Chapter 1 What Is Organizational Behaviour? 23OBAT WORKLEARNING ABOUT YOURSELF EXERCISE
The Competing Values Framework:
Identifying Your Interpersonal Skills
From the list below, identify what you believe to be your strongest skills, and then identify those in which you think your per-
formance is weak. You should identify about 4 strong skills and 4 weak skills.
1. Taking initiative- Goal setting
- Delegating effectively
- Personal productivity and motivation
- Motivating others
- Time and stress management
- Planning
- Organizing
- Controlling
1 0. Receiving and organizing information - Evaluating routine information
1 2. Responding to routine information
1 3. Understanding yourself and others
1 4. Interpersonal communication
1 5. Developing subordinates
1 6. Team building
1 7. Participative decision making
1 8. Conflict management
1 9. Living with change- Creative thinking
- Managing change
- Building and maintaining a power base
- Negotiating agreement and commitment
- Negotiating and selling ideas
Scoring Key:
These skills are based on the Competing Values Framework (pages 27–29), and they appear in detail in Exhibit 1-6 on
page 23. Below, you will see how the individual skills relate to various managerial roles. Using the skills you identified as
strongest, identify which roles you feel especially prepared for right now. Then, using the skills you identified as weakest,
identify areas in which you might want to gain more skill. You should also use this information to determine whether you are
currently more internally or externally focused, or oriented more toward flexibility or control.
Director: 1, 2, 3 Mentor: 13, 14, 15
Producer: 4, 5, 6 Facilitator: 16, 17, 18
Coordinator: 7, 8, 9 Innovator: 19, 20, 21
Monitor: 10, 11, 12 Broker: 22, 23, 24
After reviewing how your strengths and weaknesses relate to the skills that today’s managers and leaders need, as illus-
trated in Exhibit 1-6, you should consider whether you need to develop a broader range of skills.
Source:Created based on material from R. E. Quinn, S. R. Faerman, M. P. Thompson, and M. R. McGrath, Becoming a Master Manager: A
Competency Framework(New York: John Wiley and Sons, 1990), chapter 1.