ManagementPro™

ManagementPro™

Version 3.0

Commitment Reluctance Report

Candidate Feedback On The Results Of The

ManagementPro™

Contents	Page

Snapshots
Management Profile	1
Management Style	2
Sales Management Functions (optional)	3

Orientation & Coaching Factors
Self Management	4
Motivational Structure	5
Independence Potential	6

Communication Style & Attitude Survey	7

Emotional Quotient	8

Commitment Reluctance Report
Overall Commitment Reluctance Score	9
Attitudes Towards Others	10
Implementation of Commitment	11
Perception of a Career in Management	12

Summary of Scales	13
Responses from Opinions Section	14

Candidate Feedback Report
Personal Strengths/Career Needs	1
What To Seek/What To Avoid In Jobs	2

MPP3# 902567792944 for Sample Person

©1995-2009 Selection Testing Consultants Intl Ltd

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 1

Management Profile

MANAGEMENT PROCESS (structure)

Thrives on fluid/adaptive structure

Needs existing structure

A measurement of a person's self-management potential, specifically in the ability to plan, organize and implement plans of action.

MOTIVATIONAL STRUCTURE

Intense challenge motivation

Challenge/Service

Service/Security

Reflects the relative importance of challenge, service, and security as key motivators for the person.

APPROACH TO LEARNING

Highly analytical

Learns only what is necessary

Relates to the importance of this person's learning new things and comfort in transferring knowledge to others.

TASK ORIENTATION

Short term, intensive

Long term, relaxed

Reflects this person's sense of urgency and importance of daily goals and objectives.

PEOPLE DEVELOPMENT

Outgoing; personable; empathetic

Balanced

Builds relationships gradually

Reflects this person's natural style when training and helping others in areas of development.

SELF DIRECTED

Their actions dictate future outcomes

Other factors dictate future

Reflects the degree that this person believes he/she is in control of the future through his/her own actions.

COMFORT WITH CONFLICT

Comfortable, might create conflict

Prefers to avoid conflict situations

Reflects the tendency of an individual to be comfortable with or avoidant of conflict with others.

EMOTIONAL QUOTIENT (EQ)

Understands & uses emotional information

Relies on non-emotional information

The ability to monitor the emotions of one's self and others and to act accordingly.

LIFESTYLE MANAGEMENT

Coping effectively at this time

Requires additional coping skills

Assesses an individual's current effectiveness in coping with a demanding lifestyle.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 2

Management Style

LEADERSHIP

Autocratic

Democratic

Team Member

A measurement of a person's natural leadership style and approach with others.

COMMUNICATION STYLE

People oriented

Balanced

Factual/Analytical

Reflects a person's approach to communicating with others on an interpersonal level.

IMPLEMENTATION STYLE

Directive/demanding

Permissive/supportive

An indication of a person's approach to implementing goals, objectives and strategies.

APPROACH TO MOTIVATING OTHERS

High energy/enthusiastic

Relaxed/detached

A measure of a person's natural approach to motivating others.

DECISION MAKING

Quick/decisive

Methodical

Reflects the amount of information required to make a decision and the speed of the decision making process.

FEEDBACK STYLE

Only if necessary

Enjoys giving and receiving feedback

An indication of a person's comfort and need to give and receive feedback.

COACHING ORIENTATION

Performance/results

Results/people

Supportive

An indicator of this person's coaching style and the relative balance of focussing on results vs. people.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 3

Sales Management Functions (optional)*

RECRUITING/ATTRACTION

Excellent

Good

Caution

The potential to attract a high volume of recruits.

SALES TRAINING & DEVELOPMENT

Excellent

Good

Caution

The natural inclination to train and develop new representatives.

SALES FORCE GROWTH

Excellent

Good

Caution

The ability to grow the size of a sales force.

PERFORMANCE MANAGEMENT

Potentially demanding

Accepting of modest performance

An indicator of this person's performance expectations as they relate to managing a sales force.

OVERALL RECOMMENDATION

Excellent

Good

Functional

An overall assessment of this individual's potential as a sales manager.

* If you are not interested in assessing this candidate's potential as a Sales Manager, then please disregard this page.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 4

Orientation & Coaching Factors
Self Management

EP	ENTERPRISING POTENTIAL (EP)
65
	PROACTIVE	RESPONSIVE

SELECTION CONSIDERATIONS

Task Orientation
As an exceptionally strong self-manager, her expectation of others will be that they too are completely capable self-managers in all aspects of planning, managing their time, taking initiative, etc. She will lead by example in being a self-manager.

What is Her Entrepreneurial Style Likely to Be?
As an exceptionally enterprising person, she will manage others in an assertive, aggressive, and intensely results-oriented way. She will be extremely competitive in all aspects of her dealings with others.

Conflict Resolution
She is so strong, as a non-acquiescent person, that her management of others will be vigorously targeted toward finding, defining and solving problems.

QUESTIONS

What kind of natural orientation does she have towards being a self-manager, i.e., how quickly and effectively can she learn to plan and organize herself and manage her time to get the daily, weekly etc. objectives met?
How willing is she to take any learning opportunities to develop her self-management potential for use within the career, either from within the company or through outside sources?
Ask about any specific tasks or requirements she may have had in the past which will show how she can take the requirement, convert it into a plan for action and how she manages her time and focuses her effort each day to get the job done. Ask her for references to verify the examples.

DEVELOPMENTAL SUGGESTIONS

Self Management Potential - Structure Component
For a person showing such exceptionally strong self-management potential, the approach should be to build on those potential strengths by offering any training/learning experiences to flush out, refine or redirect the individual's existing self-managing behaviors.

Self Management Potential - Monitoring Processes
She may have well developed self monitoring processes in place but perhaps at an unconscious level. For top performance and to help this individual achieve her potential, a self structured monitoring system will reinforce these skills in the new work environment. To maximize management learning opportunities and performance development, the evaluation processes need to be formalized.

MATCHING CONSIDERATIONS

MENTORING by a person who is flexible in his/her demands and who prefers others to be self-sufficient self-managers. Associates should be exceptionally strong natural self-managers.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 5

Motivational Structure

AP	ACHIEVEMENT POTENTIAL (AP)
14
	$ AND/OR CHALLENGE	PEOPLE AND SERVICE	SAFETY AND SECURITY

SELECTION CONSIDERATIONS

Personal Motivation Pattern - Impact on Others
Interacting with people in a comfortable way in the workplace would be accepted by this person and she will balance interpersonal considerations with content considerations.

Effective Reinforcement Processes
While challenge/money orientation is a dominant factor in the motivational pattern of this person, she does have definite concern for the people/ service aspects of business. She can probably be trained to work with both the money oriented and the service oriented people as long as each is visibly committed to trying to do the job. She should be flexible enough to be accepting of a fairly wide range of other people's motivational perspectives. Personal objectives in coming into management will be primarily income and recognition with some desire for the sense of helping others to achieve.

QUESTIONS

To best understand this person, you need to effectively evaluate the balance between her achievement motivation level, in terms of challenge or money motivation and her 'people' or service orientation. Ask her to tell you about her achievements over the past two to five years which she feels have the greatest satisfaction for her. What was the challenge or financial gain outcome of these accomplishments? What was the humanistic value of the accomplishments? Were the achievements job related, public service related, in sports or in education etc.?
Ask her for examples of work she has done in which there was some direct reward in terms of income, recognition etc. Has she ever undertaken a demanding learning/working experience because it would contribute to her career advancement? On what basis would she prefer to be judged in the future - performance in a bottom line sense, or performance in terms of the intrinsic human value of what she does for others?
Has she ever had any really good successes in work, in sports or in her personal life where she faced some real challenge and won? Check examples with her references.

DEVELOPMENTAL SUGGESTIONS

She will want to begin working on the job very quickly, therefore a short and intensive introduction and training period would be advised. Introduce the key issues that must be learned about the new position. From a skills perspective, coach on the most appropriate strategies and assist with refinement of the practical application through personal observation. Help her understand the most efficient strategies for directing her energy and commitment profitably. Follow-up strategies would help her achieve at the highest levels of performance.

MATCHING CONSIDERATIONS

MENTORING by a role model who has a reputation of enjoying a challenge type person and who consistently achieves all goals + associates who want feedback for goal attainment but who keep score in part by counting income.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 6

Independence Potential

IP	INDEPENDENCE POTENTIAL (IP)
-4
	VERY INDEPENDENT	INDEPENDENCE ORIENTED	TEAM ORIENTED VERY TEAM ORIENTED

SELECTION CONSIDERATIONS

How will She Express Independence?
As a team-oriented professional, she would view interdependency as an important issue for all team members.

How will She Express Team Orientation?
In a typical team situation, she would exhibit some leadership. As a manager, she is likely to be a team captain not a 'boss'.

Leadership Style
A democratic/participative leadership role, with personal feelings that she is as much a team member as a team leader would be anticipated for this person. She would have difficulty dealing with people who were supposed to be team members but who didn't really want that closeness with either the other team members or the manager herself. Unwittingly, she would find it easier and more fulfilling in the short-term to allow dependencies to develop.

QUESTIONS

How has she functioned as part of a 'team' both in her work and in her other interests? How does she feel about work or personal situations in which she has to operate entirely on her own? Which does she feel is the most likely to bring the greatest productivity and satisfaction?
Are there any specific examples of things she has done to promote 'team' harmony and effectiveness at work or in other personal commitments? If so how successful was she?
Has she tried to fulfill her potential in supervision or management through formal or self study programs in these areas? Has she had any specific learning experiences in these areas? Will she take such programs now, even at her own expense and on her own time, to herself more able to function on her own when necessary?
How has she gotten along with her most recent supervisor/manager? What kind of interaction does she expect to experience with a new manager? What style of interaction would she use with others in your operation?

DEVELOPMENTAL SUGGESTIONS

She will initially look to her coach or manager for direction and guidance and then would seek out independence through demonstrated performance. Cultivate her independence through the development of self management skills including both self evaluation and self reinforcement strategies. If she is required to function as part of a team or with an associate, mentoring would be best with someone of a similar team orientation.

MATCHING CONSIDERATIONS

MENTORING by a very flexible person who has managed both team oriented people and those who are much more self-centered and independent + associates who are team oriented from the point of view of how this supports performance.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 7

Communication Style
People Orientation & Investigative Orientation

PO	PEOPLE ORIENTATION
29
	Outgoing; personable; empathetic	Balanced	Builds relationships gradually

Implications

Interpersonal Style
This person really likes to be close to and be accepted by other people, whether in a good business relationship or a good friendship relationship. She will want to deal with her staff, peers and associates in this way.

Matching Considerations

MENTORING by a successful person who truly appreciates the satisfaction to be gotten from the 'people' side of business + associates who will be equally enthused about the opportunity to meet and work with lots of new contacts.

INV	INVESTIGATIVE ORIENTATION
-5
	Highly analytical	Learns only what is necessary

Implications

Approach to Technical Competence
For her, learning, then teaching others is a plus in management.

Acquiring Technical Competence
Practical learning experiences should be well within her capability. They are neither a turn-on nor a turn-off, just a necessary effort commitment.

Matching Considerations

MENTORING by someone who at least mildly enjoys new learning opportunities and challenges of business + associates who are not adverse to or may even enjoy ongoing requirements for at least some upgrading training.

Attitude Survey

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 8

Emotional Quotient
The ability to understand and apply emotional information about ourselves and others effectively.

SELF AWARENESS I: MOOD LABELING

Labels feelings and emotions as they are happening

Does not label feelings and emotions as they are happening

A measure of a person's ability to accurately label personal feelings and emotions.

SELF AWARENESS II: MOOD MONITORING

High monitoring

Optimal monitoring

Low monitoring

A measure of the amount of energy a person puts forth in monitoring his/her own feelings and emotions.

SELF CONTROL

Demonstrates good self control

Low control over impulses and negative emotions

A measure of a person's restraint as it relates to one's control over his/her impulses, emotions, and/or desires.

MANAGING EMOTIONAL INFLUENCES

Perseveres

Focus can change

A measure of a person's ability to manage emotional influences that would prevent him/her from taking those actions that he/she believes are necessary in dealing effectively with everyday situations and/or meeting personal goals.

EMPATHY

Recognizes emotions in others

Low awareness of emotions of others

A measure of a person's ability to understand the feelings and emotions of others.

SOCIAL JUDGEMENT

Uses knowledge of the emotions of others in decision-making

Does not factor in the emotions of others in decision-making

A measure of a person's ability to make appropriate decisions in social situations based on the emotional states of others.

OVERALL

Understands & uses emotional information

Relies on non-emotional information

An overall measure of how well a person understands emotional information and uses it effectively.

"The orientation of a manager to ask for commitments from associates and hold them to their commitments."

Overall Commitment Reluctance Score = 97

Excellent

Good

Needs Training and Coaching

Has the potential to strongly pursue commitment from others

Might avoid asking for high levels of commitment

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 10

Attitudes Towards Others

Very Good

Average

Caution

Highly Sensitive

Robust Attitudes to Others' Feelings

Afraid of How Others Will Feel About Him/Her

Overview

Her high score on the sensitivity to rejection scale indicates that she would tend to view the coaching process in a very objective manner. She would be primarily focused on identifying and gaining the required commitments necessary for effective performance. She would benefit from training to become consciously aware of this competence. She is very unlikely to confuse personal feelings toward an employee and allow them to interfere with asking for the commitments necessary to reach goals and objectives.

Question Analysis

Item analysis reveals that none of her responses to the questions on this scale raises any concerns.

Candidate Interview Questions

What are the main qualities that others like in you?
What qualities do you look for in others?
Describe the ideal mentor for you. Why are those qualities important for mentoring you?

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 11

Implementation of Commitment

Strong

Average

Caution

Will implement requirements

Might avoid difficult or unpopular requirements

Overview

She is generally quite comfortable at implementing new initiatives and asking associates for the necessary commitment levels. She would tend to view the demands associated with implementing an unpopular decision as challenging as opposed to stressful. She would attempt to develop employees by increasing performance expectations and moving them out of their existing comfort zones. She would also tend to be comfortable approaching new situations to enhance her management effectiveness.

Question Analysis

Item analysis reveals that none of her responses to the questions on this scale raises any concerns.

Candidate Interview Questions

Have you considered the commitments necessary to be effective in a management role? If yes, what are the major commitments that you will need to make to be effective? If no, why not?

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 12

Perception of a Career in Management

Very Positive

Has Some Concerns

Overview

Based on her positive image about the management career, she should actively pursue professional development and be constantly seeking information to help her become more effective as a manager. The organization should encourage and support Her management development plan. From a career management perspective, available career paths and future promotions and career opportunities will keep her focused and motivated.

Question Analysis

Item analysis reveals that her responses to the following items give rise to some concern with respect to this scale.

25. Most employees feel that their managers enjoy the power of controlling others.

Candidate Interview Questions

How would you describe your ideal career? How does this career in management fit into your career planning?
What have you enjoyed the most about your current or most recent job? What would you change about it if you could?
Who would be your ideal management role model? Who has had the most influence on your career choices? How has this individual influenced you? What manager would best reflect the type of manager you would most like to be? Least like to be?

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 13

Summary of Scales

EP	ENTERPRISING POTENTIAL (EP)
65
	PROACTIVE	RESPONSIVE

AP	ACHIEVEMENT POTENTIAL (AP)
14
	$ AND/OR CHALLENGE	PEOPLE AND SERVICE	SAFETY AND SECURITY

IP	INDEPENDENCE POTENTIAL (IP)
-4
	VERY INDEPENDENT	INDEPENDENCE ORIENTED	TEAM ORIENTED VERY TEAM ORIENTED

CWC	COMFORT WITH CONFLICT
30
	COMFORTABLE WITH CONFLICT	AVERAGE	AVOIDS CONFLICT

EQ	EMOTIONAL QUOTIENT
82
	HIGH EMOTIONAL AWARENESS	RELIANCE ON NON-EMOTIONAL INFORMATION

PAGE 1 SCORES

	Enterprising	People Oriented	Achievement Oriented	Independent

Power Scores	129	29	102	89
Neutr Scores	64	-5	80	93

	Acquiescent	Investigative	Relaxed	Team Oriented

65	94	14	-4	70
EP	BL	AP	IP	PS

PAGE 2 SCORES


52	69	97	30
SD	LM	CR	UC

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 14

Responses from Opinions Section

1=Don't Agree At All

2=Agree A Little

3=Somewhat Agree

4=Moderately Agree

5=Definitely Agree

1.	My opinion is always the correct one (2)
2.	To be a successful manager, it is necessary to get employees to like me (2)
3.	Good managers don't necessarily attract good employees (1)
4.	I avoid actions that might make other people dislike me (1)
5.	It is important that people approve of me (1)
6.	Managers are highly regarded as company representatives (4)
7.	My family and friends are very supportive of my career choices (5)
8.	I thrive under pressure (5)
9.	I find it easy to discipline employees and associates (4)
10.	I find it easy to make new acquaintances (5)
11.	I would have no problem implementing a decision that is unpopular with employees (4)
12.	In a group, if a person doesn't like me I feel uncomfortable (1)
13.	I often help my family and friends with their career planning (3)
14.	I adapt to what I think others expect of me (3)
15.	I have helped several of my associates find new careers (4)
16.	I have little influence over my work environment (1)
17.	At informal social events, I often talk about my job and company (4)
18.	I have met very few people whom I do not like (4)
19.	I get upset when someone challenges my authority (2)
20.	To be successful in management, I must change my image (1)
21.	I avoid presenting an unpopular point of view at meetings (1)
22.	Effort gets results (4)
23.	I have never told a lie (1)
24.	My work has no effect on my attitude (2)
25.	Most employees feel that their managers enjoy the power of controlling others (1)
26.	My current job is quite satisfying (5)
27.	Chance determines most things (2)
28.	I would have difficulty integrating a demanding career into my lifestyle (1)
29.	Employees tend to have less commitment to a job than managers (1)
30.	Things don't get me down (4)
31.	I am often influenced by others (3)
32.	I sometimes have difficulty completing important tasks (1)
33.	I am reluctant to make decisions (2)
34.	I am an underachiever (1)
35.	I am good at most things that I try to do (5)
36.	No one is ever rude to me (2)
37.	I allow my attitude to negatively affect my performance (1)
38.	People get the respect they deserve (4)
39.	I generally have a very positive attitude toward work (5)
40.	There is little opportunity for growth in my current job (1)

41.	All my habits are good and desirable ones (4)
42.	People's good qualities are seldom recognized (2)
43.	I never envy another person's good luck (3)
44.	Hard work brings success (5)
45.	It is difficult to balance personal and professional demands (2)
46.	I have never been late for work or for an appointment (4)
47.	I find it very easy to 'wind down' (5)
48.	Success is mostly luck (1)
49.	Managers are generally positive role models (4)
50.	Sometimes I have doubts about the whole course of my life (2)
51.	Employees often influence company policies (4)
52.	I usually feel very happy and content (5)
53.	I am a confident person (5)
54.	I am usually relaxed (4)
55.	Regular habits are an important part of my success (5)
56.	Promotions are seldom based on performance (1)
57.	Managers should not aggressively push employees to increase performance standards (1)
58.	I create opportunities (5)
59.	Mistakes are inevitable (3)
60.	Most of my jobs have been quite stressful (4)
61.	To be a successful manager, it is essential to be persistent in holding employees to commitments (4)
62.	I have difficulty coping with daily job challenges (1)
63.	I have never said anything unkind about anyone else (2)
64.	The right decision can change things (4)
65.	I feel comfortable promoting myself and my company at social gatherings (5)
66.	Most mistakes can be avoided (3)
67.	I can concentrate on things over long periods of time (4)
68.	Other people have interfered with my success (1)
69.	I always have a good attitude (5)
70.	It is impossible to change company procedures (1)
71.	To be effective, I need to make several lifestyle changes (1)
72.	I have never boasted or bragged (2)
73.	A good plan can avoid mistakes (4)
74.	I manage stress effectively (4)
75.	Plans never work out (1)
76.	I often avoid difficult tasks (1)
77.	There is no such thing as luck (4)
78.	I am comfortable with changes in technology (5)
79.	Things happen mostly by accident (2)
80.	Lifestyle demands have interfered with my career success (1)

Self Directed

Lifestyle Management

Self-Confidence/Self-Control Issues
A strong sense of control over her own life is shown here. Positivism about life in general and a sense of self-confidence are positive characteristics.

Lifestyle-Coping Issues
This is a very high score. Usually people like this are in good lifestyle balance and have calm, happy and controlled life circumstances.

Version

An Overview of Your Personal Characteristics & Career Strengths

Contents	Page

Personal Strengths/Career Needs	1
What To Seek/What To Avoid In Jobs	2

Thank you for taking the time to complete the ManagementPro.
The following information identifies several of your personal strengths that are important to your career planning. The objective of the MPP is to match you to the "best fit" position that will capitalize on your strengths and maximize your chances for a successful, rewarding career.

John C. Marshall, Ph.D.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 1

Personal Strengths/Career Needs

In Terms of Enterprising vs Support Role Possibilities
You would be described as extremely competitive, enterprising, assertive, aggressive, tough minded, determined and goal oriented. You may display new and creative ways to reach your personal and work objectives and you will be self-evaluative and sometimes critical of your own performance. Given a goal, objective or requirement, you would be able to develop your own plan, manage your time and focus your effort on a daily basis to reach your goals. Being a self-manager should come very naturally to you and these skills should be refined through formal training and/or on-the-job experience.

In Terms of Your Style & Strength of Various Motivations
People would see you as being an achieving person, one who can be quite hard driving, eager, active and occasionally impatient. Challenge for you can involve doing some things simply because they are demanding, and many things because they have a concrete financial reward, but you will occasionally accept a challenge because it has a 'people-oriented' element to it. Financial rewards are important to you but sometimes you direct your energies towards things which have no payoff for you but which have this 'people- oriented' focus. You evaluate how well you are doing in life and in your career by what you accomplish, by how you feel about yourself and by the good you have done for others.

In Terms of Your Independence vs Your Need to Be in the 'Team'
You would be described as cooperative, obliging, efficient, conscientious, painstaking and team oriented. You would follow company rules and highly value security in your work. You must be careful not to allow a heavy dependency to develop between you and your fellow workers and/or your supervisor.

In Terms of Your Orientation Towards the 'People' Side of Business
You would be described as extremely sociable, entertaining, cheerful, genial and outgoing. In addition to being a fluent talker, you would be comfortable with new people, value social interaction and make new friends easily. Generally, you would be a good company representative and have the ability to communicate with a wide variety of people in a number of different functions. Being extremely sociable could make you somewhat sensitive to rejection.

In Terms of Your Orientation Towards Technical & Practical Concerns
You would be described as somewhat logical, reflective, analytical, factual and practical. Intellectual challenges, when offered just as challenges without any obvious practical utility, would not appeal to you as strongly as would other kinds of challenge and opportunity. Ideas and concepts which were of solid practical use would be of interest to you.

ManagementPro™ (MPP3# 902567792944 for Sample Person)

Page 2

What To Seek/What To Avoid In Jobs
What Should You Look for In a Job/Career that Matches You Best?

+ Look for opportunities to create your own work structure and to develop your self-management skills by training in time management and activity planning. The opportunity to put solid effort into the job each day is a real plus for you as you know that effort invested consistently will produce the results you seek in both productivity and recognition.

+ Look for a career path in which there is challenge that you evaluate has importance as a way of earning a good income, as a way of proving yourself and which has some real 'people-oriented' values in it.

+ You should look for an opportunity to be a part of a team and provide a really important service to fellow workers and to clients of the company.

+ Look for employment that provides you with lots of people contact on a daily basis. A job with a great deal of person to person interaction and public relations opportunities would be ideal for you.

+ Look for employment that has a limited amount of analytical, technical and discovery learning to it. There are other challenges and rewards in the work environment which are more appealing to you. When you discover these, target them as ideal job requirements/opportunities.

What Should You Avoid in Jobs/Careers that Don't Match You?

- Avoid tightly and rigidly structured work situations. If there is no room to put your personal touch to work in organizing and managing yourself, the job may become too constricting for you. Try to avoid jobs that may limit your self-management skills development which is a very strong need in you for your personal productivity and your sense of satisfaction with any job.

- Avoid positions which are essentially non-challenging and repetitive or which you evaluate as being without real social merit. Even some apparently strongly challenging kinds of jobs may not satisfy you if they lack real human values in their purpose.

- Avoid work situations where you might be required to often work independently and be deprived of the opportunity for team work.

- You should avoid employment that would isolate you from people. A job that lacks social interaction would not be adequately stimulating and rewarding to you.

- Avoid jobs that are particularly detail oriented. Jobs that require you to quickly learn and apply new technologies or vast amounts of new information won't be particularly satisfying.