Evintando Erros Durante a Formacao do Time - Disponivel Apenas em Ingles

700 views
652 views

Published on

This article presents a vision of the models of preferences presented by the Myers Briggs Type Indicator© (MBTI) and its application for the Staff Acquisition. Using the comprehension of the relation between the 16 MBTI Types with the main project Management functions, is possible to attribute functions inside the project in concordance with the individual preferences, increasing the motivation of the team and reducing potentials conflicts and problems in the project.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
700
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
11
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Evintando Erros Durante a Formacao do Time - Disponivel Apenas em Ingles

  1. 1. EV VITAND ERROS DUR DO RANTE A FOR E RMAÇÃ DO ÃO TIME: ENCO ONTRAN NDO A PESSO AS OAS CE ERTAS P PARA CA ADA FU UNÇÃO USAND O M DO MBTI® (D DISPON NIBILIZA ADO AP PENAS EM ING GLÊS) Ric cardo Viana Vargas, M a MSc, IPMA A-B, PMP Professor – G Getulio Vargas Foundation (F FGV) – Brasil Professor – Fun P ndação Institut de Administ to tração (FIA – U USP) - Brasil Partner – Macrosolutiions – Brasil r ricardo.var rgas@macrosolu utions.com.br © Ric cardo Viana Vargas. Todos os Direito Reservados. os Pub blicações PM Global Cong MI gress EMEA Ediinburgh - Scot tland - 2005 1/12
  2. 2. ABSTRAC CT This article presents a vision of the modells of preferences pres e sented by the Myers Briggs Typ Indicator (MBTI) a pe r© and its appllication for the Staff A Acquisition. U Using the comprehen nsion of the relation between th 16 MBT Types wiith the maiin project b he TI Manageme ent functionns, is pos ssible to aattribute functions ins side the p project in concordance with the individual p preferences, increasing the motivaation of the team and reducing potentials conflicts and problems in the project. p . TEAM AC CQUISITION IN THE P N PROJECT The projec human r ct resources area is one of the P a e PMBOK Gu uide 3rd (PMI 2004) knowledge areas that the manage and project team hav requested more atten e er ve d ntion. As reporte in the G ed Guide, the P Project Hum man Resources Manag gement includes the processes required to make the m most effectiv use of hu ve uman resour rces involved with the d project. It includes all project stak keholders: ssponsors, cu ustomers, in ndividual co ontributors and others The main processes are describ below a Exhibit 1 provides the mind s. bed and map of the processes. e . → Humman Resou urces Planning – Ide entifying an docume nd enting projeect roles, resp ponsibilities, and repo orting relatio onships, as well as c s creating the staffing e management p plan. → Acq quire Projec Team – O ct Obtaining the human res e sources nee eded to com mplete the pro oject. → Dev velop Project Team– I Improving t the competencies and interaction of team n members to ennhance proje performance. ect → Manage Proje ect Team - Tracking team me g ember perf formance, providing feeddback, resolving issues, and coordinating changes to enhance project e perrformance. Exhib 1 – Human Res bit sources Management Processes. These proc cesses inter ract with ea other an with the process in the other knowledge ach nd areas. Eac process may invo ch s olve effort f from one o more in or ndividuals o groups or depending on the need of the project. ds The staff a acquisition a approached in this paper involves the increase of the capability to find the mo adequate profession to each p ost e nal project func ction (VARGA 2004). AS, 2/12
  3. 3. MYERS-B BRIGGS TY INDICA YPE ATOR® (M MBTI®) The purpose of the M Myers-Briggs Type Indicator® (MB s BTI®) perso onality inven ntory is to make the theory of ps t sychologica types des al scribed by C G. Jung understand C. dable and useful in ppeople’s live The ess es. sence of th theory is that much seemingly random he s h y variation in the behav n vior is actua quite o ally orderly and consistent, being due to basic e difference in the way in ndividual pre to use t efer their perception and jud dgment. The Myers s-Briggs Type Indicato or® was de eveloped by Isabel Br y riggs Myers and her s mother, Ka atharine Co ook Briggs, to make C.G. Jung's theory of psychologgical type practical an useful in people's liv nd ves. With MBTI® people le earn to identify their c characteristic their po cs, oints of stre ength and developme and the kinds of w ent work more a adequate to their type, special ab o bilities and expectation MBTI® a ns. also indicate how relat es tionships an aptness can be deve nd c eloped for personal as well as for organizatio s r onal successs. MBTI® furt ther indicate es: → How to improv interperso w ve onal relationships → How to improv the ability to lead with efficiency w ve y h → How to deepen self-knowlledge w n → How to create more produ w uctive and p participating work teams s → How to endo w ow your o organization with high her patterns of efficie s ency and prooductivity. The MBTI ® test is a applied by CPP (Cent for Appllications of Psychologiical Type) ter through a questionna aire with 93 multiple chhoice quest tions, tabula ated throug a data gh bank with m millions of p people who have alread used MBT dy TI®. The res is prese sult ented with 4 letters that picture th exercise of the indiv he vidual prefer rences regarding perce eption and judgment, a follows: as → E o I – Whe the pers or ere son prefers to focus his/her atte s ention (Extr roverts or Intr roverts) → S o N – How t person o or the obtains infor rmation abo things (S out Sensors or In ntuitives) → T or F – How th person ta he akes decisio (Thinking or Feeling ons g) → J o P – How the person guides him/herself r or w regarding th world (Ju he udging or Per rceiving) The Internnet has a series of tests av vailable to MBTI®, such as t the sites http://www w.humanmet trics.com an http://blo nd oginality.love e-productions.com. 3/12
  4. 4. THE SIXTEEN TYPE ES 1 By combining the indiv vidual prefer rences we have the sixt h teen psychoological Typ pes. Isabel Briggs Mye has prep ers pared a bas set of ch sic haracteristics for each o these type as will s of es, be presented below. SEN NSORS INTUITIV VES With Wit th With Thinking g Feeling Thinking Judging Judging EXTRAVERTS INTROVERTS Jdi ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP Perceiving Perceiving ii EXTRAVERTS INTROVERTS P ESTP ESFP ENFP ENTP Judging Judging Jdi ESTJ ESFJ ENFJ ENTJ Exhibit 1 – Sixteen Psycholog gical Types (©Consulting Psychologiists Press Inc.). ISTJ - Qu uite, serious earn suc s, ccess by th horoughnes and dep ss pendability. Practical, matter-of-fa realistic and respo act, c, onsible. Dec cide logically what shou be done and work y uld toward it steadily, rega ardless of d distractions. Take pleas sure in making everythin orderly ng and organiz – their w zed work, their h home, their life. Value tr raditions and loyalty. d ISFJ - Quie friendly, r et, responsible, and consccientious. Co ommitted and steady in meeting n their obliga ations. Thor rough, pains staking, and accurate. Loyal, con d nsiderate, notice and remember specifics a about people who are important to them, c e concerned with how others feel. Strive to create an orderly and harmoniou environm d us ment at wor and at rk home. INFJ - See meaning and connec ek ction in idea relations as, ships, and material pos m ssessions. Want to understand what motivates pe d eople and are insightful about others. Conscientio and com ous mmitted to t their firm va alues. Develo a clear v op vision about how best to serve the common g e good. Organized and d decisive in im mplementing their vision g n. INTJ - Hav original m ve minds and great drive for impleme g enting their ideas and achieving their goals. Quickly se patterns in external e . ee events and develop lonng-range ex xplanatory perspective When c es. committed, organize a job and c carry it thro ough. Skepptical and 1 Excerpted fro Introduction t Type by Isabe Briggs Myers published by CP Inc. om to el PP. 4/12
  5. 5. independen have hig standard of comp nt, gh ds petence and performan – for th d nce hemselves and others. ISTP - Tole erant and fle exible, quiet observers until a problem appears, then act quickly to find workab solutions. Analyze w ble what makes things wo and read get thro s ork dily ough large amounts of data to iso f olate the cor of practic problems Interested in cause a effect, re cal s. d and organize fa acts using lo ogical princip ples, value e efficiency. ISFP - Quiet, friendly, sensitive, a and kind. Enjoy the pre esent momeent, what’s going on around the em. Like to have their own space and to wo within th own tim frame. e ork heir me Loyal and committed to their valu and to people who are impor ues o rtant to them Dislike m. disagreemeents and co onflicts; do n force the opinions or values on others. not eir n INFP - Idea alistic, loyal to their valu and to p ues people who are importa to them. Want an ant external life that is con e ngruent with their values Curious, q h s. quick to see possibilitie can be e es, catalysts fo implemen or nting ideas. Seek to undderstand peeople and to help them fulfill their o potential. AAdaptable, fllexible, and accepting uunless a valu is threate ue ened. INTP - Se eek to dev velop logic explanat cal tions for e everything that interes them. t sts Theoreticall and abstrract, interessted more in ideas th han in socia interactio Quiet, al on. contained, flexible, an adaptab nd ble. Have u unusual abillity to focus in depth to solve problems in their area of interest. Skeptical, s n sometimes ccritical, alwa analytica ays al. ESTP - Flexxible and to olerant, they take a prag gmatic appro oach focuse immediat results. ed te Theories and concept a tual explanaations bore them – th want to act energe e hey o etically to solve the p problem. Foc o n the here-and-n cus now, sponta aneous, enjo each moment that oy they can b active with others. E be Enjoy mater comforts and style. Learn bes through rial s st doing. ESFP - Outgoing, frienndly, and ac ccepting. $E Exuberant lo overs of life, people, and material d comforts. EEnjoy workin with othe to make things happ ng ers pen. Bring ccommon sen and a nse realistic ap pproach to t their work, and make work fun. F w Flexible and spontaneous, adapt readily to new people and enviro n e onments. LLearn best b trying a new skill w other by with people. ENFP - W Warmly enthhusiastic an imaginative. See lif as full o possibilitie Make nd fe of es. connection between events an informatiion very qu ns nd uickly, and confidently proceed y based on the patterns they see. Want a lot of affirmatio from oth t s on hers, and re eadily give appreciatio and sup on pport. Spon ntaneous a and flexible, often rely on their ability to , y improvise a their ver and rbal fluency. ENTP - Qu uick, ingenio ous, stimula ating, alert, and outspo a oken. Resouurceful in so olving new and challeenging prob blems. Ade ept at generating con nceptual po ossibilities a and then analyzing th hem strateg gically. Good at reading other peop Bored b routine, w seldom d g ple. by will do the sam thing the same way, apt to turn to one new interest afte another. me er 5/12
  6. 6. ESTJ - Pra actical, realis stic, matter-of-fact. Dec cisive, quick move to implement d kly decisions. Organize p projects and people to get things done, focus on getting results in the most d g efficient wa possible. Take care o routine details. Have a clear set of logical s ay of e standards, systematica follow th ally hem and wa others to also. Force in imple ant o eful ementing the plans. eir ESFJ - Warmhearte W ed, conscieentious, an coopera nd ative. Want harmony in their t environmen work w nt; with determination to establish it. Like to w work with others to complete ttasks accurrately and o time. Lo on oyal, follow through ev ven in small matters. Notice wha others n at need in their day-by-da lives and try to pro ay d ovide it. Wa to be ant appreciated for who th are and for what the contribut d hey ey te. ENFJ - Wa arm, empath hetic, responnsive, and r responsible. Highly attuned to the e emotions, needs, and motivation of others Find pote d ns s. ential in everyone, want to help ot t thers fulfill their potential. May act as catalysts for individ dual and gro growth. Loyal, resp oup . ponsive to praise and criticism. Sociable, facilitate o d others in a group, an provide inspiring nd leadership. ENTJ - Fra ank, decisiv assume leadership readily. Qu ve, uickly see illogical and inefficient procedures and polic s cies, develo and imp op plement comprehensiv systems to solve ve organizatio onal problem Enjoy long-term planning a ms. and goal s setting. Usuually well informed, w read, enjoy expa well anding their knowledge and pass e sing it on t others. to Forceful in presenting t their ideas. PROJECT MANAGE T EMENT FUN NCTIONS R RELATED W WITH PSYCHOL LOGICAL TY YPES Based in th psycholo he ogical types presented by the MBT ® it can be proven that in an s TI environmen of project each one of the types has dete nt ts, e ermined inhe erent easine esses and difficulties t the work in projects. to Based in tthe work of KROEGER THUESE J. M. & RUTLEGE H. (2002) can be f R, EN, E, ), consolidate the follow ed wing aspec of each type: Work cts kplace Cont tribution, Pa athway to the Profess sional Growt Leadersh Qualities Team Spirit and sugg th, hip s, gested PM. Jobs. ISTJ → Woorkplace Co ontribution - Establishe order du es utifully and steadily an works nd with the syste to mana and com hin em age mplete tasks on time an under bud s nd dget. → Pat thway to Pr rofessional Growth - M Must learn t that both oorganizationa change al and people iss d sues - idea that may violate tra as y adition - can play powwerful and pos sitive roles in organizatio n onal life. → Lea adership Qu ualities - Brings tasks to completiion efficient and dutif tly fully while maintaining res spect and order through hout the gro or organ oup nization. 6/12
  7. 7. → Tea Spirit - T am Teams, if w manage are a go well ed, ood way to distribute t tasks and commplete projects, but the importa work th is done is carried out by t ant hat e d indiividuals whe the team meetings a over. en are → Sugggested PM Job - fin M nancial work, controlliing, technic problem solving, cal m indiividual and isolated task ks. ISFJ → Woorkplace Con ntribution - Offers quiet support, a sense of or t rder, and at ttention to detail from beh hind the scenes. → Pat thway to Pro ofessional G Growth - Mu learn to be open to new possib ust bilities and cha anging situa ations—-this flexibility c s can often b the sup be pport someo one most nee eds. → Lea adership Qu ualities - Produces res sults through one-on-o one relations ships and detail control a tends to perform tas oneself rather than delegate. and o sks → Tea Spirit - Teams are worthwhile work units vital and important s am e s, structures that are yet an t nother arena in which to provide quiet, unassu a o uming supp port to the organization an its people nd e. → Sug ggested PM Job – on to one re M ne elationship, tasks with no delega ation, idea gen neration. INFJ → Woorkplace Co ontribution - Turns wo into a cause and injects—w ork with quiet, seriious focus - inspiration and devotio througho the organ on out nization. → Patthway to Proofessional Growth - Mu learn that his or her e G ust t excitement about the futu and the possibilities it holds fo people is often overlo ure s or ooked, burie as it is ed benneath a serio exterior. ous → Lea adership Qu ualities - P Provides ins spirational and visiona direction with a ary moralistic or values-relat ted spin, wworking with focus t toward cha ange and dev velopment. → Tea Spirit - T am Teams are complex human system that need understan c ms nding and care and that, if well mana aged, can pr roduce insp pirational, va aluable work k. → Sug ggested PM Job - idea inspiration visionary t M a n, tasks and p project man nagement, wor well with complex sit rk tuations. INTJ → Woorkplace Co ontribution - Provides organizatio ons and gr roups with objective clar rity, vision, and stra ategic think king white driving to oward cha ange and impprovement. → Patthway to Pro ofessional G Growth - Mu learn tha each idea for visionar change ust at a ry brin with it u ngs untold details to which someone will need to tend - the stresses h o e bro ought on by visionary ch hange are re and painful. eal 7/12
  8. 8. → Lea adership Quualities - Dra aws energy from the c y complexity of future po ossibilities and shepherds individualls and grou d ups through uncertainty and cha h ange with dec cisiveness and fairness. → Tea Spirit - T am Teams are p powerful and complicate systems that, if well designed d ed and managed, can play a pivotal role in bringing a group or organizatio d e r on’s vision to f fruition. → Sugggested PM Job - stra M ategic probblem-solving, able to w work with de etails and with uncertaint group org h ty, ganization. ISTP → Woorkplace Coontribution - Solves pro oblems pra actically and immediate with a d ely calm clear-thin m, nking resolv ve. → Patthway to Professional G Growth - Must learn that the comp plexity of pe eople and rela ationships de eserves con nsideration a offers no quick fix. and → Leaadership Qu ualities - Sets an examp to act ind ple dependently and to atte to the y end nee of the sh term, u eds hort unencumber by tradit red tion, proced dure, or the demands of others. o → Tea Spirit - T am Teams are often an irrita o ation and a d diversion fro effective, practical om wor work tha is best do alone. rk, at one → Sugggested PM Job - conf M flict resolutio with calm and control, immedia action on m ate task work we alone, pra ks, ell actical and direct projec tasks. d ct ISFP → Woorkplace Con ntribution - Support peeople and th efforts w a gentle – almost heir with e ano onymous – aattention to details and action in the moment. e → Patthway to Professional Growth - Must learn to focus o the patt on terns and pro oblems beyo immedia concern - to look f and confront the sy ond ate n for ystemic or roo issues and not to ge lost in the foregroun solving o ot et e nd, only the pro oblems of today. → Lea adership Quualities - Lea by exam ads mple-by tend ding to task details and providing gen ntle; unassuming suppo ort. → Tea Spirit - T am Teams are fine and can be fun, thro ough they ar personally draining re and intrusive; q d quiet support and dilige works are what mak teams eff ent ke fective. → Sug ggested PM Job - hid M dden projec tasks, tas that mu be done without ct sks ust rew ward, quiet s support. INFP → Woorkplace Con ntribution - Holds and protects the values wit e thin which a rooted are indiividual, grou and orga up, anizational id dentities —o often serving as moral ballast for organizations a teams. and → Patthway to Pr rofessional G Growth - M Must learn to face conflict and con o nfront it in the moment. 8/12
  9. 9. → Lea adership Qualities - A Appeals to values thr rough perssonal relatio onships - con ntrolling task and people in such a way that those conc ks cerned do n notice not they are being controlled a all. y at → Tea Spirit - Though te am eamwork is difficult a s and draining collabora g, ating and wor rking togeth to pool resources an ideas is v her nd valuable and motivating d g. → Sug ggested PM Job – team support, in M m ntuitive jobs team mora ballast. s, al INTP → Woorkplace Con ntribution - Uses clever rness and in ndependent thinking to problem- solv and re ve einvent, an nd in an easygoing unassum g ming manne prods er organizational c change and improveme d ent. → Pat thway to Professional Growth - Must learn tha connectat ting and com mmunicating with other people is important – great solu g utions and ideas are ado opted and e enacted thro ough person relationsh nal hips. → Lea adership Quualities - Cre eates and w works towar a vision a a bette solution rd and er and allows others to follow at their ow pace and ability. d w wn d → Tea Spirit - A team is ok if it allow members to enter on their own t am kay ws s n terms and to c contribute in their own way – but the best v n t visioning and problem solving is don in isolatio ne on. → Sugggested PM Job – va M alorize each contributio in a team isolated problem- on m, solv ving, technic project jo financial control. cal ob, ESTP → Woorkplace Contribution - Goes with the flow, ad dapts to the unexpecte allows e ed, variiables, and d delivers wha needs to be delivered at d. → Patthway to Professional G Growth - Must learn to be patient with routine and to o es be aware that others may find comfo in structure, rules, a contem y ort and mplation of futu possibilit ure ties. → Lea adership Quualities - Kee oneself and others on their toe by being open and eps es resp ponsive to t unexpec the cted and ab bandoning r rules of hiera archy and tr radition in the name of ex xpediency. → Tea Spirit - T am Teams can be fun; how b wever, without constant action and variation, or in dull meetings, they ca run agrou an und. → Sugggested PM Job – wo well with unpredict M ork h table job, w without hiera archy and trad dition. ESFP → Woorkplace Contribution - Provides hhigh-spirited energy tha keeps a variety of d at peo ople and act tions moving in positive ways. g e → Patthway to Pr rofessional Growth - M Must learn t stretch t face the negative, to to stre essful, and e even hostile moments o work life is not always a barrel of fun. of s s f 9/12
  10. 10. → Lea adership Qu ualities - Has a personall and often p s playful go-w with-the-mom ment style that can be hig motivatiing to others t ghly s. → Tea Spirit - T am Teamwork is the best way to app proach any endeavor; the entire wor rld’s a team and only g m, good can co ome from su joined e uch efforts. → Sugggested PM Job – div M verse cultur team manager, gro ral oup problem m-solving, glob project m bal managemen nt. ENFP → Woorkplace Coontribution - Motivat tes and in nvigorates thought in nspiration, enthusiasm, an unyielding attention to personal relationship nd t ps. → Pat thway to Professiona Growth - Must llearn to follow proje al ects and com mmitments through to completion and to be aware tha one’s wiide mood n e at swings can frus strate and confuse thos with who he or she works. c se om e → Leaadership Qu ualities - M Motivates, inspires, and cajoles pe d eople to ac ccomplish task and to de ks evelop both personally and profess h sionally. → Tea Spirit - T am Teams are fu and energizing – especially whe conflict, hierarchy, un en and tight time lines can be avoided. d l e → Sugggested PM Job – tea motivato group p M am or, problem-solv ving, optimistic team lead that believe that wo together is the best work. der ork ENTP → Woorkplace Coontribution - Regards tthe workpla ace as a syystem to be moved, e cha allenged, an reconfigu nd ured so that learning is constant a t s and worthw while tasks are accomplish hed. → Pat thway to Pro ofessional G Growth - Mu learn to focus ener on follow ust rgy w-through and completion - even wh one dee d n hen ems them booring and to remember that wide o mood swings c send mixed signals can s. → Lea adership Qu ualities - Empowers one eself and oth hers by cha allenging, co onfronting, and even tak d king an opposing point of view to enhanc each in ce ndividual’s con ntribution to the end ressult. → Tea Spirit - T am Teams are one more important ve ehicle for ea arning - an arena for test ting ideas, d discussing d differences, and collabo orating on re esults. → Sugggested PM Job – change mana M agement, ch hange leade conflict resolution er, from opposing points of view. m ESTJ → Woorkplace Con ntribution - Drives to ta charge, to see the p ake practical fac cilitation of a ta ask, and to complete it with dispatc and skill. c ch → Pat thway to P Professional Growth - Must learn to be les hard-cha n ss arging by liste ening to and allowing allternative vie d ewpoints. → Lea adership Qualities - T Takes cha arge, demands 1oyalt ty, pushes hard to acc complish a task, and tellls it like it is. 10/12
  11. 11. → Tea Spirit - T am Teams are a effective t an tool for acco omplishing t tasks as lon as they ng are well manag and peo ged ople’s roles and goals a defined. are → Sugggested PM Job – pra M actical team manager, quick answ problem m wer m-solving, role manageme execution manager. e ent, ESFJ → Woorkplace Co ontribution - Builds a harmonio ous environment that supports per rsonal achiev vement and task accom d mplishment. . → Patthway to Pr rofessional G Growth - Must learn to accept diff o ferences, alllow them to b expresse and reco be ed, ognize that c conflict is no always de ot estructive. → Lea adership Qu ualities - Pro ojects inspiration and g graciousness with a con s nstant yet gen nudge to ntle oward task completion. → Tea Spirit - T am Teams are g good and can be productive; how wever, argum ments and disa agreements should not be tolerated. s → Sugggested PM Job – ha M armonious tteam manager, good supporting individual task do not a ks, accept intole erances from the team members. m ENFJ → Woorkplace Co ontribution - Persona ally inspires and motivates all to work s har rmoniously for the comm good. mon → Pat thway to Proofessional G Growth - Mu learn that not all sit ust tuations nee rescue ed and that disagr d reements ar not perso re onal attacks. → Lea adership Qu ualities - Em mpowers oth hers to accoomplish what needs to be done o by n nurturing relationships and making personal ap a ppeals. → Tea Spirit - Teams are good, peop are goo and wor is good when the am ple od, rk theme of toget therness driv the task ves k. → Sugggested PM Job – po M ositive team leader, optimistic po m oint of view nurture w, rela ationships, c conflict resolution from team memb t bers. ENTJ → Wo orkplace Co ontribution - Through hard-cha h arging arguuments and action, d inte ellectually ins spires and c challenges e everyone to experience a vision and to move d tow ward its fulfillment with d dispatch. → Patthway to Proofessional G Growth - Mu learn to allow time f others to develop ust for o at their own pa and leve of commit ace el tment. → Lea adership Quualities - Is ta ask-driven and demand a ding, with a motivationa spin for al eve eryone to ge on board and move to et oward achie eving the go oal. → Tea Spirit - Teams ca be good and do provide opportunities for more am an d invo olvement - a long as t task is c as the completed a the gro and oup’s proces do not ss slow or water d w down the vis sion. → Sug ggested PM Job – in M ntuitive tea leader, intellectual leader, tas driven am sk manager. 11/12
  12. 12. CONCLUS SIONS The aim of this article iis to associa the theo proposed by C. G. J ate ory d Jung and th need to he accomplish a judicious and well-s h s succeeded human resources sele ection for the project. With the alllocation of the psycho ological type that are a es aligned to th functions they will he s represent, the probab bility of turn n-over is redduced, thus increasing the motiva s g ation and facilitating t develop the pment of the team. Fina it is imp e ally, portant to st tress that th here is not a better or worse typ All types have strong and we features and, in a project’s r pe. s eak s, human res sources seelection, se everal other factors, dynamics and proce esses will complemen MBTI® in the adequa selection and alloca nt n ate ation of the project’s res sources. REFEREN NCES FLANES, S. W. & L S LEVIN, G. ( (2001). Peo ople Skills for Project Managers Vienna: t s. Manageme Concept ent ts. GEYER, P. (2000) Th MBTI© and its use in Organiizations: An Overview. Website he e n . http://mem mbers.ozema ail.com.au/~ ~alchymia/lib brary/mbtiorg.html. KROEGER, O, THUESSEN, J. M. & RUTLEGE H. (2002). Type Talk at Work: H E, How to the 16 Persona Types D ality Determine Y Your Succes on the Job. New York: Dell Publiishing. ss MYERS, I. B. & MYER P. B. (1997). Ser H RS, Humano é S Diferente São Paulo Editora Ser e. o: Gente. MYERS, I. B. (1995). I Introdução à Teoria do Tipos Psiicológicos. Palo Alto: C os Consulting Psychologists Press. PMI (2004 A guide to the Pro 4). oject Manag gement Bo ody of Know wledge. 3rd Edition. d Newton Sq quare: Project Managem ment Institut te. QUENK, N. L.(2000) In the Grip: U n Understand ding Type, S Stress and In nferior Func ction. Palo Alto: Consu ulting Psych hologists Pre ess. VARGAS, R. V. (20 004). Using Earned V g Value Mana agement Inndexes as a Team Developme Factor a ent and a Comppensation T Tool. Prague Project M e: Managemen Institute nt Global Con ngress EMEA A. VERMA, V K. (1995). Human R V. Resource Sk kills for the Project Ma anager vol. 2. Upper Darby: Projject Manage ement Institute. 12/12

×