SELF MANAGEMENT MODULE

WORK SHEETS AND ASSESSMENT

EXERCISES

_______________
 VALUES CLARIFICATION

WHICH VALUES ARE MOST IMPORTANT TO YOU?

People are influenced by a wide variety of personal value. In fact, it has been argued
that values represent a major influence on how we process information, how we feel
about issues, and how we behave. In this exercise, you are given an opportunity to
consider your own personal values. Below are listed two sets of statements. The first
list represents several instrumental values, while the second list presents several
terminal values. For each list you are asked to rank the statements according to how
important each is to you personally. In the list of instrumental values, place a “1” next to
the value that is most important to you, a “2” next to the second most important, and so
forth. Clearly, you will have to make some difficult decisions concerning your priorities.
When you have completed the list for instrumental values, follow the same procedure
for the terminal values. Please remember that this is not a test – there are no right or
wrong answers – so be completely honest with yourself.

Instrumental Values

_____ Assertiveness; standing up for yourself

_____ Being helpful or caring towards others

_____ Dependability; being counted upon by others

_____ Education and intellectual pursuits

_____ Hard work and achievement

_____ Obedience; following the wishes of others

_____ Open-mindedness; receptivity to new ideas

_____ Self-sufficiency; independence

_____ Truthfulness; honesty

_____ Being well-mannered and courteous toward others

Terminal Values

_____ Happiness; satisfaction in life

_____ Knowledge and wisdom

_____ Peace and harmony in the world

_____ Pride in accomplishment

_____ Prosperity; wealth

_____ Lasting friendship

_____ Recognition from peers

_____ Salvation; finding eternal life

_____ Security; freedom from threat

_____ Self-esteem; self-respect

 HOW DO YOU BEHAVE IN A GROUP?

Think of a typical group situation in which you often find yourself (e.g., a club, study
group, small work group), and answer the following items as accurately as possible.

Never Seldom Fairly Frequently

1. Keep the group focused on the task at hand? 1 2 3 4

2. Help the group clarify the issues? 1 2 3 4

3. Pull various ideals together? 1 2 3 4

4. Push the group to make a decision or complete 1 2 3 4

a task?

5. Support and encourage other group members? 1 2 3 4

6. Try to reduce interpersonal conflicts? 1 2 3 4

7. Help the group reach a compromise? 1 2 3 4

8. Assist in maintaining group harmony? 1 2 3 4

9. Seek personal recognition from other group 1 2 3 4

members?

10. Try to dominate group activities? 1 2 3 4

11. Avoid unpleasant or undesirable group 1 2 3 4

activities?

12. Express your impatience or hostility with 1 2 3 4

the group?
 HOW RECEPTIVE ARE YOU TO CHANGE?

For each of the items listed below, select the answer that best suits your degree of
agreement or disagreement. When you are finished, add up your total points.

Strongly Strongly
Disagree Agree

1. I continually like to try new things. 1 2 3 4 5

2. I would prefer to have a job that forces me to learn 1 2 3 4 5

new skills regularly.

3. I like things just the way they are in my life. 1 2 3 4 5

4. Life to me is just one new adventure after another. 1 2 3 4 5

5. For the past several years, I have known exactly what 1 2 3 4 5

I wanted to do with my life.

6. I like to keep all of my things in their proper place. 1 2 3 4 5

7. My ideal job has clear, fixed requirements that I can 1 2 3 4 5

count on.

8. My friends often tell me that I am adventuresome. 1 2 3 4 5

9. I see myself changing jobs and careers fairly often in 1 2 3 4 5

my life.

10. I get bored doing the same things over and over. 1 2 3 4 5
 Personal Values

Instructions:

Below are 16 items. Rate how important each one is to you on a scale of 0 (not
important) to 100 (very important). Write the numbers 0 – 100 on the line to the left of
each item.

Not Important Somewhat Important Very Important

0 10 20 30 40 50 60 70 80 90 100

_____ 1. An enjoyable, satisfying job.

_____ 2. A high-paying job.

_____ 3. A good marriage.

_____ 4. Meeting new people; social events.

_____ 5. Involvement in community activities.

_____ 6. My religion.

_____ 7. Exercising playing sports.

_____ 8. Intellectual development.

_____ 9. A career with challenging opportunities.

_____ 10. Nice cars, clothes, home, etc.

_____ 11. Spending time with family.

_____ 12. Having several close friends.

_____ 13. Volunteer work for not-for-profit organizations, such as the cancer society.

_____ 14. Meditation, quiet time to think, pray, etc.

_____ 15. A healthy, balanced diet.

_____ 16. Educational reading, TV, self-improvement programs, etc.

Scoring:

Transfer the numbers for each of the 16 items to the appropriate column below, then
add the two numbers in each column.

Professional Financial Family Social

1. _____ 2. _____ 3. _____ 4. _____

9. _____ 10. _____ 11. _____ 12. _____

Totals _____ _____ _____ _____

Community Spiritual Physical Intellectual

5. _____ 6. _____ 7. _____ 8. _____

13. _____ 14. _____ 15. _____ 16. _____

Totals _____ _____ _____ _____

Interpretation:

The higher the total in any area, the higher the value you place on that particular area.
The closer the numbers are in all eight areas, the more well-rounded you are. Think
about the time and effort you put forth in your top three values. Is it sufficient to allow
you to achieve the level of success you want in each area? If not, what can you do to
change? Is there any area in which you feel you should have a higher value total? If
yes, which and what can you do to change?
 Machiavellianism

Instructions:

For each of the following statements, circle the number that most closely resembles
your attitude.

Disagree Agree
A lot A Little Neutral A Little A Lot

1 2 3 4 5

_____ 1. The best way to handle people is to tell them what they want to hear.

_____ 2. When you ask someone to do something for you, it is better to give the real
reason for wanting it rather than reasons that might carry more weight.

_____ 3. Anyone who completely trusts someone else is asking for trouble.

_____ 4. It is hard to get ahead without cutting corners here and there.

_____ 5. It is safest to assume that all people have a vicious streak, and it will come
out when they are given a chance.

_____ 6. One should take action only when it is morally right.

_____ 7. Most people are basically good and kind.

_____ 8. There is no excuse for lying to someone else.

_____ 9. Most people forget more easily the death of their father than the loss of their
property.

_____ 10. Generally speaking, people won’t work hard unless forced to do so.
Scoring:

This assessment is designed to compute your Machiavellianism (Mach) score. Mach is

a personality characteristic that taps people’s orientation. The high-Mach personality is
pragmatic, maintains emotional distance from others, and believes that ends can justify
means. To obtain your Mach score, add up the numbers you checked for questions 1,
3, 4, 5, 9, and 10. For the other four questions, reverse the numbers you have checked,
so that 5 becomes 1; 4 is 2; and 1 is 5. Then total both sets of numbers to find your
score. A random sample of adults found the national average to be 25. Students in
business and management typically score higher.

The results of research using the Mach test have found: (1) men are generally more
Machiavellian than women; (2) older adults tend to have lower Mack scores than
younger adults; (3) there is no significant difference between high Machs and low
Machs on measures of intelligence or ability; (4) Machiavellianism is not significantly
related to demographic characteristics such as educational level or marital status; and
(5) high Machs tend to be in professions that emphasize the control and manipulation of
people – for example, managers, lawyers, psychiatrists, and behavioural scientists.
 Personal Power Profile

Instructions:

Below is a list of statements that may be used in describing behaviours that supervisors
(leaders) in work organizations can direct toward their subordinates (followers). First,
carefully read each descriptive statement, thinking in terms of how you prefer to
influence others. Write the number that most closely represents how you feel. Use the
following numbers for your answers.

strongly agree agree undecided disagree strongly disagree

1 2 3 4 5

To influence others, I would prefer to:

_____ 1. Increase their pay level.

_____ 2. Make them feel valued.

_____ 3. Give undesirable job assignments.

_____ 4. Make them feel like I approve of them.

_____ 5. Make them feel that they have commitments to meet.

_____ 6. Make them feel personally accepted.

_____ 7. Make them feel important.

_____ 8. Give them good technical suggestions.

_____ 9. Make the work difficult for them.

_____ 10. Share my experience and/or training.

_____ 11. Make things unpleasant here.

_____ 12. Make being at work distasteful.

_____ 13. Influence their getting a pay increase.

_____ 14. Make them feel like they should satisfy their job requirements.
_____ 15. Provide them with sound job-related advice.

_____ 16. Provide them with special benefits.

_____ 17. Influence their getting a promotion.

_____ 18. Give them the feeling that they have responsibilities to fulfil.

_____ 19. Provide them with needed technical knowledge.

_____ 20. Make them recognize that they have tasks to accomplish.

Scoring:
Using the grid below, insert your scores from the 20 questions and proceed as follows:
Reward power – sum your response to items 1, 13, 16, and 17 and divide by 4.
Coercive power – sum your response to items 3, 9, 11 and 12 and divide by 4.
Legitimate power – sum your response to questions 5, 14, 18, and 20 and divide by 4.
Referent power – sum your response to questions 2, 4, 6, and 7 and divide by 4.
Expert power – sum your response to questions 8, 10, 15, and 19 and divide by 4.

Reward Coercive Legitimate Referent Expert

1 _____ 3 _____ 5 _____ 2 _____ 8 _____

13 _____ 9 _____ 14 _____ 4_____ 10 _____

16 _____ 11 _____ 18 _____ 6 _____ 15 _____

17 _____ 12 _____ 20 _____ 7 _____ 19 _____

Total
_____ _____ _____ _____ _____

Divide by 4:
_____ _____ _____ _____ _____

Interpretation:

A high score (4 and greater) on any of the five dimensions of power implies that you
prefer to influence others by employing that particular for of power to influence others.
This represents your power profile. Your overall power position is not reflected by the
simple sum of the power are synergistic in nature – they are greater than the simple
sum of their parts. For example, referent power tends to magnify the impact of other
power sources because these other influence attempts are coming from a “respected”
person. Reward power often increases the impact of referent power, because people
generally tend to like those who give them things that they desire. Some power
combinations tend to produce the opposite of synergistic effects, such that the total is
less than the sum of the parts. Power dilution frequently accompanies the use of (or
threatened use of) coercive power.

Conflict Management Styles

Instructions:

Think of how you behave in conflict situations in which your wishes differ from those of
one or more persons. In the space to the left of each statement below, write the
number from the following scale that indicates how likely you are to respond that way in
a conflict situation.

1 = very unlikely 2 = unlikely 3 = likely 4 = very likely

_____ 1. I am usually firm in pursuing my goals.

_____ 2. I try to win my position.

_____ 3. I give up some points in exchange for others.

_____ 4. I feel that differences are not always worth worrying about.

_____ 5. I try to find a position that is intermediate between the other person’s and
mine.

_____ 6. In approaching negotiations, I try to be considerate of the other person’s

wishes.

_____ 7. I try to show the logic and benefits of my positions.

_____ 8. I always lean toward a direct discussion of the problem.

_____ 9. I try to find a fair combination of gains and losses for both of us.

_____ 10. I attempt to work through our differences immediately.

_____ 11. I try to avoid creating unpleasantness for myself.

_____ 12. I try to soothe the other person’s feelings and preserve our relationships.

_____ 13. I attempt to get all concerns and issues immediately out in the open.

_____ 14. I sometimes avoid taking positions that would create controversy.

_____ 15. I try not to hurt others’ feelings.

Scoring:
Total your scores for items 1, 2, 7; enter that score here (Competing = _____).
Total scores for items 8, 10, 13; enter scores here (Collaborating = _____).
Total your scores for items 3, 5, 9; enter your scores here (Compromising = _____).
Total your scores for items 4, 11, 14; enter that score here (Avoiding = _____).
Total your scores for items 6, 12, 15; enter your score here (Accommodating = _____).

Interpretation:

Each of the scores above corresponds to one of the conflict management styles
discussed in Chapter 15. Research indicates that each style has a role to play in
management but that the best overall conflict management approach is collaboration;
only it can lead to problem solving and true conflict resolution. You should consider any
patterns that may be evident in your scores and think about how to best handle conflict
situations in which you become involved.

Time Management Profile

Instructions:

Complete the following questionnaire by indicating “Y” (yes) or “N” (no) for each item.
Force yourself to respond yes or no. Be frank and allow your responses to create an
accurate picture of how you tend to respond to these kinds of situations.

_____ 1. When confronted with several items of similar urgency and importance, I tend
to do the easiest one first.

_____ 2. I do the most important things during that part of the day when I know I
perform best.

_____ 3. Most of the time I don’t do things someone else can do; I delegate this type
of work to others.

_____ 4. Even though meetings without a clear and useful purpose upset me, I put up
with them.

_____ 5. I skim documents before reading them and don’t complete any that offer a
low return on my time investment.

_____ 6. I don’t worry much if I don’t accomplish at least one significant task each day.

_____ 7. I save the most trivial tasks for that time of day when my creative energy is
lowest.

_____ 8. My workplace is neat and organized.

_____ 9. My office door is always “open”; I never work in complete privacy.

_____ 10. I schedule my time completely from start to finish every workday.

_____ 11. I schedule my time completely from start to finish every workday.

_____ 12. I “block” a certain amount of time each day or week that is dedicated to
high-priority activities.

Scoring:
Count the number of “Y” responses to items 2, 3, 5, 7, 8, 12.

(Enter that score here _____).

Count the number of “N” responses to items 1, 4, 6, 9, 10, 11.

(Enter that score here _____).

Add together the two scores.

Interpretation:

The higher the total score, the closer your behaviour matches recommended time
management guidelines. Reread those items where your response did not match the
desired one. Why don’t they match? Do you have reasons why your behaviour in this
instance should be different from the recommended time management guideline? Think
about what you can do (and how easily it can be done) to adjust your behaviour to be
more consistent with these guidelines. For further reading, see Alan Lakein, How to
Control Your Time and Your Life (New York: David McKay), and William Oncken,
Managing Management Time (Englewood Cliffs, NJ: Prentice Hall, 1984).

Assessing You Locus of Control

Instructions:

Read each pair of statements below and indicate whether you agree more with statement A or
with statement B. There are no right or wrong answers. In some cases, you may agree
somewhat with which you agree more.

1. _____

(a) Making a lot of money is largely a matter of getting the right breaks

(b) Promotions are earned through hard work and persistence.

2. _____

(a) There is usually a direct correlation between how hard I study and the grades I get.

(b) Many times the reactions of teachers seem haphazard to me.

3. _____

(a) The number of divorces suggests that more and more people are not trying to make
their marriages work.

(b) Marriage is primarily a gamble.

4. _____

(a) It is silly to think you can really change another person’s basic attitudes.

(b) When I am right, I can generally convince others.

5. _____

(a) Getting promoted is really a matter of being a little luckier than the next person.

(b) In our society, a person’s future earning power is dependent upon her or his ability.

6. _____

(a) If one knows how to deal with people, they are really quite easily led.
 (b) I have little influence over the way other people behave.

7. _____

(a) The grades I make are the result of my own efforts; luck has little to do with it.

(b) Sometimes I feel that I have little to do with the grades I get.

8. _____

(a) People like me can change the course of world affairs if we make ourselves heard.

(b) It is only wishful thinking to believe that one can readily influence what happens in
our society at large.

9. _____

(a) A great deal that happens to me probably is a matter of chance.

(b) I am the master of my life.

10. _____

(a) Getting along with people is a skill that must be practiced.

(b) It is almost impossible to figure out how to please some people.

Scoring
Give yourself 1 point each if you chose the following answers: 1B, 2A, 3A, 4B,

5B, 6A, 7A, 8A, 9B, 10A.

Sum your scores and interpret them as follows:

8 – 10 = high internal locus of control

6 – 7 = moderate locus of control

5 = mixed internal/external locus of control

3 – 4 = moderate external locus of control

1 – 2 = high external locus of control

(Note: This is an abbreviated version of a longer instrument. The scores obtained here are only
an approximation of what your score might be on the complete instrument.)

Diagnosing Your Listening Skills

Introduction: Good listening skills are essential for effective communication and are often
overlooked when communication is analyzed. This self-assessment questionnaire examines
your ability to listen effectively. Instructions: Go through the following statements, write “Yes”
or “No” next to each one. Mark each question as truthfully as you can in light of your behavior in
the last few meetings or gatherings you attended.

_____ 1. I frequently attempt to listen to several conversations at the same time.

_____ 2. I like people to give me only the facts and then let me make my own interpretation.

_____ 3. I sometimes pretend to pay attention to people.

_____ 4. I consider myself a good judge of nonverbal communications.

_____ 5. I usually know what another person is going to say before he or she says it.

_____ 6. I usually end conversations that don’t interest me by diverting my attention from the
speaker.

_____ 7. I frequently nod, frown, or in some other way let the speaker know how I feel about
what he or she is saying.

_____ 8. I usually respond immediately when someone has finished talking.

_____ 9. I evaluate what is being said while it is being said.

_____ 10. I usually formulate a response while the other person is still talking.
_____ 11. The speaker’s “delivery” style frequently keeps me from listening to content.

_____ 12. I usually ask people to clarify what they have said rather than guess at the meaning.

_____ 13. I make a concerted effort to understand other people’s point of view.

_____ 14. I frequently hear what I expect to hear rather than what is said.

_____ 15. Most people feel that I have understood their point of view when we disagree.

Scoring
The correct answers according to communication theory are as follows:

No for statements 1, 2, 3, 5, 6, 7, 8, 9, 10, 11, 14. Yes for statements 4, 12, 13, 15.

Interpretation

If you missed only one or two responses, you strongly approve of your own listening
habits, and you are on the right track to becoming an effective listener in your role as manager.
If you missed three or four responses, you have uncovered some doubts about your listening
effectiveness, and your knowledge of how to listen has some gaps. If you missed five or more
responses, you probably are not satisfied with the way you listen, and your friends and co-
workers may not feel you are a good listener either. Work on improving your active listening
skills.

Tolerance for Ambiguity

Instructions

To determine your level of tolerance (intolerance) for ambiguity, respond to the following items.
PLEASE RATE EVERY ITEM: DO NOT LEAVE ANY ITEM BLANK. Rate each item on the following seven-
point scale:

1 2 3 4 5 6 7
Strongly moderately slightly slightly moderately strongly
disagree disagree disagree agree agree agree

Rating

_____ 1. An expert who doesn’t come up with a definite answer probably doesn’t know too much.
_____ 2. There is really no such thing as a problem that can’t be solved.
_____ 3. I would like to live in a foreign country for a while.
_____ 4. People who fit their lives to a schedule probably miss the joy of living.
_____ 5. A good job is one where what is to be done and how it is to be done is always clear.
_____ 6. In the long run it is possible to get more done by tackling small, simple problems rather than
large, complicated ones.
_____ 7. It is more fun to tackle a complicated problem than it is to solve a simple one.
_____ 8. Often the most interesting and stimulating people are those who don’t mind being different
and original.
_____ 9. What are used to is always preferable to what is unfamiliar.
_____ 10. A person who leads an even, regular life in which few surprises or unexpected happenings
arise really has a lot to be grateful for.
_____ 11. People who insist upon a yes or no answer just don’t know how complicated things really
are.
_____ 12. Many of our most important decisions are based on insufficient information.
_____ 13. I like parties where I know most of the people more than ones where most of the people are
complete strangers.
_____ 14. The sooner we all acquire ideals, the better.
_____ 15. Teachers or supervisors who hand out vague assignments give a chance for one to show
initiative and originality.
_____ 16. A good teacher is one who makes you wonder about your way of looking at things.

_____ TOTAL
Scoring
The scale was developed by S. Budner reports test-retest correlations of .85 with a variety of samples
(mostly students and health care workers). Data, however, are more than 30 years old, so mean shifts
may have occurred. Maximum ranges are 16-112, and score ranges were from 25 to 79, with a grand
mean of approximately 49.

The test was designed to measure several different components of possible reactions to perceived
threat in situations which are new complex, or insoluble. Half of the items have been reversed.

To obtain a score, first reverse the scale score for the eight “reverse” items, 3, 4, 7, 8, 11, 12, 15, and 16
(i.e., a rating of 1 = 7, 2 = 6, 3=5, etc.), then add up the rating scores for all items.

Interpretation

Empirically, low tolerance for ambiguity (high tolerance) has been positively correlated with:

 Conventionality of religious beliefs

 High attendance at religious services
 More intense religious beliefs
 More positive views of censorship
 Higher authoritarianism
 Lower Machiavellianism

The application of this concept to management in the 1990’s is clear and relatively self-evident. The
world of work, and many organizations, are full of ambiguity and change. Individuals with a higher
tolerance for ambiguity are far more likely to be able to function effectively in organizations and
contexts in which there is a high turbulence, a high rate of change, and less certainty about
expectations, performance standards, what needs to be done, etc. In contrast, individuals with a lower
tolerance for ambiguity are far more likely to be unable to adapt or adjust quickly in turbulence,
uncertainty, and change. These individuals are likely to become rigid, angry, stressed, and frustrated
when there is a high level of uncertainty and ambiguity in the environment. High levels of tolerance for
ambiguity, therefore, are associated with an ability to “roll with the punches” as organizations,
environmental conditions, and demands change rapidly.

Source: Based on Budner,S. (1962) Tolerance of Ambiguity as a personality Variable, Journal of

Personality, Vol. 30, No. 29-50 – OB Skills Workbook