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APPENDIX
Interpretations of Skills
Self-Assessment
Instruments
Chapter 1: How Do I Rate as a Manager?
Chapter 2: Global Awareness
Chapter 3: Goal-Setting Questionnaire
Chapter 4: Decision-Making Styles
Chapter 5: An Entrepreneurial Quiz
Chapter 6: Delegation Aptitude Survey
Chapter 7: Innovation and Learning Styles
Chapter 8: What Do Students Want from Their Jobs?
Chapter 9: Personality Types at Work
Chapter 10: Assessing Your Needs
Chapter 11: Managerial Leader Behavior Questionnaire
Chapter 12: Gender Communications Quiz
Chapter 13: Using Teams
Chapter 14: Understanding Control
Chapter 15: Defining Quality and Productivity
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CHAPTER 1: HOW DO I RATE AS A MANAGER?
Your Total Score for each section provides you with a general evaluation of your perfor-
mance on that function. If your Total Score on a section is 40–50, you are doing quite
well. A score of 30–40 suggests the need for some improvement. A score of less than 30
suggests a strong need for improvement. At the end of the course, if you have partici-
pated in any group activities in which you incorporated any of these areas, take this
assessment again to see if your score has improved.
CHAPTER 2: GLOBAL AWARENESS
All the statements are true. Thus, your score should be close to 40. The closer your score
is to 40, the better you understand the global context of organizational environments.
The closer your score is to 10, the less you understand the global context. See the follow-
ing explanations:
1. Slurping your soup or noodles is good manners in both public and private set-
tings. It shows enjoyment and appreciation of the quality.
2. Korean managers use “divide-and-rule” to encourage competition among subor-
dinates. They maintain maximum control and subordinates report directly to
them, ensuring the managers know more than their subordinates.
3. Public discussions of business dealings are considered inappropriate. Many
American firms have been shut out of deals with Chinese firms due to discuss-
ing negotiations in the press or with other firms.
4. Public displays of affection between men and women are unacceptable, although
men often walk in public holding hands as a sign of friendship.
5. Touching one another during business encounters is common practice in much
of Latin America. This is true for both same-sex and opposite-sex touches, and
is definitely not considered to be sexual in nature.
6. Whereas in the United States being late is frowned upon, being quite late is not
only accepted but also expected in some South American countries. Promptness
may be considered rude.
7. Public praise is embarrassing because modesty is an important cultural value.
This is also true in Japan and many other Asian countries. A common Japanese
saying is “A nail that sticks up gets hammered down,” meaning that workers
should strive not to stand out from the crowd.
8. Friendship, especially of old family friends, is more important than task compe-
tence in Iran. A wise manager will carefully investigate the work-related web of
family and friendship ties when working in most Middle Eastern countries.
9. Private space is considered so important in Germany that partitions are erected to
separate people from one another. Privacy screens and walled gardens are the norm.
10. Whereas in the United States, leaders are often selected for their ability to
inspire, in Germany, charisma is viewed with suspicion, and leaders are typi-
cally selected for their superior job performance.
For developmental purposes, you should note any particular items for which you had a
low score and concentrate on improving your knowledge of those areas.
Do'stlaringiz bilan baham: 
