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The Institute of Team Management Studies collects data from around the world to look at work preferences across a variety of samples. The current database contains more than 151,000 people from 162 ...

The Institute of Team Management Studies collects data from around the world to look at work preferences across a variety of samples. The current database contains more than 151,000 people from 162 countries, 76 industries, and 246 professions.
The data for professions is interesting in that it shows significant distribution differences in the way that people like to work. To highlight some of the differences it is worth comparing three profession samples (Bankers, Psychologists, and Electrical Engineers) with the worldwide sample, using the Team Management Wheel.

So when you next facilitate a team development or strategic planning workshop, reflect on whether you are 'shortcutting' the road to high performance. The High-Energy Teams model illustrates well the path that needs to be travelled. It's a difficult but clear route 'through a jungle'. Sometimes it's tempting for a team to take a shortcut, but keep in mind that 'shortcutting creates erosion'.


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  • 1.Advising 2.Innovating 3.Promoting 4.Developing 5.Organizing 6.Producing 7.Inspecting 8.Maintaining Margerison-McCann Types of Work Wheel
  •       What information is needed? Why do we need it? Where will we get it from? Who will get it? When will we get it? How will we get it?
  • Advising
  • Innovating The Innovating work function involves generating ideas and new ways of doing things. Organizations need to introduce new products and services in order to keep up with, or one step ahead of, their competitors. To do this well requires original thought, imagination and divergent thinking.
  • Promoting The Promoting work function is concerned with 'selling' the benefits of ideas, products, projects or services to others, both inside and outside the organization. This often involves the application of influencing and presentation skills. High visibility throughout an organization may be necessary, as well as the ability to communicate the team purpose or organizational vision and plan for the future.
  • Developing The Developing work function is associated with turning concepts into reality, by taking ideas and producing practical products and services. In many cases it may also involve developing workable and practical solutions when problems arise. This function is also concerned with evaluating and assessing projects and testing out ideas.
  • Producing The Producing work function focuses on outputs to ensure that tasks are completed to high standards of effectiveness and efficiency. It is the function associated with the regular delivery of products and services, requiring a systematic approach to work and an emphasis on the delivery of outputs on time.
  • Organizing The Organizing work function involves organizing people and resources efficiently by setting clear goals and objectives, and making people accountable for their actions. It is also associated with the implementation of quick, effective action when problems occur, so that the planned objectives can be achieved. In summary, it is the function that ensures the work of others is focused towards a common goal.
  • Inspecting The Inspecting function requires an attention to detail and an emphasis on the monitoring of systems and outputs. It is also associated with a focus on accuracy, ensuring that work outputs are always delivered to the right quality. This function is the classic control function where procedures are regularly monitored for their efficiency.
  • Maintaining The Maintaining work function is a support function that ensures proper standards of conduct and ethics are upheld and that quality is maintained. It is also associated with supporting others in the organization, so that corporate values and standards are preserved. Other important aspects of this work function include facilitating existing procedures and ensuring that the stated purpose of the team and/or organization are upheld in day-to-day activities
  • Linking Every jobholder needs to implement the skills of Linking if they are to be successful in their job. Linking is placed in the center of the Types of Work Wheel because it is a process common to all eight work functions. For example, those who have Inspecting as a critical function in their job must do it in a linking way to avoid being labeled an 'interrogator'. Those who have Organizing as a critical function must do it in a linking way to avoid being seen as too pushy or too demanding.
  • Figure . The Four Measures of Work Preference
  • The key concepts identified by Jung are briefly summarized below: Extroversion and Introversion - describing how people prefer to relate with one other; Sensing and Intuition - explaining how people prefer to relate to their world; Thinking and Feeling - defining how people prefer to interpret their world. Judging and Perceiving - dimension on how people responded to their world.
  • The Extrovert - Introvert measure is based on how people relate with one another at work. Do they need to talk through their ideas or are they happier thinking through ideas by themselves? Do they enjoy a variety of tasks or prefer to concentrate on a few tasks at a time?
  • The Practical – Creative measure looks at how people gather and use information at work. Are they down-toearth people who enjoy working with tested ideas and are patient with routine work? Or are they bored by routine work and enjoy searching for new ideas and new ways of doing things?
  • The Analytical - Beliefs measure looks at how people make their decisions at work. Once they have the necessary information, do they make decisions based on facts and logical analysis? Or do they make decisions based on principles and personal values?
  • The Structured - Flexible measure looks at the way people organize themselves and others in the work place. Do they like clarity, order and a systematic approach to delivering outputs to budgets and time constraints? Or are they so informationoriented that they regularly change their mind and delay decisions until they have all the data?
  • Figure . The Four Measures of Work Preference
  • Types of work wheel showing work preferences
  • Figure . The Margerison-McCann Team Management Wheel
  • Reporter-Adviser Reporter-Adviser - people who enjoy giving and gaining information Reporter-Advisers enjoy gathering information and putting it together in a way that makes it easily understood. Usually they are patient people who prefer to have all the information before they take action.
  • Reporter-Advisers represent the classic advisory role on the Team Management Wheel. They are excellent at gathering information and putting it together in such a way that it can be readily understood. They are patient people who prefer to have all the information before they take action. This can cause others to accuse them of procrastination, but Reporter-Advisers will typically respond: "How can I take action unless I have all the information?" Reporter-Advisers do not enjoy conflict and have 'antennae' that can detect a potential conflict well before it happens. Usually they move to defuse the conflict or position themselves, well away from any direct effects.
  • Creator-Innovators Creator-Innovator - those who like to come up with new ideas and different ways of approaching tasks Creator-Innovators enjoy thinking up new ideas and new ways of doing things. Often they are very independent and will pursue their ideas regardless of existing systems
  • Creator-Innovators are people who are very much 'future-oriented' and will enjoy thinking up new ideas and new ways of doing things. Usually they are very independent and will pursue their ideas regardless of present systems and methods. Creator-Innovators are sometimes accused (usually by their opposites on the Wheel) of 'having their head in the clouds', but this is usually because they are looking to the ideas of the future rather than the practicalities of today. They will tend not to be very structured in the way they go about things and may sometimes appear disorganized and absentminded.
  • Explorer-Promoters
  • Explorer-Promoters are excellent at taking ideas and promoting them to others, both inside and outside the organization. They enjoy being with people and will usually have a network of people that they use when gathering information and testing out opportunities. Usually they are advocates of change and are highly energized, active people with several different activities on the go at once. They enjoy being 'out and about' and are good at bringing back contacts and resources that can help the organization move forward. Explorer-Promoters are usually entrepreneurial in their approach and they can be very persuasive. They are often influential and can talk easily, even on subjects where they are not experts. They are excellent at seeing 'the big picture' and developing an enthusiasm for an innovation among other people. However they are not always interested in 'controlling' and 'organizing' and they may not pay sufficient attention to details.
  • Assessor-Developers Assessor-Developer - those who prefer work where they can analyze alternatives and develop ideas to meet the practical constraints of the organization Assessor-Developers usually display a strong analytical approach and are at their best where several different possibilities need to be analyzed and developed. They are often sociable, outgoing people who
  • Assessor-Developers usually display a strong analytical approach and are at their best where several different possibilities need to be analyzed and developed. They are often sociable, outgoing people who enjoy looking for new markets or opportunities. Assessor- developers are located between explorers and organizers they therefore exhibit both of these characteristics. They may not think up good ideas for themselves but are excellent at taking ideas of others and making them work in practice. They re usually good product development manager. They like organizing new activities and respond well to such challenges, taking an idea and pushing it into a work able scheme. Once the activity has been set up and proven to work they will often lose interest, prefering to move on to the next project, rather than engage in production and control of the output.
  • Thruster-Organizers Thruster-Organizer - people who like to thrust forward and get results Thruster-Organizers are people who enjoy making things happen. They are analytical decision makers, always doing what is best for the task, even if their actions sometimes upset others. Their great ability is to get things done, and for this reason they are often found working in project management positions.
  • Thruster-Organizers are people who enjoy making things happen. They are analytical decision-makers, always doing what is best for the task even if sometimes their actions upset others. Their great ability is to get things done, and for this reason they are often found working in project management positions. They will 'thrust' forward towards a goal, meeting conflict head-on if necessary. They emphasize targets, deadlines and budgets, and will ensure that people are organized to take action. Thruster-Organizers will usually prefer to work to a plan and in a structured manner so that objectives are clearly set out and everyone in the team knows what has to be achieved and when. They will set objectives, establish plans, work out who should do what and then press for action. They tend to be task-oriented and in their pursuit of goals may sometimes ignore people's feelings. This more than anything else gets them into difficulties with their subordinates and colleagues
  • Concluder-Producers Concluder-Producer - those who prefer working in a systematic way to produce work outputs Concluder-Producers are practical people who can be counted on to carry things through to the end. Their strength is in setting up plans and standard systems so that outputs can be achieved on a regular basis, in an orderly and
  • Concluder-Producers are strongly practical people who can be counted on to carry things through to the end. Their strength is in setting up plans and standard systems so that output can be achieved on a regular basis in a controlled and orderly fashion. For this reason they usually do not like rapid change, as it interferes with the efficient systems they have established for doing the work. For Concluder-Producers the challenge lies not in dreaming up new ideas but in doing the work effectively and efficiently. Therefore they are often more patient than others with routine work, as the drive for them comes from a 'job well done'.
  • Controller-Inspectors Controller-Inspector - people who enjoy focusing on the detailed and controlling aspects of work Controller-Inspectors are quiet, reflective people who enjoy the detailed side of work, such as dealing with facts and figures. They tend to be careful and meticulous and can spend long periods of time on a particular
  • Controller-Inspectors are quiet, reflective people who enjoy the detailed side of work and like dealing with facts and figures. They are usually careful and meticulous and can spend long periods of time on a particular task, working quietly on their own. This stands in direct contrast to the ExplorerPromoters who need a wide variety of tasks to engage their attention, and people around them with whom they can interact. Controller-Inspectors are comfortable working within the rules and regulations that have been established in the organization. They would probably argue that the rules have been made to ensure that the organization works in the most efficient manner and therefore everyone should obey them. For this reason they enjoy working in situations where their output is guided by organizational or governmental regulations
  • Upholder-Maintainers Upholder-Maintainer - those who like to uphold standards and values and maintain team excellence Upholder-Maintainers are people with strong personal values and principles which are of prime importance in their decision making. Usually they have a high concern for people and will be strongly supportive of those who share the
  • Upholder maintainer are people with strong personal values and principles which are of prime importance in their decision making. usually they have high concern for people and will be strongly supportive of those who share the same ideals and values as they do. they prefer to work in a control-oriented, supportive way, making sure things are done to their standards. They prefer the advisory role in the background. they will not react in an extroverted, quick tempered way but in a more resilient manner. Upholder maintainer who is in support of the team is an invaluable member, providing guidance and help on issues that need to be well thought through, on terms of principles rather than just economics.
  • Figure . The Four Measures of Work Preference
  • The first step is to score on the following scale Tell yourself what you score on extrovert and introvert scale, minus the smaller value from greater one which will decide either you are extrovert or introvert : for example your score Extrovert = 22 your score Introvert = 1o your score Total = 11 So score tells us a person is
  • Similarly on other three scales Above sore fells us a person is , and
  • THIS PERSON MAJOR ROLE IS ASSESSORDEVELOPER Assessor-Developers Click Here
  • Happiness at Work: Engagement Work Preferences are dimensions of individual differences in tendencies to show consistent patterns of relationships, thoughts, feelings and actions in the work environment.
  • Happiness at Work: Engagement Work Preferences determine the conditions we set up to allow our mental and psychic processes to flow freely.
  • Happiness at Work: Engagement They guide our behavior, but if we have to work outside them at various times then we can usually cope.
  • Happiness at Work: Engagement Preferences are just another name for what we like doing. Often our preferences at work are different from our preferences outside of work.