Running Head: PROJECT 2 1
Project 2: McGraw-Hill Assessment
David Brown
Liberty University
BMAL 500
Running Head: PROJECT 2 2
Abstract
This paper is separated into three distinct sections. The first section provides clarity as it
relates to the evaluation. There is also information given regarding how I work with peers,
subordinates and leadership. The evaluation continues by providing insight on how I could be a
better ambassador for my organization, as well as being a better leader and team player. The final
section I provide my Biblical analysis of the evaluation. This evaluation has given me insight
into ways of being a better Christian and a better human being.
Running Head: PROJECT 2 3
Project2: McGraw-Hill Assessment
Step 1
Part I: Personality Insights
There were definitely some things the evaluation identified for me. Big 5 measurements
were as follows; the primary inquiry showed my scores to be, 3 , pleasantness – 5 , uprightness
– 7 , passionate strength – 3 , and receptiveness to encounter – 6 (McGraw-Hill, 2017). The next
results showed my scores as such, , 5 , neuroticism pleasantness – 6 , principles – 4 , and
receptiveness –4 , extraversion – 3 (McGraw-Hill, 2017). I do not see myself as primarily
extroverted, I find it to be very situational and contextual. As a military member and Senior Non-
Commissioned Officer, there are times when I must be an extrovert. As it relates to leading
people, I am often responsible to get out in front literally and figuratively speaking. This section
of the report was a bit of a surprise to me as I see myself as more of an introvert in most ways.
Most of my reactions or proactive approaches are situational, I tend to use what I feel is
the best style of interaction for the given circumstance.
Attitude and Core Values Insights.
This evaluation did teach me some things about how I engage and my perspective. I
believe my tendencies are to be sympathetic and empathetic in my approach to how I interact
with people.
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I don’t have a need to acquire power or have control over others. I believe based on the
results, I have a high consideration for systems and processes that make things clear and
structured. The need to have consistency is somewhat contradicted by the fact that I am ready
and willing to adjust or make changes based on what needs to be done. Being able to see myself
in a way that’s pleasing would indicate or imply a level of self-assurance and that would appear
almost self-centered. This may be an area that requires some adjustment on my part. My thought
process as it relates to corporate social duty, interaction and cooperation made me reflect deeply
on both and has given me pause. I’m left contemplating whether my views are to rigid. me a
thought of how I respond to both. I believe I have a high state of mind regarding corporate social
obligation and impartial collaboration. My overall score was 26 and 32 specifically (McGraw-
Hill, 2017).
Motivation Insights.
Inspiration can be described as a feeling of enthusiasm. it can come from a person or a
material thing that can also spark new and creative ideas. A person or thing described as
inspiring can mean, they make you or other people want to do or achieve something. Inspiration
is very important and can be the difference between success and failure. I find that I am able to
find inspiration from both things and people. External inspiration originates from the potential or
genuine receipt of outward rewards, for example, acknowledgment, cash or advancement
(Kinicki et al, 2016). I would assert that most of my inspiration is outward. I continue to be
inspired by the results of a job well done, this keeps me motivated.
Running Head: PROJECT 2 5
Decision Making/Problem Solving Insights.
My critical thinking aptitudes score was 35, this would imply that I have some work to do
as it relates to my ability to think critically, at least to me. This area may require further
evaluation and self-examination. My reasoning for concluding what I do isn’t always made clear
when I try to communicate. The evaluation further identifies me as a medium vital scholar, my
score was 24 (McGraw-Hill, 2017). This is an area in which I constantly seek to improve.
Part II: Working with Others
Communication Competency and Listening Style.
As it relates to my ability to relate, I have a tendency to communicate more or less based
or the context of the discussion and my expertise on the subject. There are times when the issue
may revolve around what I feel to be a matter or right and wrong, in these situations I tend to be
more verbal if I feel my sense of justice is being violated. According to the text, my ability to
listen was scored as a 46 . I don’t need to be the center of attention in any discussion; however, I
don’t shy away from it if there is a need that helps the issue at hand. I try to be consistent in my
demeanor, affect and communication style. I have found it to be vital to know when and how to
speak and when to listen as a military member. My preference would be to communicate face-
to-face, when this isn’t possible and I’m using other mediums I try to be as clear and concise as
possible.
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Leadership Readiness and Team Insights.
As a Senior Non-Commissioned Officer in the U.S Air Force, I have varying
responsibilities and am often in charge of individuals and processes. I believe that I have been
able to develop, over time, certain leadership attributes that allow me to make better and more
engaged decisions. at the chance to be the pioneer to realize that things are completing as to
achieve the objectives made by the group. This additionally clarifies why I scored 15 in
leadership with a high leadership awareness of total quality management. With regards to groups
I scored a 20 in partnership and resources and a feedback score of 80 which doesn’t surprise me
as the military is very team and goal oriented and I have been shaped by those processes.
Part III: Life in Organizations
Organizational Politics.
The results in this area would suggest that my organization may have a good climate for
innovation and organizational politics seldom impede innovation. As a one person and arguably
one with not a lot of influence in my unit at the strategic level, there are things I can do to have
an impact on the climate as it relates to innovation. I have found that I can use my influence to
encourage innovation in sphere. I believe big innovations can start with me regardless of my
level of influence. The implication being that the opportunities to be innovative and proactive
can happen at every level. I concur with this conclusion as the military has a need to be good
stewards of taxpayer dollars, this charge demands innovation.
Organizational Needs - Employee Satisfaction.
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My score in this area was a 17. As the evaluation described, mechanistic organizations
have an orientation towards centralized authority. This is a very accurate description. I prefer an
environment where tasks and rules are clearly specified, but I do not prefer one where employees
are closely supervised, this is contextual for me. The text describes this to be any branch of the
U. S. military.
I have a need to be influential without the need to be in a position of control or authority,
however the military does not create many opportunities for those with a lack authority or
position to lea. My authority or level of recognition has never determined my fulfillment in my
job.
Organizational Change and Climate.
Many individuals can find change to be difficult. When change occurs within an
organization it can be difficult for some and welcome for others. Being a part of the military
implies that the only constant is in fact change. I view change as something that is eventual and
required. Perspective can and will have a major impact on how one views changes organizational
or otherwise. “As for organizations, it is well-known that their survival, growth and
competitiveness in the turbulent labor market depend on their ability to manage change, both in
the internal and external environment.” (Sartori, et. al., 2018).
Step 2
Running Head: PROJECT 2 8
This evaluation has given me insight into many areas of how I interact with individuals
within my organization and the structure, limitations and context in which those interactions
occur. The military structure, at least within the U.S. Air Force, provides many opportunities for
collaborative efforts and the ability for individuals at every level to provide input for improving
processes.
I have found through this evaluation there are areas I can improve on. The evaluation has
revealed to me that there are areas aspects of my life that could probably use an overhaul. My
ability to relate to others is largely dependent on my conclusion of who that person is and
whether I deem them to be trustworthy. My tendency to do this is something more commonly
referred to as operating within a cognitive culture. “Cognitive culture sets the tone for how
employees think and behave at work—for instance, how customer-focused, innovative, team-
oriented, or competitive they are or should be.” (Barsade & O’Neil, 2016). This culture can
either be productive or destructive to an organization.
Step 3
Running Head: PROJECT 2 9
The Holy Spirit has and continues to do a great work in me. I have found over the years
with the help of scripture
References
Riccardo Sartori,* Arianna Costantini, Andrea Ceschi, and Francesco Tommasi (15 March 2018)
How Do You Manage Change in Organizations? Training, Development, Innovation, and
Their Relationships Retrieved from
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5890109/
Kinicki, A., & Fugate, M. (2016). Organizational Behavior: A Practical, Problem-Solving
Approach. New York, NY: McGraw-Hill Education.
McGraw-Hill (2017). The Project 2 Assessment. Retrieved
from http://connect.mheducation.com/connect/eztassignment/previewAssignment.htm?
assignmentId=4242790&moduleId=2245772796
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Barsade S. & O’Neill, O. (February 2016) Manage Your Emotional Culture Retrieved from
https://hbr.org/2016/01/manage-your-emotional-culture
