Reference no: EM132289871

Following are 12 situations. Select the one alternative that most closely describes what you would do in each situation.

Don't be concerned with trying to pick the right answer; select the alternative you would really use.

Circle a, b, c, or d. (Ignore the C preceding each situation and the S following each answer choice; these will be explained later in Skill-Builder 12.2 on p. 397.)

1. C ____ Your rookie crew seems to be developing well. Their need for direction and close supervision is diminishing. What do you do?
a. Stop directing and overseeing performance unless there is a problem. S _____
b. Spend time getting to know the members personally, but make sure they maintain performance
levels. S _____
c. Make sure things keep going well; continue to direct and oversee closely. S _____
d. Begin to discuss new tasks of interest to them. S _____

2. C ____ You assigned Jill a task, specifying exactly how you wanted it done. Jill deliberately ignored your directions and did it her way. The job will not meet the customer's standards. This is not the first problem you've had with Jill. What do you decide to do?
a. Listen to Jill's side but be sure the job gets done right. S _____
b. Tell Jill to do it again the right way, and closely supervise the job. S _____
c. Tell her the customer will not accept the job and let Jill handle it her way. S _____
d. Discuss the problem and solutions to it. S _____

3. C ____ Your employees work well together and are a real team; the department is the top performer in the organization. Because of traffic problems, the president has approved staggered hours for departments. As a result, you can change your department's hours. Several of your workers are in favor of changing. What action do you take?

a. Allow the group to decide the hours. S _____
b. Decide on new hours, explain why you chose them, and invite questions. S _____
c. Conduct a meeting to get the group members' ideas. Have them select new hours together, with your approval. S _____
d. Send out a memo stating the hours you want. S _____

4. C ____ Bill, a new employee you hired, is not performing at the level expected after a month's training.
Bill is trying, but he seems to be a slow learner. What do you decide to do?
a. Clearly explain what needs to be done and oversee his work. Discuss why the procedures are important; support and encourage him. S _____
b. Tell Bill that his training is over and it's time to pull his own weight. S _____
c. Review task procedures and supervise his work closely. S _____
d. Inform Bill that his training is over and that he should feel free to come to you if he has any prob- lems. S _____

5. C ____ Helen has had an excellent performance record for the past 5 years. Recently you have noticed a drop in the quality and quantity of her work. She has a family problem. What do you do?
a. Tell her to get back on track and closely supervise her. S _____
b. Discuss the problem with Helen. Help her realize that her personal problem is affecting her work.Discuss ways to improve the situation. Be supportive and encourage her. S _____
c. Tell Helen you're aware of her productivity slip and that you're sure she'll work it out soon. S _____
d.Discuss the problem and solution with Helen and supervise her closely. S _____

6. C ____ Your organization does not allow smoking in certain areas. You just walked by a restricted area and saw Joan smoking. She has been with the organization for 10 years and is a very productive worker. Joan has never been caught smoking before. What action do you take?
a. Ask her to put the cigarette out; then leave. S _____
b. Discuss why she is smoking and what she intends to do about it. S _____
c. Give her a lecture about not smoking and check up on her in the future. S _____
d. Tell her to put the cigarette out, watch her do it, and tell her you will check on her in the future. S _____

7. C ____ Your employees usually work well together with little direction. But recently, a conflict between Sue and Tom has caused problems. What action do you take?
a. Call Sue and Tom together and make them realize how this conflict is affecting the department. Discuss how to resolve it and how you will check to make sure the problem is solved. S _____
b. Let the group resolve the conflict. S _____
c. Have Sue and Tom sit down and discuss their conflict and how to resolve it.
Support their efforts to implement a solution. S _____
d. TellSueandTomhowtoresolvetheirconflict,andcloselysupervisethem.S_____

8. C ____ Jim usually does his share of the work with some encouragement and direction. However, he has migraine headaches occasionally and doesn't pull his weight when this happens. The others resent doing Jim's work. What do you decide to do?

a. Discuss his problem and help him come up with ideas for maintaining his work; be supportive. S _____
b. Tell Jim to do his share of the work and closely watch his output. S _____
c. Inform Jim that he is creating a hardship for the others and should resolve the
problem by himself. S _____
d. Besupportivebutsetminimumperformancelevelsandensurecompliance.S_____

9. C _____ Barbara, your most experienced and productive worker, has come to you with a detailed idea that could increase your department's productivity at a very low cost. She can do her present job and this new assignment. You think it's an excel- lent idea. What do you do?
a. Set some goals together. Encourage and support her efforts. S _____
b. Set up goals for Barbara. Be sure she agrees with them and sees you as being
supportive of her efforts. S _____
c. TellBarbaratokeepyouinformedandtocometoyouifsheneedsanyhelp.S_____
d. Have Barbara check in with you frequently so that you can direct and supervise her activities. S _____

10. C _____ Your boss asked you for a special report. Frank, a very capable worker who usually needs no direction or support, has all the necessary skills to do the job. However, Frank is reluctant because he has never done a report. What do you do?
a. Tell Frank he has to do it. Give him direction and supervise him closely. S _____
b. Describe the project to Frank and let him do it his own way. S _____
c. Describe the benefits to Frank. Get his ideas on how to do it and check his progress. S _____
d. Discuss possible ways of doing the job. Be supportive; encourage Frank. S _____

11. C ____ Jean is the top producer in your department. However, her monthly reports are constantly late, and they contain errors. You are puzzled because she does everything else with no direction or support. What do you decide to do?
a. Go over past reports, explaining exactly what is expected of her. Schedule a meeting so that you can review the next report with her. S _____
b. Discuss the problem with Jean and ask her what can be done about it; be sup- portive. S _____
c. Explain the importance of the report. Ask her what the problem is. Tell her that you expect the next report to be on time and error free. S _____
d. Remind Jean to get the next report in on time without errors. S _____

12. C _____ Your workers are very effective and like to participate in decision making. A consultant was hired to develop a new method for your department using the latest technology in the field. What do you do?
a. Explain the consultant's method and let the group decide how to implement it. S _____
b. Teachtheworkersthenewmethodandsupervisethemcloselyastheyuseit.S_____
c. Explain to the workers the new method and the reasons it is important. Teach them the method and make sure the procedure is followed. Answer questions. S _____
d. Explain the new method and get the group's input on ways to improve and implement it. S _____

To determine your preferred management style, circle the letter you selected for each situation.

Add up the number of circled items per column. The column with the most items circled suggests your preferred management style. Is this the style you tend to use most often? We will explain each style in this section.

Your management style flexibility is reflected in the distribution of your answers. The more evenly distributed the numbers, the more flexible your style. A total of 1 or 0 for any column may indicate a reluctance to use that style.

Attachment:- Management Style.rar