Becoming a Master Manager, 5th ed. Print Version of the Competing Values
Becoming a Master Manager, 5th ed.
Print Version of the Competing Values Competency Questionnaire 14
Becoming a Master Manager, 6th ed.
Print Version of the Competing Values Competency Questionnaire 10
PRINT VERSION OF
THE COMPETING VALUES COMPETENCY QUESTIONNAIRE
TO ACCOMPANY
BECOMING A MASTER MANAGER:
A Competing Values Approach
SIXTH EDITION
QUINN / FAERMAN/ THOMPSON / MCGRATH / BRIGHT
(Text published by John Wiley & Sons)
If you have questions about this questionnaire, please email them to: [email protected]
Copyright © 2014
COMPETING VALUES COMPETENCY QUESTIONNAIRE
The Competing Values Competency Questionnaire will help you create a detailed profile of your development as a managerial leader with respect to the four quadrants of the competing values framework. You will assess your level of mastery on each of the competencies discussed in the textbook.
This questionnaire consists of 100 questions related to skills that managerial leaders need to meet the challenges of complexity, ambiguity, and paradox that characterize the world today.
For each item, indicate how often you have successfully engaged in the activity. Rate yourself on the following 7 point scale:
Never
Very Seldom
Seldom
Occasionally
Frequently
Very Frequently
Almost Always
1
2
3
4
5
6
7
It is important to note that this questionnaire is not designed to provide a final evaluation of your ability as a managerial leader. It is designed to provide a “snap-shot” profile, based on your perceptions of your current experience, strengths, and weaknesses. You can use the profile to create a personal development plan based on your individual needs and interests.
Some items refer to general activities that you may do regularly, such as recognizing people’s feelings. Others items refer to more specific activities and tools that you may not have had any experience with yet, such as coaching people on career issues or preparing a Gantt chart. If you have not had a chance to engage in the activity specified or are unfamiliar with the tool or technique mentioned, you should give that item a rating of 1 – Never.
Information on how to interpret your results is provided at the end of the questionnaire.
After you have worked through the exercises in Becoming a Master Manager: A Competing Values Approach, 6th ed., we encourage you to retake the questionnaire to see how your profile as a managerial leader has changed as you have gained more knowledge and experience.
In addition, to receive input from others about your managerial leadership skills, use the Competing Values Managerial Practices Instrument and Competing Values Leadership Instrument that are also provided with this text.
Competing Values Competency Questionnaire
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
1
launching important new efforts.
2
inspiring people to be creative.
3
encouraging people to try new things.
4
showing an appetite for hard work.
5
emphasizing the need to compete.
6
seeing that procedures are understood.
7
providing fast responses to emerging issues.
8
keeping projects under control.
9
developing a competitive focus.
10
maintaining an open climate for discussion.
11
emphasizing producing faster outcomes.
12
making it legitimate for people to contribute their opinions.
13
making sure that everyone has a plan to help them develop.
14
making sure formal guidelines are clear to people.
15
employing participative decision making techniques.
16
closely managing projects.
17
recognizing people’s feelings.
18
getting people to exceed traditional performance patterns.
19
communicating my expectation that people need to get the details of their work right.
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
20
emphasizing the need for accuracy in work efforts.
21
providing tight project management.
22
ensuring that policies are known.
23
initiating bold projects.
24
being aware when people are burning out.
25
emphasizing getting work done more quickly.
26
coaching people on career issues.
27
encouraging people to have work/life balance
28
identifying the changing needs of customers and others with whom I negotiate.
29
meeting with customers and others from whom I need to obtain a commitment to discuss their needs.
30
encouraging others to think about their career development.
31
emphasizing accuracy in work efforts.
32
modeling an intense work effort.
33
starting ambitious programs.
34
anticipating what customers and others with whom I negotiate will want next.
35
insisting on beating outside competitors.
36
demonstrating full exertion on the job.
37
developing others by delegating tasks that require them to learn new skills.
38
recognizing when one source of power is likely to be more useful than another source of power.
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
39
deciding when a face-to-face interaction is more appropriate than an email, phone call, or paper memo.
40
avoiding prematurely smoothing over constructive task-related conflicts.
41
using multiple approaches to encouraging compliance with rules.
42
selecting the most appropriate communication style based on the purpose of my message.
43
providing timely performance feedback that includes specific examples of desirable and undesirable behaviors.
44
anticipating counterarguments that others might express when I make a recommendation.
45
improving performance by appropriately applying the concepts of division of labor and specialization.
46
using brainstorming and nominal group techniques to foster innovative thinking.
47
identifying goals that are not aligned vertically or laterally in the organization.
48
knowing my audience and having a clear understanding of my purpose when I communicate.
49
creating a high performance environment in which employees can feel empowered and engaged.
50
establishing mutual purpose, mutual meaning, and mutual respect when negotiating with others.
51
overcoming individual and organizational barriers to creative thinking.
52
considering both human and process issues when evaluating how to improve performance.
53
setting goals and objectives that clarify the priorities of the organizational unit.
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
54
stimulating conflict using advocacy groups to encourage higher quality decisions.
55
preparing and using basic project planning tools such as a work breakdown structure.
56
using different tools to create integration across a differentiated organization.
57
evaluating a performance management system to see if it relates appropriately to organizational performance goals.
58
communicating persuasively by providing solid evidence and strong theoretical arguments that support my position.
59
distinguishing among different sources of conflict.
60
building personal power by expanding my personal network.
61
reducing resistance to change.
62
writing a vision that addresses strategic philosophy, tactical policies and practices, and individual emotions.
63
using different approaches to managing conflict depending on the specific situation.
64
picking the right people to work on a cross-functional team.
65
managing messages and materials that I receive efficiently so I only have to handle them once.
66
paying attention to team roles and processes as well as task goals.
67
using different influence tactics depending upon the situation.
68
using empathetic listening and showing my concern for other people’s problems.
69
sending concise, friendly electronic messages and voicemails that are effective at getting others to respond promptly and appropriately to my requests.
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
70
tracking my time so I can get an accurate idea of how much time I am spending on different activities.
71
working effectively with people whose personalities are different from my own.
72
ensuring that goals are challenging but attainable as well as relevant to the person trying to achieve those goals.
73
eliminating or minimizing common barriers to effective communication.
74
diagnosing organizational culture and determining if the existing culture is aligned with the competitive environment.
75
increasing my power with specific constituents such as my supervisor, peers, and direct reports.
76
expressing my disagreement in ways that encourage open discussion and problem solving.
77
developing goals that are specific, measurable, and have a clear time frame.
78
determining whether a Participative, Forcing, Telling, or Transformational change strategy would be most appropriate in a particular situation.
79
using insights from theories of motivation to influence the behavior of others.
80
understanding how power can be used effectively.
81
distinguishing between mechanistic and organic organizational structures.
82
preparing a Gantt chart and using it to track progress on projects.
83
accurately assessing the forces for and against change in a given situation.
84
determining whether departmentalization by function, division, or matrix would be most appropriate for a given organization.
1 = Never
7 = Almost Always
#
How often have you successfully engaged in . . .
85
focusing on interests, not positions, when I negotiate.
86
prioritizing my action items so I spend the most time on what is important, rather than on things that seem urgent but that are not important.
87
using cross-functional teams to provide integration in a traditionally-structured organization.
88
identifying the best performance measures based on their objectivity, completeness, and responsiveness.
89
creating systems that make it easy for others to follow procedures.
90
smoothing over destructive interpersonal conflicts.
91
distinguishing between helpful information and data that are irrelevant.
92
planning and implementing meetings that are productive, efficient, and well-attended.
93
overcoming the challenges of cross-functional teams.
94
distinguishing between appropriate and inappropriate performance measures with respect to the goals of an organizational unit.
95
capitalizing on the advantages of using a cross-functional team.
96
recognizing when proposed organizational changes are likely to provoke employee resistance.
97
telling my own leadership story so people understand the passion that drives and sustains me.
98
designing effective change strategies.
99
working successfully on cross-functional teams.
100
noticing nonverbal cues and using reflective listening to ensure that I understand what other people are saying to me.
Instructions for Interpreting
Your Competing Values Competency Questionnaire Results
Use the following Computational Worksheets to calculate your mean score for each of the 20 competencies included in the competing values competency questionnaire
First, copy your scores from the questionnaire into the appropriate box on the computational worksheet.
Next, sum the five scores for each of the 20 competencies.
Then, divide the sum by five (5) to calculate the mean score for each competency.
Once you have your mean scores for each competency, enter them into the competing values competency summary. Then, plot your scores on the competing values competency profile. The small inner circle has a value of “1”. Count out from there, along the lines on each competency. Place a small “x” on the competency-line, at the nearest point that matches the number you wish to graph. Simply connect the “x” marks and you have a visual profile of responses from others.
These steps will allow you to easily see your relative strengths with respect to the four actions
COMPUTATIONAL WORKSHEET
Collaborate-focused Competencies
Understanding Self and Others
Communicating Honestly and Effectively
Mentoring and Developing Others
Managing Groups and Leading Teams
Managing and Encouraging and Constructive Conflict
# 17
# 48
# 13
# 10
# 40
# 24
# 58
# 26
# 12
# 54
# 27
# 73
# 30
#15
# 59
# 68
# 76
# 37
# 66
# 63
# 71
# 100
# 43
# 92
# 90
Sum =
Sum =
Sum =
Sum =
Sum =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
COMPUTATIONAL WORKSHEET
Control-focused Competencies
Organizing Information Flows
Working and Managing Across Functions
Planning and Coordinating Projects
Measuring and Monitoring Performance and Quality
Encouraging and Enabling Compliance
# 39
# 64
# 8
# 19
# 6
# 65
# 87
# 16
# 20
# 14
# 69
# 93
# 21
# 31
# 22
# 86
# 95
# 55
# 88
# 41
#91
# 99
# 82
# 94
# 89
Sum =
Sum =
Sum =
Sum =
Sum =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
COMPUTATIONAL WORKSHEET
Compete-focused Competencies
Developing and Communicating a Vision
Setting Goals and Objectives
Motivating Self and Others
Designing and Organizing
Managing Execution and Driving for Results
# 5
# 47
# 4
# 45
# 7
# 9
# 53
# 32
# 56
# 11
# 35
# 57
# 36
# 74
# 25
# 62
# 72
# 49
# 81
# 52
# 97
# 77
# 79
# 84
# 70
Sum =
Sum =
Sum =
Sum =
Sum =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
COMPUTATIONAL WORKSHEET
Create-focused Competencies
Using Power Ethically and Effectively
Championing and Selling New Ideas
Fueling and Fostering Innovation
Negotiating Agreement and Commitment
Implementing and Sustaining Change
# 38
# 1
# 2
# 28
# 61
# 60
# 23
# 3
# 29
# 78
# 67
# 33
# 18
# 34
# 83
# 75
# 42
# 46
# 50
# 96
# 80
# 44
# 51
# 85
# 98
Sum =
Sum =
Sum =
Sum =
Sum =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Sum / 5 =
Competing Values Competency Summary
Collaborate
Creating and Sustaining Commitment and Cohesion
______ Understanding Self and Others
______ Communicating Honestly and Effectively
______ Mentoring and Developing Others
______ Managing Groups and Leading Teams
______ Managing and Encouraging Constructive Conflict
Create
Promoting Change and Encouraging Adaptability
______ Using Power Ethically and Effectively
______ Championing and Selling New Ideas
______ Fueling and Fostering Innovation
______ Negotiating Agreement and Commitment
______ Implementing and Sustaining Change
Control
Establishing and Maintaining Stability and Continuity
______ Organizing Information Flows
______ Working and Managing Across Functions
______ Planning and Coordinating Projects
______ Measuring and Monitoring Performance and Quality
______ Encouraging and Enabling Compliance
Compete
Improving Productivity and Increasing Profitability
______ Developing and Communicating a Vision
______ Setting Goals and Objectives
______ Motivating Self and Others
______ Designing and Organizing
______ Managing Execution and Driving for Results
COMPETING VALUES COMPETENCY PROFILE
1
Becoming a Master Manager 6th Ed. Instructors Manual: Competency Questionnaire
1
15
Becoming a Master Manager 6th Ed. Instructors Manual: Competency Questionnaire
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College of Administrative and Financial Sciences
Assignment-1
MGT322 – Logistics Management
Deadline: 16/10/2021 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code: MGT322
Student’s ID Number:
Semester: 1
CRN:
Academic Year: 1443/1444 H
For Instructor’s Use only
Instructor’s Name: Dr Ibrahim Alotaibi
Students’ Grade: Marks Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Logistics Management
ASSIGNMENT -1
Submission Date by students: Before the end of Week- 7th
Place of Submission: Students Grade Centre
Weight: 05 Marks
Learning Outcome:
1. Demonstrate a deep understanding of the logistic function concepts and theories as well as supply chain management strategies.
2. Demonstrate the ability to understand complex issues pertaining to supply chain integration and strategic supply chain partnership.
Assignment Workload:
This assignment is an individual assignment.
Critical Writing
The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorities. To this purpose, you should search and review about these companies through secondary available information. Think about how you can apply the concepts/tools that you learned in this course.
Write about logistics performance priorities for “Albaik” fast food restaurant chain in Covid 19 restrictions; explain why you have come to your conclusions:
The Answer must follow the outline points below:
1. Executive summary (1Mark, word count rage 300-500)
– Summarize what is logistics performance priorities, what Logistics and Supply Chain Management concepts/tools applied to achieve the company’s objective.
2. Background information (1Mark, word count rage 300-500)
– Briefly introduce the company background (e.g., name, products, business size, location, internal/external interesting facts, etc).
3. Problem Description (1Marks, word count rage 300-500)
– Describe the objectives clearly and specifically.
– The objective may involve either logistics decision-making or process improvement.
4. Results by using application of logistics and SCM concepts/tools that applied (1Mark)
– Describe what specific logistics and Supply Chain Management concepts/tools be applied to achieve the objective. This section should make it clear that you understand the concepts/tools you are about to use.
5. References at least 5 to 7. (1 Marks)
Note: The Answer should be of each point in the range of 300 to- 500 word counts.
Each point carrying 1 Mark.
Use APA style of referencing[supanova_question]
You will be tasked with a reflective summary on how the case
Writing Assignment Help You will be tasked with a reflective summary on how the case study assignment has shaped your understanding of the specific topic and your skills at managing strategic projects. The purpose is not to provide facts of the theory, more what have you learned and how has this changed your perspective.
Working individually, begin the summary with a paragraph that places the learning in context. Discuss your background and your previous role and project management experience. You should then consider the following in your reflection:
Why or how did you select the research area?
Why and how did you select the case?
Reflect on your previous understanding of project management. Has it changed as result of doing the assignment? How has the assignment increased your understanding of strategic projects?
Was there any particular aspects of the assignment of the course that will help you in your future career? How?
What is your strategy for developing your project management knowledge?
A good reflective summary may have several paragraphs that explain your preconceived ideas about the subject. Doing so helps you portray yourself as a learner who is going through a process. Discuss any false beliefs or confusion you had about the subject before engaging in the task. If you had doubts that the assignment was going to be worthwhile, explain those feelings. End with a statement on whether the participation in the assignment was helpful and why.
Reflection papers are personal and subjective, but they must still maintain an academic tone and must be thoroughly and cohesively organized. Overall, your reflective summary should have a maximum of 2000 words and can contain diagrams and sketches as you wish. https://onlyassignmenthelp.com/index.php/2021/11/27/research-paper-report-2/ [supanova_question]
The impact of working from home during COVID-19 on work and life
The impact of working from home during COVID-19 on work and life domains: an exploratory study on Hong Kong
The pandemic sweeping world COVID-19 has rendered a large proportion of the workforce unable to commute to work, especially in a fast-paced metropolitan like Hong Kong, due to the pandemic, most if not all workers experienced work from home, work from home has become a policy priority from most government.
That most people forcing to reconsider a wide variety of practices from work to leisure to basic travel and daily tasks.
The work from home practices have been employed widely , as can be seen in the U.S, where studies show in many 2020 ,35.2% of workforce worked from home an increase from 8.2% in February and 71.7% of workers that work from home found that they could work effectively , Now the pandemic has forced a trial run for working from home in the city , for the first time to work remotely and to a large extent it is providing to be successful.
Benefits of telework include reduced commuting time, avoiding office politics, increased motivation, improved gender diversity, and healthier workforce with less absenteeism and turnover and job satisfaction, some studies point out that telework can reduce turnover rate and increase productivity.
Conversely, the drawbacks of working from home include the blurred line between work and family, distractions, social isolation, and found that workers working at home must pay for electricity and internet cost themselves
The framework for this study was developed based on the review on working from home telecommuting, electronic working, flexible workplace and remote work in Hong Kong.
https://www.tandfonline.com/doi/full/10.1080/25741292.2020.1863560[supanova_question]
Question 3 (15 points): Groupby/Plotting If you completed question 2A, use your
Question 3 (15 points): Groupby/Plotting
If you completed question 2A, use your results in this question. If not, use the file ‘q2a_f21.csv’ to complete this question.
Compute the average price, average nominal value added, and nominal real value added for each industry, 2010-2020
Drop ‘Gross domestic product’ and ‘Private industries’ (If you have trouble dropping these industries, skip this step and go to step 3.)
Create a scatter plot with a regression line. Average real value added by industry is the x-axis and average nominal value added by industry is the y-axis.
Use black for the scatter points and the line
Do not plot a confindence interval[supanova_question]