Assumptions About People Exercise

Please complete the attached exercise,







Instructions · Assign a weight from 0 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. Assumptions about People · Kolb, David A., Irwin M. Rubin, and James McIntyre. Organizational Psychology: An Experimental Approach. 2nd ed. Englewood Cliffs: Prentice-Hall, 1974. 241-242. · A. It’s only human nature for people to do as little work as they can get away with. · B. When people avoid work, it’s usually because their work has been deprived of its meaning. · C. If employees have access to any information they want, they tend to have better attitudes and behave more responsibly. · D. If employees have access to more information than they need to do their immediate tasks, they will usually misuse it. · 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. · F. Asking employees for their ideas broadens their perspective and results in the development of useful suggestions. · G. If people don’t use much imagination and ingenuity on the job, it’s probably because relatively few people have much of either. · H. Most people are imaginative and creative but may not show it because of limitations imposed by supervision and the job. · I. People tend to raise their standards if they are accountable for their own behavior and for correcting their own mistakes. · J. People tend to lower their standards if they are not punished for their misbehaviors and mistakes. · K. It’s better to give people both good and bad news because most employees want the whole story, no matter how painful. · L. It’s better to withhold unfavorable news about business because most employees really want to hear only the good news. · M. Because a supervisor is entitled to more respect than those below him in the organization, it weakens his prestige to admit that a subordinate was right and he or she was wrong. · 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. · O. If you give people enough money, they are less likely to be concerned with such intangibles as responsibility and recognition. · P. If you give people interesting and challenging work, they are less likely to complain about such things as pay and benefits. · Q. If people are allowed to set their own goals and standards of performance, they tend to set them higher than the boss would. · R. If people are allowed to set their own goals and standards of performance, they tend to set them lower than the boss would. · 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. · T. The more knowledge and freedom a person has regarding his or her job, the fewer controls are needed to insure satisfactory job performance. Math: Add your points from a, d, e, g, j, l, m, o, r, and s and total here _________. Add your points from b, c, f, h, i, k, n, p, q, and t and total here _________. In Lesson 2, you will get the interpretation of those results. Instructions · Assign a weight from 0 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. Assumptions about People · Kolb, David A., Irwin M. Rubin, and James McIntyre. Organizational Psychology: An Experimental Approach. 2nd ed. Englewood Cliffs: Prentice-Hall, 1974. 241-242. · A. It’s only human nature for people to do as little work as they can get away with. · B. When people avoid work, it’s usually because their work has been deprived of its meaning. · C. If employees have access to any information they want, they tend to have better attitudes and behave more responsibly. · D. If employees have access to more information than they need to do their immediate tasks, they will usually misuse it. · 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. · F. Asking employees for their ideas broadens their perspective and results in the development of useful suggestions. · G. If people don’t use much imagination and ingenuity on the job, it’s probably because relatively few people have much of either. · H. Most people are imaginative and creative but may not show it because of limitations imposed by supervision and the job. · I. People tend to raise their standards if they are accountable for their own behavior and for correcting their own mistakes. · J. People tend to lower their standards if they are not punished for their misbehaviors and mistakes. · K. It’s better to give people both good and bad news because most employees want the whole story, no matter how painful. · L. It’s better to withhold unfavorable news about business because most employees really want to hear only the good news. · M. Because a supervisor is entitled to more respect than those below him in the organization, it weakens his prestige to admit that a subordinate was right and he or she was wrong. · 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. · O. If you give people enough money, they are less likely to be concerned with such intangibles as responsibility and recognition. · P. If you give people interesting and challenging work, they are less likely to complain about such things as pay and benefits. · Q. If people are allowed to set their own goals and standards of performance, they tend to set them higher than the boss would. · R. If people are allowed to set their own goals and standards of performance, they tend to set them lower than the boss would. · 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. · T. The more knowledge and freedom a person has regarding his or her job, the fewer controls are needed to insure satisfactory job performance. Math: Add your points from a, d, e, g, j, l, m, o, r, and s and total here _________. Add your points from b, c, f, h, i, k, n, p, q, and t and total here _________. In Lesson 2, you will get the interpretation of those results.