provides information about an Innermetrix DISC Index report for an individual named crystal briseno. It includes a summary of Dr. William Marston's research on four behavioral dimensions and how this DISC Index uses those dimensions to provide insight into an individual's behavioral style. The document also previews some of the sections that will be included in crystal briseno's full DISC Index report, such as analyses of her natural and adaptive behavioral styles, behavioral strengths and motivations, communication tips, and areas for potential improvement.
This document is a summary of an individual's behavioral style assessment results based on the DISC model. The assessment measures four dimensions of behavior: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). The summary provides the individual's natural and adaptive scores on each dimension to understand how their behavior differs depending on the situation. It also includes an overview of the DISC model and how it can provide insights into communication style, work preferences, and areas for continuous improvement.
The document provides information about Daniel Miller's DISC behavioral assessment results. It includes a summary of his natural and adaptive behavioral styles, with charts showing his scores on the scales of Decisive, Interactive, Stabilizing, and Cautious behaviors. The document also provides descriptions of Daniel's tendencies and preferences based on his individual scores on each of the four scales.
This document provides a summary of Heather Tracey's DISC behavioral assessment results. It discusses how the DISC model is based on Dr. William Marston's research into four dimensions of behavior: Dominance (D), Influence (I), Steadiness (S), and Conscientiousness (C). The summary then provides details on Heather's natural and adaptive behavioral styles for each dimension based on her assessment results, including graphs comparing her natural vs adaptive scores. It also outlines what each of her DISC scores indicate about her behavioral preferences and tendencies.
The Birkman Career Management Report provides a personality assessment to help understand one's self and how they relate to others. It analyzes usual style, motivational needs, stress behaviors, preferred activities, ideal work environment, and top/bottom job matches. The report aims to simplify complex information about someone's career fit and potential. It identifies roles and environments most likely to provide satisfaction through assessing behavioral tendencies.
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
This document discusses an Innermetrix DISC behavioral assessment report for an individual named Tonya Morris. It provides background on the DISC model, which is based on the four dimensions of Decisiveness (D), Interactive (I), Stability (S), and Cautious (C). The summary compares Tonya's natural behavioral style to her adaptive style. Her natural Interactive score is high, while her natural Decisiveness score is low. The document also outlines what is included in Tonya's full DISC report.
Leadership Grid - Power to Change by Nadeem RehmatNadeemRehmat
The document discusses the Leadership Grid theory and the 9,9 leadership style. It describes the 9 key characteristics of the 9,9 style: high concern for both people and results, promotion of openness and candor, focus on sound ideas rather than people, seeking involvement of affected parties, and building mutual trust and respect. The 9,9 style integrates these characteristics to achieve high performance through collaborative teams built on strong relationships. However, developing true 9,9 leadership requires addressing underlying attitudes and overcoming past experiences through meaningful organizational change.
This document provides information about an individual's behavioral style based on an assessment called the DISC index. It includes a comparison of their natural and adaptive behavioral styles. Their natural style reflects how they behave most comfortably without thinking about it, while their adaptive style is how they modify their behavior when conscious of it or trying to fit a situation. The report then analyzes each of the four components of their behavioral style - Decisive, Interactive, Stabilizing, and Cautious - to understand how they approach problems, people, pace, and procedures. It provides insights to help them understand their strengths and opportunities for development.
LDR 531 Final Exam 2017 Questions and Answers | UOP Organizational leadershipstudent ehelp
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This document provides an overview and introduction to Brooke Denton's Innermetrix Values Index report. It describes how the Values Index examines seven dimensions of motivation based on the research of Dr. Eduard Spranger and Gordon Allport. It also provides an executive summary of Brooke's scores on each of the seven dimensions and insights into how to maximize her performance based on her motivators and drivers.
The document provides a summary of Michael Jones' DISC behavioral assessment:
1. The assessment found that Michael has a very high score in the Decisive (D) dimension, indicating that he is results-oriented and direct in his communication.
2. He scored moderately high in the Interactive (I) dimension, showing that he prefers working with others and is talkative.
3. Michael's score was moderately low in the Stabilizing (S) dimension, meaning he prefers a flexible work environment with variety and mobility.
4. His Cautious (C) score was high average, indicating he likes structure, order, and following proper procedures.
This document discusses ways to build accountable teams. It defines accountability as taking responsibility for one's actions and their consequences. It notes there are three meanings: accountability, responsibility, and commitment. It then outlines six tracks to develop accountability: 1) extending the perimeter of accountability; 2) developing empowerment; 3) developing a results-oriented culture; 4) encouraging innovation and risk-taking; 5) developing agility; and 6) redefining the manager's role to focus on communication, confidence, creation, and competency development through coaching. The overall message is that accountability is a process that requires empowering teams and focusing on collective goals and mutual accountability.
This document provides information about an individual's behavioral style based on an assessment called the DISC index. It includes a summary of their natural and adaptive behavioral styles. Their natural style reflects how they behave most comfortably without thinking about it, while their adaptive style is how they modify their behavior when they feel they are being observed. The document then analyzes each of the four DISC dimensions - Decisiveness, Interaction, Stability, and Cautiousness - that make up an individual's overall behavioral style profile.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.