Expert answer:Reflection Blog
Solved by verified expert:Please first check the (Reflective Commentary Guidelines & Questions.docx file)to know the requirements and the questions needed to be addressed. each CHAPTER (CH.7,8.9) with the results, scores feedback, and info to answer the questions for the blog must use and refer to the information from the (self-assessment files) to address the questions of the BlogThanks
reflective_commentary_guidelines___questions.docx
ch.7_self_assesement.docx
ch.8._self___assesement.docx
ch._9_self_assesement_.docx
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Reflective Commentary Guidelines
From your reflective blogs throughout the semester think about the content that was most impactful.
You will write one reflective commentary which will include an overview of what you learned and how
you will develop yourself as a manager. The paper should be approximately 3 pages double spaced.
•
Introduction—An overview of your paper’s layout (typically one paragraph)
•
Overview—Synthesize key concepts that spoke to you covered in the chapters and lectures (not a
chapter by chapter synopsis—just overview and integrate key concepts that you covered within
your blogs that you found most interesting (1 page)
•
Lessons Learned—What key take aways did you gain from this course and its content? How did
the self-assessments assist with your understanding of your managerial potential? What best
practices did you learn about that you hope to exercise?(1 page)
•
Personal Action Plan—How will you apply what you learned from this course? What specific
courses will you take to improve your managerial skills? Will you find a mentor? Will you get an
internship? List actionable items that will develop you as a manager and leader. (1 page)
The overview and impact section should draw upon what you have learned thus far in the course. It will
be helpful to review the chapters before completing this assignment and jot down key take always. Your
personal action plan should include specific things you would do as a management professional based on
your recommendations in the Overview and Lessons Learned sections.
Chp. 7–Intuition & Decision Making Based on the results of your self-assessment on intuition,
brainstorm the pros and cons to using your intuition in decision making. Reflect on a time when you
used your intuition to make a decision. What happened and what were the consequences? Based on
the results of your self-assessment what is your decision making style? Which decision making style
is “best” and why? How could you use these results in your own organization?
Ch.8 Organizational Culture What is the organizational culture for your organization? How does
this impact the dynamics of your organization? What organizational culture do you prefer?
Ch. 9 HRM–Discuss what practices your organization does in order to support high quality
HR. Brainstorm ideas for increasing the quality of your HR practices.
•
Discuss ways your organization can successfully recruit. Should an emphasis be put on internal or
external recruiting? The advantages and disadvantages of both internal and external recruiting
should be discussed. Discuss ways your organization can improve their recruiting.
Is HR the right career for you? After taking the assessment would you be a good HR manager? What
could you do to improve your managerial skills to become a Human Resources Specialist?
Self-Assessment 7.2: Assessing Your Intuition
Total score: 29 pts.
RANGE BASED FEEDBACK:
19-29 pts.
Feedback: Your use of intuitive decision making is moderate.
Interpreting the Result
Intuitive decision making is defined as making a choice without the use of conscious thought or logical inference. While
many decisions in life and in business require careful analysis, many other decisions involve very little conscious thought
and no analysis. While the great majority of these intuitive decisions are of little consequence (e.g., what color shirt should I
wear today?), occasionally very important and consequential decisions are made because it feels right, not because a great
deal of analysis or deliberation has taken place. For example, high school seniors who visit several different campuses as
they are deciding where to attend college often report they made their choice because the campus “felt right,” as opposed to
a clear analysis of all available data. Of course, there are also many students who do make their decision only after a clear
deliberative process.
If your score is low, this may indicate you tend to prefer a more deliberative decision making process. This is neither good
nor bad; rather, it is just descriptive of your personal decision making style. If your score is high, this may indicate you tend
to make decisions in a more intuitive fashion. If your score is in the moderate range, it may indicate you tend to balance the
two approaches.
Action Steps
If your score is in the high—or intuitive—range, you should take care to not ignore or overlook other approaches to making
decisions. You should look for situations when you can practice a more analytic approach to decision making. In particular,
you would be wise to monitor the effectiveness of decisions you make in an intuitive fashion. That is, you should keep track
of decisions you make in an intuitive fashion and see if they turn out to be good decisions.
If your score is in the low—or non-intuitive—range, you should be aware there are times when you will make decisions
based on intuition. All of us do on a daily basis. Therefore, you should work on developing your skill in making intuitive
decisions.
We all use intuition to make decisions. It is a good idea to develop, or practice, this skill. The textbook contains a number of
good suggestions for improving your ability to make good intuitive decisions. Among these suggestions is to accurately
reflect on your own decision making style. This self-assessment is intended to help you do just that. You should also look for
feedback as to the quality of the decisions you make in an intuitive fashion. Also, you should work on developing the skill of
playing devil’s advocate with yourself. That is, you should be able to recognize when you are making an intuitive decision
and to raise objections and consider alternatives before settling on a course of action.
Source: Adapted from W. H. Agor, “The Logic of Intuitive Decision Making: A Research Based Approach for Top
Management,” Praeger Publishers, Westport, Connecticut, 1986.
Self-Assessment 7.3: What Is My Decision-Making Style?
Total Frequency:
You selected A,B an equal number of times.
RANGE BASED FEEDBACK:
A
Feedback: Directive Style
Interpreting the Result
•
•
•
•
If your highest score is on the Directive Style, this indicates you have a low tolerance for ambiguity and
your value orientation is toward task and technical concerns when you are making decisions. Persons who
prefer a directive style tend to be decisive and to make fast decisions. Of potential concern is that these
persons can tend to be autocratic and controlling.
If your highest score is on the Analytical Style, this indicates you have a high tolerance for ambiguity and
you tend to value task and technical concerns. Analytic decision makers tend to take a longer time to
make decisions, but they respond well to new or uncertain situations. A concern with this decision
making style is the tendency to over-analyze a situation or problem.
If your highest score is on the Conceptual Style, this indicates you have a high tolerance for ambiguity and
you tend to focus on people and social concerns. Persons with this decision making style tend to rely on
intuition, to favor discussion and consensus, and are often good at finding creative solutions to problems.
On the downside, these same persons can be indecisive.
If your highest score is on the Behavioral Style, this indicates you have a low tolerance for ambiguity and
you tend to favor focusing on people and social concerns. Persons with this decision making style are
warm, supportive and open to suggestions. Of possible concern, these persons can avoid conflict and have
difficulty making difficult decisions.
Action Steps
There is no right, correct, or best way to make decisions. Each decision making style has strengths and weaknesses. So, the
action you might take in response to this self-assessment is not to look to change your decision making style. Instead, you
should focus on two things. First, you should focus on understanding your own decision making preferences and style. The
better you understand yourself, the better you will be able to see both your strengths and weaknesses, and therefore, be able
to give thought to how to avoid making mistakes. For example, a person who favors a directive style needs to be careful not
to run roughshod over other people and to pay particular attention to suggestions from other people. In contrast, a person
who favors the behavioral style needs to recognize that while there is much good in seeking lots of input, many situations
require a decision to be made one way or the other, and there are deadlines to be met.
Second, you should recognize people differ as to their preferred decision making style. This is helpful in understanding the
strengths and weaknesses of people, and in helping you to know how to interact most effectively with others. This
knowledge might also be helpful to you when you are in a situation of determining who should be chosen to be on a team.
You can look for people whose strengths complement weaknesses that others have, and vice versa. This is also important
because people with different decision making styles can easily get into a conflict. For example, a person with a Directive
Style can easily become frustrated with a person who has a Behavioral Style because decisions are not being made fast
enough or with enough clarity. Recognizing that people have different decision making styles will help you to understand
why your colleagues or bosses approach decisions differently than you do.
Survey Caveat
Remember your score on this self-assessment, while helpful for self-understanding, should not be over-interpreted. First,
every person is complex and it is impossible to fully capture your uniqueness in a short self-assessment. Second, you may
well find your decision making style changes over time, or you may come to understand what your capabilities are only
later in life. Third, once you are aware of potential weaknesses related to your preferred decision making style, you can
work to compensate for those possible problems either through your own effort and attention, or through coming along side
someone else who can help you avoid these problems. Finally, no person is solely one type of decision maker in all
situations. These results help us think about ourselves and others in helpful ways, but there is much variation in our
behavior as we navigate various types of decisions we must make.
B
Feedback: Analytical Style
Interpreting the Result
•
•
•
•
If your highest score is on the Directive Style, this indicates you have a low tolerance for ambiguity and
your value orientation is toward task and technical concerns when you are making decisions. Persons who
prefer a directive style tend to be decisive and to make fast decisions. Of potential concern is that these
persons can tend to be autocratic and controlling.
If your highest score is on the Analytical Style, this indicates you have a high tolerance for ambiguity and
you tend to value task and technical concerns. Analytic decision makers tend to take a longer time to
make decisions, but they respond well to new or uncertain situations. A concern with this decision
making style is the tendency to over-analyze a situation or problem.
If your highest score is on the Conceptual Style, this indicates you have a high tolerance for ambiguity and
you tend to focus on people and social concerns. Persons with this decision making style tend to rely on
intuition, to favor discussion and consensus, and are often good at finding creative solutions to problems.
On the downside, these same persons can be indecisive.
If your highest score is on the Behavioral Style, this indicates you have a low tolerance for ambiguity and
you tend to favor focusing on people and social concerns. Persons with this decision making style are
warm, supportive and open to suggestions. Of possible concern, these persons can avoid conflict and have
difficulty making difficult decisions.
Action Steps
There is no right, correct, or best way to make decisions. Each decision making style has strengths and weaknesses. So, the
action you might take in response to this self-assessment is not to look to change your decision making style. Instead, you
should focus on two things. First, you should focus on understanding your own decision making preferences and style. The
better you understand yourself, the better you will be able to see both your strengths and weaknesses, and therefore, be able
to give thought to how to avoid making mistakes. For example, a person who favors a directive style needs to be careful not
to run roughshod over other people and to pay particular attention to suggestions from other people. In contrast, a person
who favors the behavioral style needs to recognize that while there is much good in seeking lots of input, many situations
require a decision to be made one way or the other, and there are deadlines to be met.
Second, you should recognize people differ as to their preferred decision making style. This is helpful in understanding the
strengths and weaknesses of people, and in helping you to know how to interact most effectively with others. This
knowledge might also be helpful to you when you are in a situation of determining who should be chosen to be on a team.
You can look for people whose strengths complement weaknesses that others have, and vice versa. This is also important
because people with different decision making styles can easily get into a conflict. For example, a person with a Directive
Style can easily become frustrated with a person who has a Behavioral Style because decisions are not being made fast
enough or with enough clarity. Recognizing that people have different decision making styles will help you to understand
why your colleagues or bosses approach decisions differently than you do.
SOURCE: © Dr. Alan J. Rowe, Distinguished Emeritus Professor. Revised December 1998. Reprinted with permission.
Self-Assessment 8.2: Assessing Your Preferred Type of Organizational Culture
Clan
Score : 15 pts.
9 – 15 pts.
Feedback: Your preference for that particular type of culture is moderate.
Each person who completes this self-assessment receives four scores, one for each of the four types of
organizational culture – clan (items 1-4), adhocracy (items 5-8), market (items 9-12), and hierarchy (items
13-16). These scores are interpreted relative to each other. That is, the highest number tells you your
strongest culture preference and the lowest score tells you your weakest culture preference. You should
not try to compare any individual scale score with anyone else gets on that same scale. However, you can
compare the rank-order of the styles for yourself compared to the rank-order someone else achieved.
Adhocracy
Score : 17 pts.
16 – 20 pts.
Feedback: Your preference for that particular type of culture is high.
Each person who completes this self-assessment receives four scores, one for each of the four types of
organizational culture – clan (items 1-4), adhocracy (items 5-8), market (items 9-12), and hierarchy (items
13-16). These scores are interpreted relative to each other. That is, the highest number tells you your
strongest culture preference and the lowest score tells you your weakest culture preference. You should
not try to compare any individual scale score with anyone else gets on that same scale. However, you can
compare the rank-order of the styles for yourself compared to the rank-order someone else achieved.
Market
Score : 13 pts.
9 – 15 pts.
Feedback: Your preference for that particular type of culture is moderate.
Each person who completes this self-assessment receives four scores, one for each of the four types of
organizational culture – clan (items 1-4), adhocracy (items 5-8), market (items 9-12), and hierarchy (items
13-16). These scores are interpreted relative to each other. That is, the highest number tells you your
strongest culture preference and the lowest score tells you your weakest culture preference. You should
not try to compare any individual scale score with anyone else gets on that same scale. However, you can
compare the rank-order of the styles for yourself compared to the rank-order someone else achieved.
Hierarchy
Score : 11 pts.
9 – 15 pts.
Feedback: Your preference for that particular type of culture is moderate.
Each person who completes this self-assessment receives four scores, one for each of the four types of
organizational culture – clan (items 1-4), adhocracy (items 5-8), market (items 9-12), and hierarchy (items
13-16). These scores are interpreted relative to each other. That is, the highest number tells you your
strongest culture preference and the lowest score tells you your weakest culture preference. You should
not try to compare any individual scale score with anyone else gets on that same scale. However, you can
compare the rank-order of the styles for yourself compared to the rank-order someone else achieved.
Interpreting the Result
If your Clan score is the highest of the four scores, this might indicate you prefer an organization with an
internal focus that also values flexibility. Organizations with this type of culture often use the “family”
metaphor to describe the employee atmosphere. Collaboration and trust are key elements, and the
organization has a reputation for “taking care” of its employees.
If your Adhocracy score is the highest of the four scores, this might indicate you prefer an organization
with an external focus that also values flexibility. Organizations like this value and encourage
entrepreneurial spirit among its employees. There is a lack of stability and certainty since the organization
is constantly looking for new challenges and market opportunities. Also, and the possibility always exists
that a new product or service, or a new way of performing an organizational function, will lead to a
change in organizational priorities and staffing.
If your Market score is the highest of the four scores, this might indicate you prefer an organization with
an external focus that also values stability and control. Customer satisfaction is often the highest value in
this type of organization such that customers’ needs and desires are valued higher than the needs and
desires of employees. This type of organization is highly competitive and pays constant attention to
market data.
If your Hierarchy score is the highest, this might indicate you prefer an organization with an internal
focus that also values stability and control. This type of organization is characterized by clear policies and
procedures, and extensive control mechanisms to ensure quality and reliability of products and services.
Action Steps
There is no “right” or “wrong” organizational culture. Research indicates organizational culture is often
determined by the type of industry the organization operates within, the age of the organization, and the
size of the company. In newer organizations, culture is often heavily influenced by the preferences of the
founder or founders. One of the most important points about culture is that it is very difficult to alter once
it is established.
As a consequence, there are two important action steps you can take. The first is to understand your own
preferences so when you have the opportunity to choose one type of organization over another, you will
have some sense of where you would fit the best. This type of choice, if you are fortunate enough to have
a choice, can have a dramatic influence on your satisfaction with your work. Try to avoid working in an
organization where your particular cultural preference is inconsistent with the dominant organizational
culture. The second is to know different people have different preferences. This will help you to
understand how others think and behave. This kind of knowledge is very useful as you enter into the
business world.
Source: Adapt …
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