Instructions - Assign a weight from o to 10 to EACH STATEMENT IN EACH PAIR to show the relative strength of your belief in the statement. - The points assigned for each pair must total 10. - Be as honest with yourself as possible and resist the natural tendency to respond as you would "like to think things are.\" - This instrument is not a test. There are no right or wrong answers. It is designed to be a stimulus for personal reflection and dialogue. 4 A. It's only human nature for people to do as little work as they can get away with. 6 B. When people avoid work, it's usually because theirwork has been deprived of its meaning. 7 C. If employees have access to any information they want, they tend to have better attitudes and behave more responsibly. 3 D. It employees have access to more information than they need to do their immediate tasks, they will usually misuse it. 3 E. One problem in asking for the ideals of employees is that their perspective is too limited for their suggestions to be of much practical value. 7 F. Asking employees for theirideas broadens their perspective and results in the development of useful suggestions. 3 G. If people don't use much imagination and ingenuity on the job, it's probably because relatively few people have much of either. 7 H. Most people are imaginative and creative but may not show it because of limitations imposed by supervision and thejob. 4 I. People tend to raise their standards it they are accountable for their own behavior and for correcting their own mistakes. 6 J. People tend to lower their standards it they are not punished for their misbehaviors and mistakes. 8 K. It's better to give people both good and bad news because most employees want the whole story, no matter how painful. 2 L. It's better to withhold unfavorable news about business because most employees really want to hear only the good news. 2 M. Because a supervisor is entitled to more respect than those below him in the organization, it weakens Kolb. David A., Irwin M. Rubin, and James McIntyre. his prestige to admit that a subordinate was right and he or she was wrong. 8 N. Because people at all levels are entitled to equal respect, a supervisor's prestige is increased when he or she supports this principle by admitting a subordinate was right and he or she was wrong. 5 0. If you give people enough money, they are less likely to be concerned with such intangibles as responsibility and recognition. 5 P. If you give people interesting and challenging work, they are less likely to complain about such things as pay and benets. 3 Q. If people are allowed to set their own goals and standards of per'ormance, they tend to set them higher than the boss would. 7 R. If people are allowed to set their own goals and standards of per'ormance. they tend to set them lower than the boss would. 2 S. The more knowledge and freedom a person has regarding his or her job. the more controls are needed to keep him or her in line. 8 . The more knowledge and freedom a person has regarding his or her job, the fewer controls are needed to insure satisfactoryiob performance. Math: Add your points from a, d, e, g, j, I, m, o, r, and s and total here 37 . Add your points from b, c, f, h, i, k, n, p. q. and t and total here _63 . In week 3's PLP Blog Prompt, you will get the interpretation of those results. Organizational Psychology: An Experimental Approach. 2\"'1 ed. Englewood Cliffs: Prentice-Hall, 19?4. 241-242
