Self Assessment results

Your Score for A 21st Century Manager

Your total points: 7.5

The Scoring

One point for each Strong answer, and 1/2 point for each Good answer. No points are awarded for Weak answers or Unsure answers.

The Interpretation

This assessment offers a self-described profile of your management foundations (PMF). Are you a perfect 10, or is your PMF score something less than that? There shouldn't be too many 10s around. Ask someone who knows you to assess you on this instrument. You may be surprised at the differences between your PMF score as self-described and your PMF score as described by someone else. Most of us, realistically speaking, must work hard to grow and develop continually in these and related management foundations.

This is a good starting point as you consider where and how to further pursue the development of your managerial skills and competencies. The items on the list are recommended by the American Assembly of Collegiate Schools of Business (AACSB) as skills and personal characteristics that should be nurtured in college and university students of business administration. Their success--and yours--as 21st-century managers may well rest on (1) an initial awareness of the importance of these basic management foundations and (2) a willingness to strive continually to strengthen them throughout the work career.

Your Organizational Culture Preference

The Scoring:

Your score indicates you favor the baseball team .

These labels identify the four different cultures:

1 = "baseball team"	A culture that values talent, entrepreneurial activity, and performance over commitment; one that offers large financial rewards and individual recognition.
2 = "the club"	A culture that stresses loyalty, working for the good of the group, and getting to know the right people; one that believes in "generalists" and "step-by-step career progress.
3 = "the fortress"	A culture that offers little job security; one that operates with a survival mentality, stresses that every individual can make a difference, and focuses attention on "turn-around" opportunities.
4 = "the academy"	A culture that values long-term relationships; one that emphasizes systematic career development, regular training, and advancement based on gaining functional expertise.

The Interpretation

To some extent, your future career success may depend on working for an organization in which there is a good fit between you and the prevailing corporate culture. This assessment can help you learn how to recognize various cultures, evaluate how well they can serve your needs, and recongize how they may change with time. A risk taker, for example, may be out of place in a "club" but fit right in with a "baseball team." Someone who wants to seek opportunities wherever they may occur may be out of place in an academy" but fit right in with a "fortress."

Decision Making Biases

Your Choices	Explanation
(a) driving a car on a 400-mile trip	1. Availability Heuristic - Many people respond that flying in a commercial airliner is far riskier than driving a car. The media's tendency to sensationalize airplane crashes contributes to this perception. In actuality, the safety record for flying is far better than that for driving. Thus, this example demonstrates that a particularly vivid event will systematically influence the probability assigned to that type of event by an individual in the future. This bias is an example of the availability heuristic; it occurs because vivid events are more easily remembered and consequently more available when making judgements.

(b) that have 'r' as the third letter	2. Availability Heuristic - If you responded "start with an r," you have joined the majority. Unfortunately this is the incorrect answer. People typically solve this problem by first recalling words that begin with r and words that have an r as the third letter. The relative difficulty of generating words in each of these two categories is then assessed. If we think of our minds as being organized like a dictionary, it is easier to find lots of words that start with an r -- they are more readily available. The dictionary, and our minds, are less efficient at finding words that follow a rule that is inconsistent with the organizing structure - like words that have an r as the third letter.

(b) with a management consulting firm	3. Representativeness Heuristic - Most people will choose "a" because they approach the problem by analyzing the degree to which Mark is representative of their image of individuals who take jobs in each of the two areas. However, when you reconsider the problem in light of the fact that a much larger number of MBAs take jobs in management consulting -relevant information that should enter into any reasonable prediction of Mark's career path - then it is only reasonable to pick "b."

(b) incorrect	4. Representativeness Heuristic - Many people pick "a" despite the fact that the performance of the first four sales directors will not directly affect the performance of the fifth. Most individuals frequently rely upon their intuition and the representativeness heuristic and incorrectly conclude that a poor performance is unlikely because the probability of getting five "lemons" in a row is extremely low. Unfortunately, this logic ignores the fact that we have already witnessed four "lemons" (an unlikely occurrence) and the performance of the fifth sales director is independent of that of the first four.

$ 50000	5. Anchoring and Adjustment Heuristic - Was your answer affected by the chemist's response? Although most people will deny that it did, individuals are generally affected by the fairly irrelevant information given by the chemist. Reconsider how you would have would have responded if the chemist's estimate was $85,000. Studies have found that people develop estimates by starting from an initial anchor, based on whatever information is provided, and adjusting from there to yield a final answer.

	*Interpretation*
	Each of the preceding questions examines your tendency to use a different judgment heuristic. Heuristics are "simplifying strategies, or rules of thumb" used by people to assist in making decisions.

Theory X and Y

Your X score is 7
Your Y score is 5

Scoring

The number of "yes" responses for items 1, 4, 6, 8, 9, 10, and 12 provided your "X" score. The number of "yes" responses to items 2, 3, 5, 7, 11, 13, and 14 provided your "Y" score.

Interpretation

This assessment sheds insight into your orientation toward Douglas McGregor's Theory X (your "X" score) and Theory Y (your "Y" score) assumptions. You should review the discussion of McGregor's thinking in the text and consider further ways in which you are likely to behave toward other people at work. Think, in particular, about the types of "self-fulfilling prophecies" you are likely to create.

Cultural Attitudes Inventory

	Your Scores:
	Masculinity-Femininity		3.22
	Individualism-Collectivism		3
	Uncertainty Avoidance		4.2
	Power Distance		2

The Scoring

Your responses to items 1-9 were totalled and divided by 9, giving you the MF score. Your responses to items 10-14 were totalled and divided by 5 resulting in an IC score. Responses to items 15-19 were summed and divided by 5 giving you a UA score. Finally, items 20-25 were totalled and divided by 6 with a PD score.

Read Scores as Follows:

MAS/FEM: 1= Low masculinity (high in feminism) 5= High masculinity (low
in feminism)

IDV/COL: 1= High in individualism (low in collectivism) 5= Low
individualism (high in collectivism)

UA: 1= low in uncertainty avoidance 5= High in uncertainty avoidance

PD: 1= low in power distance 5=High in power distance

NOTE! The IC score is in a reverse direction than the other scales, meaning low numbers in IC are associated with high Individuality. Higher scores on the IC score are associated with high Collectivism.

The Interpretation

Each of these scores corresponds to one of Hofstede's dimension of national culture: MF = masculinity-femininity; IC = individualism-collectivism; UA = uncertainty avoidance; PD = power distance. His research shows that various "national" cultures of the world score differently on these dimensions. Consider how closely your scores may represent your national culture. What are the implications of your score for your work as a manager? Compare yourself to these scores from a sample of United States and Mexican students:

	U.S.	Mexican	Your Scores
MF	2.78	2.75	3.22
IC	2.19	3.33	3
UA	3.41	4.15	4.2
PD	1.86	2.22	2

Global Readiness

Your Global Mindset score is 4.25
Your Global Knowledge score is 4.33
Your Global Work Skills score is 4.33

Scoring

The goal is to score as close to a perfect "5" as possible on each of the three dimensions of global readiness. Items 1, 2, 3, and 4 are totaled and then divided by 4 to determine your "Global Mindset" score. Items 5, 6, and 7 are totaled and then divided by 3 to determine your "Global Knowledge" score. And items 8, 9, and 10 are totaled and then divided by 3 to determine your "Global Work SKills" score.

Interpretation

To be successful in the 21-st century work environment, you must be comfortable with the global economy and the cultural diversity that it holds. This requires a global mindset that is receptive to and respectful of cultural differences, global knowledge that includes the continuing quest to know and learn more about other nations and cultures, and global work skills that allow you to work effectively across cultures.

Diversity Awareness

Your Scores:

The Scoring

There are no correct answers for the Diversity Awareness Checklist.

The Interpretation

In the diversity checklist, the key issue is the extent to which you are "sensitive" to diversity issues in the workplace or university. Are you comfortable with your responses? How do you think others in your class responded? Why not share your responses with others and examine different viewpoints on this important issue?

Your Intuitive Ability

Your Intuitive Score is 5

The Scoring

The number of "a" responses for questions 1, 3, 5, 6 and 11 are totaled to give you an A score. The total number of "b" responses from questions 2, 4, 7, 8, 9, 10 and 12 are collected to provide a B score. Your "a" and "b" scores are then added to give you your intuitive score. The highest intuitive score is 12; the lowest is 0.

The Interpretation

In his book Intuition in Organizations (Newbury Park, CA: Sage, 1989), pp. 10-11, Weston H. Agor states: "Traditional analytical techniques...are not as usefull as they once were for guiding major decisions...If you hope to be better prepared for tomorrow, then it only seems logical to pay some attention to the use and development of intuitive skills for decision making."

Agor developed the prior survey to help people assess their tendencies to use intuition in decision making. Your score offers a general impression of your strength in this area. It might need to further develop your skill and comfort with more intuitive decision approaches.

Entrepreneurship Orientation

Your Score: 76

The Scoring

You were given 10 points for each of the following answers: 1a, 2a, 3c, 4a, 5a, 6a, 7c, 8a, 9c, 10c, 11b, and 12c. You were given 8 points for each of the following answers: 3b, 8b, and 9b. You were given 6 points for 2b and 5b. You were given 5 points for 1b. You were given 4 points for 5c. Two points were given for: 2c, 3a, 4b, 6c, 9d, 10b, 11a, and 12b. Any other answered were given 0 points.

The Interpretation

This assessment offer an impression of your entrepreneurship profile, or EP. It compares your characteristics with those of typical entrepreneurs. Your instructor can provide further information on each question, as well as some additional insight into the background of entrepreneurs. You may locate your EP score on the following grid.

100 +	=	Entrepreneur extraordinaire
80-99	=	Entrepreneur
60-79	=	Potential entrepreneur
0-59	=	Entrepreneur in the rough

Who's in Control?

Your score is 6

The Scoring

Give 1 point for 1b, 2a, 3a, 4b, 5b, 6a, 7a, 8a, 9b, 10a.

8 - 10 =	high internal locus of control
6 - 7 =	moderate internal locus of control
5 =	mixed locus of control
3 - 4 =	moderate external locus of control
Under 3 =	high external locus of control

The Interpretation

This instrument offers an impression of your tendency toward an internal locus of control or external locus of control. Persons with a high internal locus of control tend to believe they have control over their own destinies. They may be most responsive to opportunities for greater self-control in the workplace. Persons with a high external locus of control tend to believe that what happens to them is largely in the hands of external people or forces. They may be less comfortable with self-control and more responsive to external controls in the workplace.