Laserfiche WebLink
III <br />analysis <br />Methodology_ The Development Needs Inventory consists <br />of 136 statements that describe managerial behavior. A <br />manager reaoa each statement and indicates on a 1 to 5 <br />scale (5 is the highest possible score) how well that <br />statement describes himself or herself. Where possible, the <br />manager is also described, using the same inventory, by <br />supervisors, peers and subordinates. These data are <br />computer scored and the manager receives feedback on <br />17 performance categories. Summary and comparative <br />data are available to organizations. <br />Scores Three difference scores on each category — <br />difference between the descriptions given by one's self and <br />others — provide a powerful Incentive for a manager to <br />either change a managerial behavior, change how he or <br />(l she is perceived by others, or to congrat�, flate himlt -rself <br />on being in i .cceptional touch with the real world (where <br />the manager sees self as seen by others). A manager may <br />not agree with the descriptions others give, but the fact <br />that others perceive him/her that way is indisputable. <br />Furthermore, perceptions others have of a manager are <br />critical contributors to both that manager's effectiveness <br />and his or her career success. Most managers recognize <br />th.:i fact. <br />Validity_ A. The DNI Is not a performance evaluation Instrument. <br />Although certaln behaviors are obviously better than others, the <br />person completing the DNI Is asked only to describe. Describing is <br />a less threatening activity than e•ratuating -- less likely to produce <br />defensiveness and positively faked responses. A manager can, of <br />course, be excessively generous in describing him4mrself, but there <br />Is a strong Incentive for honesty since such a blas Increases the <br />difference scores (Iran superiors, peers and subordnales) and <br />makes the manager who fakes positively appear to be Imperceptive. <br />B. The DNI focuses exclusively on descriptions of <br />behavior, unlike personality and altitude Inventories. Since <br />behaVor rather than the varied motives that produce behavior, <br />determines managerial effectiveness, a clear relalfonship exists <br />beWeen scores on this Inventory and the behavior c ranges a <br />manager may make to be more effective. <br />-5- <br />