Questionnaire Management styles

Instruction: Choose the action that you would prefer to do in the situations
described below.

After completing the questionnaire, transfer your responses to the matrix at

1. Situation
The performance of your unit is declining rapidly. Your subordinates are not
responding lately to your friendly conversation and obvious concern for their
welfare.

Alternative Actions
A. Emphasise the use of uniform procedures and the necessity for
task accomplishment.
B. Make yourself available for discussion but don't push your
involvement.
C. Talk with subordinates and then set goals.
D. Intentionally do not intervene.

2. Situation
The observable performance of your group is increasing. You have been making
sure that all members were aware of their responsibilities and expected
standards of performance.

Alternative Actions
A. Engage in friendly interaction, but continue to make sure that all
members are aware of their responsibilities and expected
standards of performance.
B. Take no definite action.
C. Do what you can to make the group feel important and involved.
D. Emphasise the importance of deadlines and tasks.

3. Situation
Members of your group are unable to solve a problem themselves. You have
normally left them alone. Group performance and interpersonal relations have
been good.

Alternative Actions
A. Work with the group and together engage in problem solving.
B. Let the group work it out.
C. Act quickly and firmly to correct and redirect.
D. Encourage group to work on problem and be supportive of their

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 efforts.

4. Situation
You are considering a change. Your subordinates have a fine record of
accomplishment. They respect the need for change.

Alternative Actions
A. Allow group involvement in developing the change, but don't be
too directive.
B. Announce changes and then implement with close supervision.
C. Allow group to formulate its own direction.
D. Incorporate group recommendations, but you direct the change.

5. Situation
The performance of your group has been dropping during the last few months.
Members have been unconcerned with meeting objectives. Redefining roles and
responsibilities has helped in the past. They have continually needed reminding
to have their tasks done on time.

Alternative Actions
A. Allow group to formulate its own direction.
B. Incorporate group recommendations, but see that objectives are
met.
C. Redefine roles and responsibilities and supervise carefully.
D. Allow group involvement in determining roles and responsibilities
but don't be too directive.

6. Situation
You stepped into an efficiently run organisation. The previous manager tightly
controlled the situation, but would like to begin humanizing the environment.

Alternative Actions
A. Do what you can to make group feel important and involved.
B. Emphasise the importance of deadlines and tasks.
C. Intentionally do not intervene.
D. Get group involved in decision-making, but see that objectives are
met.

7. Situation
You are considering changing to a structure that will be new to your group.
Members of the group have made suggestions about needed change. The group
has been productive and demonstrated flexibility in its operations.

Alternative Actions
A. Define the change and supervise carefully.

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 B. Participate with the group in developing the change but allow
members to organise the implementation.
C. Be willing to make changes as recommended, but maintain control
of implementation.
D. Avoid confrontation; leave things alone.

8. Situation
Group performance and interpersonal relations are good. You feel somewhat
unsure about your lack of direction of the group.

Alternative Actions
A. Leave the group alone.
B. Discuss the situation with the group and then you initiate
necessary changes.
C. Take steps to direct subordinates toward working in a well-defined
manner.
D. Be supportive in discussing the situation with the group but not too
directive.

9. Situation
Your superior has appointed you to head a task force that is far overdue in
making requested recommendations for change. The group is not clear on its
goals. Attendance at sessions has been poor. Their meetings have turned into
social gatherings. Potentially they have the talent necessary to help.

Alternative Actions
A. Let the group work out its problems.
B. Incorporate group recommendations, but see that objectives are
met.
C. Redefine goals and supervise carefully.
D. Allow group involvement in setting goals, but don't push.

10. Situation
Your subordinates, usually able to take responsibility, are not responding to your
recent redefining of standards.

Alternative Actions
A. Allow group involvement in redefining standards, but don't take
control.
B. Redefine standards and supervise carefully.
C. Avoid confrontation by not applying pressure, leave situation
alone.
D. Incorporate group recommendations, but see that new standards
are met.

11. Situation
You have been promoted to a new position. The previous manager was
uninvolved in the affairs of the group. The group has adequately handled its

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tasks and direction. Group inter-relations are good.

Alternative Actions
A. Take steps to direct subordinates toward working in a well-defined
manner.
B. Involve subordinates in decision-making and reinforce good
contributions.
C. Discuss past performance with group and then you examine the
need for new practices.
D. Continue to leave group alone.
12. Situation
Recent information indicates some internal difficulties among subordinates. The
group has a remarkable record of accomplishment. Members have effectively
maintained long-range goals. They have worked in harmony for the past year.
All are well qualified for the task.

Alternative Actions
A. Try out your solution with subordinates and examine the need for
new practices.
B. Allow group members to work it out themselves.
C. Act quickly and firmly to correct and redirect.
D. Participate in problem discussion while providing support for
subordinates.

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 Manager Effectiveness and Adaptability Description
DIRECTIONS FOR SCORING
Circle the letter that you have chosen for each situation.

Alternative Actions (1) (2) (3) (4)

1 A C B D

2 D A C B

S 3 C A D B

I 4 B D A C

T 5 C B D A

U 6 B D A C

A 7 A C B D

T 8 C B D A

I 9 C B D A

O 10 B D A C

N 11 A C B D

S 12 C A D B

Sub-total
of columns

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