multiple intelligences testMultiple Intelligences Test - based on .docx
- 1. multiple intelligences testMultiple Intelligences Test - based on Howard Gardner's MI Modelmore info at businessballs.com(manual version - see businessballs.com for self-calculating version)Score or tick the statements in the white-out boxes onlyScoreI like to learn more about myself1I can play a musical instrument2I find it easiest to solve problems when I am doing something physical3I often have a song or piece of music in my head4I find budgeting and managing my money easy5I find it easy to make up stories6I have always been physically well co-ordinated7When talking to someone, I tend to listen to the words they use not just what they mean8I enjoy crosswords, word searches or other word puzzles9I don’t like ambiguity, I like things to be clear10I enjoy logic puzzles such as 'sudoku'11I like to meditate12Music is very important to me13I am a convincing liar14I play a sport or dance15I am very interested in psychometrics (personality testing) and IQ tests16People behaving irrationally annoy me17I find that the music that appeals to me is often based on how I feel emotionally18I am a very social person and like being with other people19I like to be systematic and thorough20I find graphs and charts easy to understand21I can throw things well - darts, skimming pebbles, frisbees, etc22I find it easy to remember quotes or phrases23I can always recognise places that I have been before, even when I was very young24I enjoy a wide variety of musical styles25When I am concentrating I tend to doodle26I could manipulate people if I choose to27I can predict my feelings and behaviours in certain situations fairly accurately28I find mental arithmetic easy29I can identify most sounds without seeing what causes them30At school one of my favourite subjects is / was English31I like to think through a problem carefully, considering all the consequences32I enjoy debates and discussions33I love adrenaline sports and scary rides34I enjoy individual sports best35I care about how those around me feel36My house is full of pictures and
- 2. photographs37I enjoy and am good at making things - I'm good with my hands38I like having music on in the background39I find it easy to remember telephone numbers40I set myself goals and plans for the future41I am a very tactile person42I can tell easily whether someone likes me or dislikes me43I can easily imagine how an object would look from another perspective44I never use instructions for flat-pack furniture45I find it easy to talk to new people46To learn something new, I need to just get on and try it47I often see clear images when I close my eyes48I don’t use my fingers when I count49I often talk to myself – out loud or in my head50At school I loved / love music lessons51When I am abroad, I find it easy to pick up the basics of another language52I find ball games easy and enjoyable53My favourite subject at school is / was maths54I always know how I am feeling55I am realistic about my strengths and weaknesses56I keep a diary57I am very aware of other people’s body language58My favourite subject at school was / is art59I find pleasure in reading60I can read a map easily61It upsets me to see someone cry and not be able to help62I am good at solving disputes between others63I have always dreamed of being a musician or singer64I prefer team sports65Singing makes me feel happy66I never get lost when I am on my own in a new place67If I am learning how to do something, I like to see drawings and diagrams of how it works68I am happy spending time alone69My friends always come to me for emotional support and advice70Intelligence typeyour totalsLinguisticLogical-MathematicalMusicalBodily- KinestheticSpatial-VisualInterpersonalIntrapersonal© V Chislett MSc and A Chapman 2005-06, based on Gardner's Multiple Intelligences Model. Available free from www.businessballs.com. Not to be sold or published. The authors accept no liability.more info at businessballs.com Add the scores or ticks in each column and write the total for each column in the boxes on the right. Your highest scores indicate your natural strengths and
- 3. potential - your natural intelligences. There are no right or wrong answers. My strongest intelligences are (write them here): We are happiest and most successful when we learn, develop, and work in ways that make best use of our natural intelligences (our strengths and style and brain-type in other words). As such this indicator helps you to focus on the sorts of learning and work that will be most fulfilling and rewarding for you. See the multiple intelligence types definitions on sheet 2 of this file - or if you have only hard-copy, go to www.businessballs.com for details about multiple intelligences and/or a free file version of this tool. Score the statements: 1 = Mostly Disagree, 2 = Slightly Disagree, 3 = Slightly Agree, 4 = Mostly Agree Alternatively for speed, and if easier for young people - tick the box if the statement is more true for you than not. Adults over 16 complete all questions. Young people between 8- 16 answer red questions only. This is page 1 of 2. A short version featuring the young people's questions only is available free from the businessballs website. more info at businessballs.com more info at businessballs.com intelligences descriptionsGardner's Multiple Intelligences - descriptions, preferences, personal potential, related tasks and testsintelligence typeintelligence descriptiontypical roles, preferences, potentialrelated tasks, activities or testspreferred learning style1. Linguisticwords and language, written and spoken; retention, interpretation and explanation of ideas and
- 4. information via language, understands relationship between communication and meaningwriters, lawyers, journalists, speakers, trainers, copy-writers, English teachers, poets, editors, linguists, translators, PR consultants, media consultants, TV and radio presenters, voice-over artisteswrite a set of instructions; speak on a subject; edit a written piece or work; write a speech; commentate on an event; apply positive or negative 'spin' to a storywords and language2. Logical - mathmaticallogical thinking, detecting patterns, scientific reasoning and deduction; analyse problems, perform mathematical calculations, understands relationship between cause and effect towards a tangible outcome or resultscientists, engineers, computer experts, accountants, statisticians, researchers, analysts, traders, bankers bookmakers, insurance brokers, negotiators, deal-makers, trouble-shooters, directorsperform a mental arithmetic calculation; create a process to measure something difficult; analyse how a machine works; create a process; devise a strategy to achieve an aim; assess the value of a business or a propositionnumbers and logic3. Musicalmusical ability, awareness, appreciation and use of sound; recognition of tonal and rhythmic patterns, understands relationship between sound and feelingmusicians, singers, composers, DJ's, music producers, piano tuners, acoustic engineers, entertainers, party-planners, environment and noise advisors, voice coachesperform a musical piece; sing a song; review a musical work; coach someone to play a musical instrument; specify mood music for telephone systems and receptionsmusic, sounds, rhythm4. Bodily - Kinestheticbody movement control, manual dexterity, physical agility and balance; eye and body coordinationdancers, demonstrators, actors, athletes, divers, sports-people, soldiers, fire-fighters, PTI's, performance artistes; ergonomists, osteopaths, fishermen, drivers, crafts-people; gardeners, chefs, acupuncturists, healers, adventurersjuggle; demonstrate a sports technique; flip a beer- mat; create a mime to explain something; toss a pancake; fly a kite; coach workplace posture, assess work-station
- 5. ergonomicsphysical experience and movement, touch and feel5. Spatial - Visualvisual and spatial perception; interpretation and creation of visual images; pictorial imagination and expression; understands relationship between images and meanings, and between space and effectartists, designers, cartoonists, story- boarders, architects, photographers, sculptors, town-planners, visionaries, inventors, engineers, cosmetics and beauty consultantsdesign a costume; interpret a painting; create a room layout; create a corporate logo; design a building; pack a suitcase or the boot of a carpictures, shapes, images, 3D space6. Interpersonalperception of other people's feelings; ability to relate to others; interpretation of behaviour and communications; understands the relationships between people and their situations, including other peopletherapists, HR professionals, mediators, leaders, counsellors, politicians, educators, sales-people, clergy, psychologists, teachers, doctors, healers, organisers, carers, advertising professionals, coaches and mentors; (there is clear association between this type of intelligence and what is now termed 'Emotional Intelligence' or EQ)interpret moods from facial expressions; demonstrate feelings through body language; affect the feelings of others in a planned way; coach or counsel another personhuman contact, communications, cooperation, teamwork7. Intrapersonalself- awareness, personal cognisance, personal objectivity, the capability to understand oneself, one's relationship to others and the world, and one's own need for, and reaction to changearguably anyone who is self-aware and involved in the process of changing personal thoughts, beliefs and behaviour in relation to their situation, other people, their purpose and aims - in this respect there is a similarity to Maslow's Self- Actualisation level, and again there is clear association between this type of intelligence and what is now termed 'Emotional Intelligence' or EQconsider and decide one's own aims and personal changes required to achieve them (not necessarily reveal this to others); consider one's own 'Johari Window', and decide options for development; consider and decide one's own
- 6. position in relation to the Emotional Intelligence modelself- reflection, self-discovery© A Chapman and V Chislett MSc 2005, based on Gardner's Multiple Intelligences Model. From www.businessballs.com. Not to be sold or published. The authors accept no liability.businessballs.com businessballs.com Learning Styles QuestionnaireName: _______________________________________ This questionnaire is designed to find out your preferred learning style(s). Over the years you have probably developed learning "habits" that help you benefit more from some experiences than from others. Since you are probably unaware of this, this questionnaire will help you pinpoint your learning preferences so that you are in a better position to select learning experiences that suit your style and having a greater understanding of those that suit the style of others. This is an internationally proven tool designed by Peter Honey and Alan Mumford. There is no time limit to this questionnaire. It will probably take you 10-15 minutes. The accuracy of the results depends on how honest you can be. There are no right or wrong answers. If you agree more than you disagree with a statement put a tick by it. If you disagree more than you agree put a cross by it. Be sure to mark each item with either a tick or cross. ( 1. I have strong beliefs about what is right and wrong, good and bad. ( 2. I often act without considering the possible consequences ( 3. I tend to solve problems using a step-by-step approach
- 7. ( 4. I believe that formal procedures and policies restrict people ( 5. I have a reputation for saying what I think, simply and directly ( 6. I often find that actions based on feelings are as sound as those based on careful thought and analysis ( 7. I like the sort of work where I have time for thorough preparation and implementation ( 8. I regularly question people about their basic assumptions ( 9. What matters most is whether something works in practice ( 10. I actively seek out new experiences ( 11. When I hear about a new idea or approach I immediately start working out how to apply it in practice ( 12. I am keen on self discipline such as watching my diet, taking regular exercise, sticking to a fixed routine, etc. ( 13. I take pride in doing a thorough job ( 14. I get on best with logical, analytical people and less well with spontaneous, "irrational" ( 15. I take care over the interpretation of data available to me and avoid jumping to conclusions ( 16. I like to reach a decision carefully after weighing up many alternatives ( 17. I'm attracted more to novel, unusual ideas than to practical
- 8. ones ( 18. I don't like disorganised things and prefer to fit things into a coherent pattern ( 19. I accept and stick to laid down procedures and policies so long as I regard them as an efficient way of getting the job done ( 20. I like to relate my actions to a general principle ( 21. In discussions I like to get straight to the point ( 22. 1 tend to have distant, rather formal relationships with people at work ( 23. I thrive on the challenge of tackling something new and different ( 24. I enjoy fun-loving, spontaneous people ( 25. I pay meticulous attention to detail before coming to a conclusion ( 26. I find it difficult to produce ideas on impulse ( 27. I believe in coming to the point immediately ( 28. I am careful not to jump to conclusions too quickly ( 29. I prefer to have as many resources of information as possible - the more data to think over the better ( 30. Flippant people who don't take things seriously enough usually irritate me (
- 9. 31. I listen to other people's points of view before putting my own forward ( 32. I tend to be open about how I'm feeling ( 33. In discussions I enjoy watching the manoeuvrings of the other participants ( 34. I prefer to respond to events on a spontaneous, flexible basis rather than plan things out in advance ( 35. I tend to be attracted to techniques such as network analysis, flow charts, branching programs, contingency planning, etc. ( 36. It worries me if I have to rush out a piece of work to meet a tight deadline ( 37. I tend to judge people's ideas on their practical merits ( 38. Quiet, thoughtful people tend to make me feel uneasy ( 39. I often get irritated by people who want to rush things ( 40. It is more important to enjoy the present moment than to think about the past or future ( 41. I think that decisions based on a thorough analysis of all the information are sounder than those based on intuition ( 42. I tend to be a perfectionist ( 43. In discussions I usually produce lots of spontaneous ideas
- 10. ( 44. In meetings I put forward practical realistic ideas ( 45. More often than not, rules are there to be broken ( 46. I prefer to stand back from a situation ( 47. I can often see inconsistencies and weaknesses in other people's arguments ( 48. On balance I talk more than I listen ( 49. I can often see better, more practical ways to get things done ( 50. I think written reports should be short and to the point ( 51. I believe that rational, logical thinking should win the day ( 52. I tend to discuss specific things with people rather than engaging in social discussion ( 53. I like people who approach things realistically rather than theoretically ( 54. In discussions I get impatient with irrelevancies and digressions ( 55. If I have a report to write I tend to produce lots of drafts before settling on the final version ( 56. 1 am keen to try things out to see if they work in practice ( 57. I am keen to reach answers via a logical approach ( 58. I enjoy being the one that talks a lot
- 11. ( 59. In discussions I often find I am the realist, keeping people to the point and avoiding wild speculations ( 60. I like to ponder many alternatives before making up my mind ( 61. In discussions with people I often find I am the most dispassionate and objective ( 62. In discussions I'm more likely to adopt a "low profile" than to take the lead and do most of the talking ( 63. I like to be able to relate current actions to a longer term bigger picture ( 64. When things go wrong I am happy to shrug it off and "put it down to experience" ( 65. I tend to reject wild, spontaneous ideas as being impractical ( 66. It's best to think carefully before taking action ( 67. On balance I do the listening rather than the talking ( 68. I tend to be tough on people who find it difficult to adopt a logical approach ( 69. Most times I believe the end justifies the means ( 70. I don't mind hurting people's feelings so long as the job gets done ( 71. I find the formality of having specific objectives and plans stifling (
- 12. 72. I'm usually one of the people who puts life into a party ( 73. I do whatever is expedient to get the job done ( 74. I quickly get bored with methodical, detailed work ( 75. I am keen on exploring the basic assumptions, principles and theories underpinning things and events ( 76. I'm always interested to find out what people think ( 77. I like meetings to be run on methodical lines, sticking to laid down agenda, etc. ( 78. I steer clear of subjective or ambiguous topics ( 79. I enjoy the drama and excitement of a crisis situation ( 80. People often find me insensitive to their feelingsScoring And Interpreting The Learning Styles Questionnaire The Questionnaire is scored by awarding one point for each ticked item. There are no points for crossed items. Simply indicate on the lists below which items were ticked by circling the appropriate question number. 2 7 1 5 4 13 3 9 6
- 15. TOTALS Activist Reflector Theorist Pragmatist Learning Styles Questionnaire Profile Based on General Norms for 1302 People Activist Reflector Theorist Pragmatist 20 20 20 20 Very strong preference 19 18 19 19 17
- 18. 11 10 11 Low preference 5 10 9 10 4 9 8 9 3 8 7 8 Very low preference 7 6 7 6 5 6 2 5
- 19. 4 4 4 3 3 3 1 2 2 2 1 1 1 0 0 0 0 Learning Styles - General Descriptions Activists Activists involve themselves fully and without bias in new experiences. They enjoy the here and now and are happy to be dominated by immediate experiences. They are open-minded, not sceptical, and this tends to make them enthusiastic about
- 20. anything new. Their philosophy is: "I'll try anything once". They tend to act first and consider the consequences afterwards. Their days are filled with activity. They tackle problems by brainstorming. As soon as the excitement from one activity has died down they are busy looking for the next. They tend to thrive on the challenge of new experiences but are bored with implementation and longer-term consolidation. They are gregarious people constantly involving themselves with others but in doing so; they seek to centre all activities on themselves. Reflectors Reflectors like to stand back to ponder experiences and observe them from many different perspectives. They collect data, both first hand and from others, and prefer to think about it thoroughly before coming to any conclusion. The thorough collection and analysis of data about experiences and events is what counts so they tend to postpone reaching definitive conclusions for as long as possible. Their philosophy is to be cautious. They are thoughtful people who like to consider all possible angles and implications before making a move. They prefer to take a back seat in meetings and discussions. They enjoy observing other people in action. They listen to others and get the drift of the discussion before making their own points. They tend to adopt a low profile and have a slightly distant, tolerant unruffled air about them. When they act it is part of a wide picture which includes the past as well as the present and others' observations as well as their own. Theorists Theorists adapt and integrate observations into complex but logically sound theories. They think problems through in a vertical, step-by-step logical way. They assimilate disparate facts into coherent theories. They tend to be perfectionists who won't rest easy until things are tidy and fit into a rational
- 21. scheme. They like to analyse and synthesise. They are keen on basic assumptions, principles, theories models and systems thinking. Their philosophy prizes rationality and logic. "If it's logical it's good". Questions they frequently ask are: "Does it make sense?" "How does this fit with that?" "What are the basic assumptions?" They tend to be detached, analytical and dedicated to rational objectivity rather than anything subjective or ambiguous. Their approach to problems is consistently logical. This is their "mental set" and they rigidly reject anything that doesn't fit with it. They prefer to maximise certainty and feel uncomfortable with subjective judgments, lateral thinking and anything flippant. Pragmatists Pragmatists are keen on trying out ideas, theories and techniques to see if they work in practice. They positively search out new ideas and take the first opportunity to experiment with applications. They are the sorts of people who return from management courses brimming with new ideas that they want to try out in practice. They like to get on with things and act quickly and confidently on ideas that attract them. They tend to be impatient with ruminating and open-ended discussions. They are essentially practical, down to earth pile who like making practical decisions and solving problems. They respond to problems and opportunities "as a challenge". Their philosophy is: "There is always a better way" and "if it works it's good". In descending order of likelihood, the most common combinations are: 1st Reflector/Theorist
- 22. 2"d Theorist/ Pragmatist 3rd Reflector/Pragmatist 4th Activist/Pragmatist Learning styles - a further perspective ACTIVISTS: Activists learn best from activities where: · There are new experiences/problems/opportunities from which to learn. · They can engross themselves in short "here and now" activities such as business games, competitive teamwork tasks, role-playing exercises. · There is excitement/drama/crisis and things chop and change with a range of diverse activities to tackle · They have a lot of the limelight/high visibility, i.e. they can "chair" meetings, lead discussions, and give presentations. · They are allowed to generate ideas without constraints of policy or structure or feasibility. · They are thrown in at the deep end with a task they think is difficult, i.e. when set a challenge with inadequate resources and adverse conditions. · They are involved with other people, i.e. bouncing ideas off them, solving problems as part of a team.
- 23. · It is appropriate to "have a go". Activists learn least from, and may react against, activities where: · Learning involves a passive role, i.e. listening to lectures, monologues, explanations, statements of how things should be done, reading, watching. · They are asked to stand back and not be involved. · They are required to assimilate, analyse and interpret lots of "messy" data. · They are required to engage in solitary work, i.e. reading, writing, thinking on their own. · They are asked to assess beforehand what they will learn, and to appraise afterwards what they have learned. · They are offered statements they see as "theoretical", i.e. explanation of cause or background · They are asked to repeat essentially the same activity over and over again, i.e. when practicing. · They have precise instructions to follow with little room for manoeuvre. · They are asked to do a thorough job, i.e. attend to detail, tie up loose ends, dot the i's, cross t's. Summary of strengths · Flexible and open minded. · Happy to have a go.
- 24. · Happy to be exposed to new situations. · Optimistic about anything new and therefore unlikely to resist change. Summary of weaknesses: · Tendency to take the immediately obvious action without thinking. · Often take unnecessary risks. · Tendency to do too much themselves and hog the limelight. · Rush into action without sufficient preparation. · Get bored with implementation/consolidation. Key questions for activists: · Shall I learn something new, i.e. that I didn't know/couldn't do before? · Will there be a wide variety of different activities? (I don't want to sit and listen for more than an hour at a stretch!) · Will it be OK to have a go/let my hair down/make mistakes/have fun? · Shall 1 encounter some tough problems and challenges? · Will there be other like-minded people to mix with? REFLECTORS: Reflectors learn best from activities where:
- 25. · They are allowed or encouraged to watch/think/chew over activities. · They are able to stand back From events and listen/observe, i.e. observing a group at work, taking a back seat in a meeting, watching a film or video. · They are allowed to think before acting, to assimilate before commencing, i.e. time to prepare, a chance to read in advance a brief giving background data. · They can carry out some painstaking research, i.e. investigate, assemble information, and probe to get to the bottom of things. · They have the opportunity to review what has happened, what they have learned. · They are asked to produce carefully considered analyses and reports. · They are helped to exchange views with other people without danger, i.e. by prior agreement, within a structured learning experience. · They can reach a decision in their own time without pressure and tight deadlines. Reflectors learn least from, and may react against, activities where: • They are "forced" into the limelight, i.e. to act as leader/chairman, to role-play in front of on-lookers. •
- 26. They are involved in situations which require action without planning. • They are pitched into doing something without warning, i.e. to produce an instant reaction, to produce an off-the-top-of-the- head idea. • They are given insufficient data on which to base a conclusion. • They are given cut and dried instructions of how things should be done. • They are worried by time pressures or rushed from one activity to another. • In the interests of expediency they have to make short cuts or do a superficial job. Summary of strengths: · Careful. · Thorough and methodical · Thoughtful · Good at listening to others and assimilating information.
- 27. · Rarely jump to conclusions. Summary of weaknesses: · Tendency to hold back from direct participation. · Slow to make up their minds and reach a decision. · Tendency to be too cautious and not take enough risks. · Not assertive - they aren't particularly forthcoming and have no "small talk". Key questions for reflectors: · Shall I be given adequate time to consider, assimilate and prepare? · Will there be opportunities/facilities to assemble relevant information? · Will there be opportunities to listen to other people's points of view - preferably a wide cross section of people with a variety of views? · Shall I be under pressure to be slapdash or to extemporise? THEORISTS: Theorists learn best from activities where: · What is being offered is part of a system, model, concept, theory · The have time to explore methodically the associations and inter-relationships between ideas, events and situations.
- 28. · They have the chance to question and probe the basic methodology, assumptions or logic behind something, i.e. by taking part in a question and answer session, by checking a paper for inconsistencies. · They are intellectually stretched, i.e. by analysing a complex situation, being tested in a tutorial session, by teaching high calibre people who ask searching questions. · They are in structured situations with a clear purpose. · They can listen to or read about ideas and concepts that emphasise rationality or logic and are well argued/elegant/watertight. · They can analyse and then generalise the reasons for success or failure. · They are offered interesting ideas and concepts even though they are not immediately relevant. · They are required to understand and participate in complex situations. Theorists learn least from, and may react against, activities where: · They are pitch-forked into doing something without a context or apparent purpose. · They have to participate in situations emphasising emotions and feelings. · They are involved in unstructured activities where ambiguity and uncertainty are high, i.e. with openended problems, on
- 29. sensitivity training. · They are asked to act or decide without a basis in policy, principle or concept. · They are faced with a hotchpotch of alternative/contradictory techniques/methods without exploring any in depth, i.e. as on a "once over lightly" course. · They find the subject matter platitudinous, shallow or gimmicky. · They feel themselves out of tune with other participants, i.e. when with lots of Activists or people of lower intellectual calibre. Summary of strengths: · Logical "vertical" thinkers. · Rational and objective. · Good at asking probing questions. · Disciplined approach. Summary of weaknesses: · Restricted in lateral thinking. · low tolerance for uncertainty, disorder and ambiguity · Intolerant of anything subjective or intuitive. · Full of "shoulds, oughts and musts".
- 30. Key questions for theorists: · Will there be lots of opportunities to question? · Do the objectives and program of events indicate a clear structure and purpose? · Shall I encounter complex ideas and concepts that are likely to stretch me? · Are the approaches to be used and concepts to be explored "respectable", i.e. sound and valid? · Shall I be with people of similar calibre to myself? PRAGMATIST: Pragmatists learn best from activities where: · There is an obvious link between the subject matter and a problem or opportunity on the job. · They are shown techniques for doing things with obvious practical advantages, i.e. how to save time, how to make a good first impression, how to deal with awkward people. · They have the chance to try out and practice techniques with coaching/feedback from a credible expert, i.e. someone who is successful and can do the techniques themselves. · They are exposed to a model they can emulate, i.e. a respected boss, a demonstration from someone with a proven track record, lots of examples/anecdotes, and a film showing how it’s done. · They are given techniques currently applicable to their own
- 31. job. · They are given immediate opportunities to implement what they have learned. · There is a high face validity in the learning activity, i.e. a good simulation, 'real" problems. · They can concentrate on practical issues, i.e. drawing up action plans with an obvious end product, suggesting short cuts, giving tips. Pragmatists learn least from, and may react against, activities where: · The learning is not related to an immediate need they recognise/they cannot see, an immediate relevance/practical benefit. · Organisers of the learning, or the event itself, seems distant from reality, i.e. "ivory towered", all theory and general principles, pure "chalk and talk". · There is no practice or clear guidelines on how to do it. · They feel that people are going round in circles and not getting anywhere fast enough. · There are political, managerial or personal obstacles to implementation. · There is no apparent reward from the learning activity, i.e. more sales, shorter meetings, higher bonus, promotion. Summary of strengths:
- 32. · Keen to test things out in practice. · Practical, down to earth, realistic. · Businesslike - gets straight to the point. · Technique oriented. Summary of weaknesses: · Tendency to reject anything without an obvious application. · Not very interested in theory or basic principles. · Tendency to seize on the first expedient solution to a problem. · Impatient with waffle. · On balance, task oriented not people oriented. Key questions for pragmatists: · Will there be ample opportunities to practice and experiment? · Will there be lots of practical tips and techniques? · Shall we be addressing real problems and will it result in action plans to tackle some of my current problems? · Shall we be exposed to experts who know how to/can do it themselves? www.hrdevelopment.co.nz WORKBOOK TASK 4 For this task you will first need to complete two questionnaires
- 33. to find out about your Preferred Learning Styles using Honey and Mumford’s questionnaire and about your rating on Gardner’ Multiple intelligences Scale. You will then need to look at the information describing the features of the different categories in the scales. The information for the Learning Styles is attached to the questionnaire and the information for Gardner’s scale can be found on sheet 2 of the excel spreadsheet. Then in your workbook answer the following questions: 1. What are your strong preferences according to the Learning Styles Questionnaire? 2. What type of Intelligences are the strongest for you? 3. With this information in mind, design a two year Graduate Management Training Programme for yourself that takes account of your strongest preferences and strongest intelligencies. This can be for Management Training for any industry but you must state the industry clearly. 4. Looking now at your least preferred Learning Styles and your weakest intelligences, put forward a plan to build up those areas before the beginning of the next academic year. HRM 2005 Human Resource Management Participation Workbook 2015 – 2016 Student Name . Student Number .
- 34. Marks Awarded Weeks 1 – 10 . Marks Awarded Weeks 12 – 21 . TOTAL MARKS AWARDED . Module Leader: Susie Leigh INSTRUCTIONS FOR COMPLETING THIS WORKBOOK 1. Each week when you attend a lecture / workshop you will be asked to sign an attendance register. Please make sure you sign against your own name and do not sign for anyone else. 2. At the beginning of each semester you will be given a list of questions and activities to improve your understanding of the topics that will be covered. You will start the activity in class if there is time but you must complete it in the on-line workbook in order to gain the marks allocated to these activities. 3. Usually there will be a choice of questions or activities and you should complete it in your own time, preferably soon after the relevant sessions have taken place. 4. If there is a choice insert the question or activity in the space at the top of the appropriate page. 5. Complete the activity or exercise in the space provided. You should aim to write about 1000 words for each exercise but you should not exceed that number. 6. All activities and answers must be your own work and not
- 35. copied from anyone else 7. You must submit your workbook as instructed. It must be submitted via Turnitin which is accessed through Myunihub. The second submission is by April 16th when you be expected to have completed all the activities and exercises based on the lectures in weeks 12 to 21 Only the completed activities and exercises that are submitted at the correct time will be marked – you will not have an opportunity to fill in the gaps later on. 8. Only submit the part of the workbook that contains the activities – if you submit these instructions or the timetable as well the similarity score will be affected and your marks may be lower as a result. 9. You can accumulate up to 20 marks this way which will make a big difference to your final grade. You will also have improved your learning of the topic and had useful practice in answering questions similar to those you will encounter in the final exam. Your exam skills will have improved due to practice which can make a difference to your ability to produce coherent and detailed answers under exam conditions 10. The percentage of marks awarded for each exercise is shown. The remaining 10% is for the quality and quantity of the references Wk 12 11.1.16 EMPLOYEE RELATIONS: THE EMPLOYEE’S PERSPECTIVE Susie Leigh
- 36. Wk 13 18.12.16 EMPLOYEE RELATIONS: MANAGERS AND UNIONS Susie Leigh (20%) · Identify a strike that took place during 2014 or 2015 in the UK · What companies/organisations were involved? · What trade unions were involved? · How long did the strike last? · How many people went out on strike? · What caused the strike? · How was it resolved? · If it hasn’t been resolved, what further action is planned? TYPE YOUR ANSWER IN THIS SPACE
- 38. Wk 14 25.1.16 THE PSYCHOLOGICAL CONTRACT Susie Leigh WK 15 1.2.16 MAXIMISING EMPLOYEE ENGAGEMENT Susie Leigh YOUR QUESTION/ACTIVITY (20%) Some years ago a multi-site retailer decided to ‘grow their own’ managers by setting up their own graduate training scheme. They recruited a cohort of keen people who were to have two years of training before being given the job of department manager. Most of these trainees were graduates, though some had been working for the company on the shop floor before applying. Some of the successful applicants had applied for several similar training schemes and were therefore aware of the training that other employers were offering their graduate trainees. As is usual with graduate trainees they had placements in a number of stores as part of their training as well as some training days which took place centrally. They also had an induction which lasted two days prior to going out to their first
- 39. placement. Stores traded from 8am and 8pm but, unlike shop floor staff who worked for a set number of hours, the trainees had no set starting and finishing time. As there were only a few managers on duty at any one time in an average store the trainees were expected to do the openings and closings in addition to working on the shop floor. The time that should have been set aside for study was often denied to them as they were required to help out on the shop floor. After two years not one single trainee was left – they had all moved to other jobs mostly outside the company. What advice would you give to senior management to improve the way they manage their graduate trainees to ensure that they create and maintain a positive psychological contract? TYPE YOUR ANSWER IN THIS SPACE
- 40. Wk 15.16.17 8.2 – 22.2.16 EMPLOYEE REWARD (30%) Bruce Thompson MINI CASE STUDY FOR THE REWARD LECTURES The organisation is a medical research charity. There are five groups of staff: medical specialists, fundraisers, supervisors of the charity shops, head office professional staff, and head office administrative staff. Medical specialists These are highly qualified doctors and scientists who specialise
- 41. in different areas. They are mainly recruited externally. The charity governing board would like to improve staff development within each of the specialist areas. To date all specialists have been on the same pay scales. However some specialists, in short supply nationally, are resigning for pay reasons. Other specialists may be overpaid. Fundraisers Fundraisers are key staff as the money they raise pays for the research work. They often have a sales background. The charity governing board wants to put pressure on individual fundraisers to generate even more money. Supervisors of charity shops These are the people who run the charity shops. Most are highly motivated with the satisfaction that they are doing good for society. The charity would like to give these supervisors benefits which would motivate them, but at the same time keeping the reward costs to the charity to a minimum. Head office administrative staff The majority of these staff are women. All administrative staff have recently been job evaluated. The existing salaries of most of the staff have fallen within their new grade salary ranges. One member of staff, a man, has a salary which is higher than the maximum of his new grade salary range. The charity is committed to equal pay. Question What would be the most appropriate reward policies for each of these groups of staff? Give reasons for your choice in each case.
- 42. TYPE YOUR ANSWER IN THIS SPACE
- 43. Wk 19 29.2.16 INDIVIDUAL LEARNING AND DEVELOPMENT Susie Leigh Wk 20 7.3.16 DEVELOPING MANAGERS AND ORGANISATIONS Susie Leigh YOUR QUESTION/ACTIVITY (20%) To Be Confirmed TYPE YOUR ANSWER IN THIS SPACE