Confidential

Management Style Diagnosis

This test measures your Management style i.e. how you manage others around you.
This is a psychological test, which will help you learn more about yourself.

Answer the questions on the basis of how you FEEL and not what you THINK. There
are no right or wrong answers. Answer, honestly and do not spend too
much time on any one question. Usually your first response is the best response.
Do not leave any question unanswered.
Use the separate response sheet provided for your answers and indicate if statement
A best describes you or Statement B. Sometimes both statements may describe your
response well & sometimes neither may apply. However, you have to choose a
statement (A/B) which will best describe your response if you faced with the situation
mentioned.
Answer the questions in a sequential manner i.e. answer question No.1 first and than
Question No. 2.

Time – 45 Minutes

B
No. A
I do not show too much interest in I overlook violations of any kind if it
1 maintaining good relationships with helps to make things run more
those above me. smoothly.
I evaluate individuals personally. I
I do not always show a lot interest
2 frequently point out their good and bad
in my subordinates
points and criticize where necessary.
I believe the value of creativity, I have some interest in high productivity
3 change, and innovation is often but it is not always apparent and thus
overemphasized. productivity sometimes suffers
I think that the idea of setting I prefer to write out communications
4
overall objectives can be over done. with others.
I think that planning can be over- When conflict arises I always help those
5
emphasized. involved to find a basis for agreement.
I think that the actual introduction of I am certain that the best way to
a change imposed from outside eliminate errors is for those making
6
should require only a moderate them to have their errors explained to
effort on my part them in detail.
I do not seem as interested as I
I actively support and promote the team
7 might be in the actual
approach to management.
implementation of decision
I try to avoid disagreements with
higher management even though I believe that evaluation and review are
8
this may lower my own or my often overstressed.
subordinate’s productivity.
I seem more interested in day
I treat subordinates with great
9 productivity than in long run
kindness and consideration
productivity.

Page 1 of 5
 Confidential

While I do try to keep an open channel

I think that some new ideas lead to
10 of communication with others, I am
disagreement and friction.
sometimes unsuccessful in doing so.
I allow subordinates to set their own
objectives according to their needs I respond to disagreement and conflict
11
and accept them even if somewhat by referring to rules and procedures.
unsatisfactory.
I prefer to let each individual make
I think that most errors arise for a look
12 their own plans as long as they are
for the reason than at the error itself.
clear.
I prefer to introduce change slowly I believe a strong leader who knows
13
rather than rapidly. what to do.
I tolerate deviations in implementing If a procedure or control is violated I
14 plans if this will avert make sure I concentrate on finding out
unpleasantness. why.
I prefer to do my job with no I am not too interested in improving
15
interference from those above. productivity just for its own sake.
I direct the work of my subordinates
I communicate with a good relationship
16 and discourage deviations from my
above all else.
plans.
I think new ideas from below are
When conflict arises I am always fair
17 sometimes less useful than those
and firm.
from above.
Deviations from the specific I believe that errors would be minimal if
18 objectives I set for others are people simply followed established
discouraged. rules and procedures.
I believe that errors would be minimal if
19 I see planning as a one-person job. people simply followed established
rules and procedures.
I think a good way to introduce I show that I think tough control
20 change is to make an announcement techniques are among the most
and then let people get or with it. important aids to high productivity.
I watch implementation of plans I have both methods and output under
21 closely, point out errors and criticize constant review and changes in them
where necessary. are regularly implemented as needed.
I want to improve my relationships
I could supply more useful information
22 with superiors but do not always
to others than I do.
take the action necessary.
When dealing with subordinates I
attempt to combine both task and At the first sign of conflict I attempt to
23
relationships considerations but one smooth thing over.
or the other often suffers.
I sometimes encourage new ideas I believe that when an error occurs the
24 but do not always follow up too person responsible should be
many of them. reprimanded.
While my objectives are usually
I think that the team approach is of use
fairly clear, I allow them to be quite
25 at times but that formal meetings
loose so that they are not always a
accomplish as much or even more.
good guide.

Page 2 of 5
 Confidential

I believe that performance data is best

I make an effort at planning but the
26 fed back to the individual concerned
plans do not always work out.
rather than to a superior or a staff unit.
I sometimes talk about the problems
I keep methods and output under
of introducing change but do not
27 constant review and make changes to
always attempt to deal with these
ensure high output.
problems.
I keep an eye on the implementation I set high standards for myself and
28 of plans but do not always take encourage others to set high output
action when it is most needed. standards.
I believe that there will be few
problems between myself and
I avoid conflict even when facing it
29 higher management if proper
could be useful.
procedures and channels are
followed.
I think that things go best when I believe that if an error occurs it should
30 subordinates understand and follow be corrected in such a way that no one
the duties in their job descriptions. will be upset.
I believe that formal meetings are a
I believe in One person One job well
31 perfectly sound Way to produce new
done.
ideas.
I say that I believe control techniques
The objectives I set are usually fairly
32 are useful but I establish few and
clear though somewhat inflexible.
violate some.
I encourage others to evaluate their
33 I plan with a fine attention to detail.
own and my own performance.
I introduce changes formally and I personally set high output standards
34 follow closely any established for others and myself and work hard to
procedures. see that they are met.
Once plan are made I try to ensure I have an open communication channel
35 there implementation follows the with everyone on any matter and others
original plan. have it with me.
I show little concern about errors and
I understand and co-operate well
36 usually do little to correct or reduce
with higher level management.
them.
My relationship with subordinates is I believe that team meetings are good
37 excellent and is characterized by primarily because they get people to
mutual trust and respect. talk together more.
I always seek out new and good
I sometimes object to what I believe are
38 ideas and motivate others to be as
unnecessary procedures.
creative as possible.
I talk about the importance of
I successfully motivate others to set evaluation and review but do not
39
their own clear objectives. always get involved with myself much
as I might.
I believe that the measure of output is a
When I am responsible for planning I
40 comparison based on norms previously
involve many others.
established.
41 I prepare those affected by change I keep everyone fully informed of what I

Page 3 of 5
 Confidential

think they need to know in order to do

by talking them well in advance.
their job better.
I am responsive to sound proposals
for modifying plans, am open to I try to resolve conflict as possible by
42
suggestions, and am always willing uncovering its underlying causes.
to help.
I work well with higher level
I think control procedures can be over
43 management and ensure that they
done.
know exactly how I see my job.
I make it quite clear to subordinates I believe that the proper treatment of
44 what I expect of them. I show that I people is the best way to get
value efficiency and productivity. productivity.
I both develop and propose many When disagreement arises I usually
45
new ideas. take a firm but understanding stand.
I personally set clear objectives that
I like the idea of teamwork but often am
46 are understood by all those
not able to find ways to apply it.
involved.
I plan well and concentrate primarily I emphasize regular evaluation
47 on my own good ideas and assign measurement and review of
individual responsibilities. performance.
I inform all concerned of the reason I maintain open trusting communication
48
for a change. channels with everyone.
I watch the implementation of plans
I treat errors primarily as opportunities
by individuals and give direct
49 for everyone to learn and am prepared
assistance and guidance where
to look openly at my owe errors.
needed.
I believe higher management is I have a few doubts about the team
simply another team should co- approach to management but would
50
operate effectively with teams lower give it a trial if the situation were
down. appropriate.
I believe it is sometimes necessary to
I consistently obtain high output say that a satisfactory job has been
51
form my subordinates. done when it was not really all that was
expected.
I am constantly on the watch for
new, useful and productive ideas I sometimes shoot down the ideas of
52
form any source and develop many others.
new ideas myself.
I set objectives with others, which I believe that one can learn form errors
53 are clear and fully agreed to by all and that I should show it more in my
those directly involved. behaviour.
When I am involved the plans made
I believe that controls are an important
54 represent the best thinking of all
element in obtaining productivity.
concerned.
I inform all concerned well in
I motivate others to set high output
advance of any possible changes
55 standards and encourage & support
and give them the opportunity to
them so that these are met.
influence the proposed change
56 I keep an eye on the Implementation When facing disagreement I try to be as

Page 4 of 5
 Confidential

of plans and respond quickly, and

persuasive as possible.
solve, any blockages.

Page 5 of 5