| Information Sheet: Download the Concepts: Work Preferences information above in Japanese, Korean, Mandarin Simplified and Mandarin Traditional.
Work preferencesUnderstanding work preferences is a critical component in developing individual, team, and organizational performance. The Team Management Profile Questionnaire is a 60-item assessment focused on enhancing understanding of an individual's approach to work.
Based on the responses to the profile questionnaire, the personal Team Management Profile provides constructive, work-based information outlining an individual's work preferences, based on the Margerison-McCann Team Management Wheel, and the strengths that an individual brings to a team.
Margerison-McCann Team Management WheelThe personal Team Management Profile highlights an individual's major and two related areas of work preferences on the Margerison-McCann Team Management Wheel.
Reporter-Adviser - Supporter, helper, tolerant; A collector of information; Dislikes being rushed; Knowledgeable; Flexible
Creator-Innovator - Imaginative; Future-oriented; Enjoys complexity; Creative; Likes research work
Explorer-Promoter - Persuader, "seller"; Likes varied, exciting, stimulating work; Easily bored; Influential and outgoing
Assessor-Developer - Analytical and objective; Developer of ideas; Enjoys prototype or project work; Experimenter
Thruster-Organizer - Organizes and implements; Quick to decide; Results-oriented; Sets up systems; Analytical
Concluder-Producer - Practical; Production-oriented; Likes schedules and plans; Pride in reproducing goods and services; Values effectiveness and efficiency
Controller-Inspector - Strong on control; Detail-oriented; Low need for people contact; An inspector of standards and procedures
Upholder-Maintainer - Conservative, loyal, supportive; Personal values important; Strong sense of right and wrong; Work motivation based on purpose
With 208 Profile combinations, the Team Management Profile is possibly the most comprehensive personal Profile available today.
The personal Team Management Profile highlights an individual's major and related areas of work preferences, including information focused on:
Individual and leadership strengths
...essential information for developing individuals and teams.
The Team Management Profile is used worldwide by leading companies in diverse applications, including:
Linking SkillsLinking Skills are the activities and behaviors that managers and others need to exhibit in order to successfully integrate and coordinate the work of a team. These skills were identified through extensive interviews with teams and team leaders worldwide. Data collected from, for example, banking teams, engineering teams, administrative teams, marketing teams, production teams, and research teams, in the private and public sectors, highlighted a number of common elements that were responsible for integrating a team into a coherent 'whole'.
Team Management Systems has three versions of the Linking Skills Profile Questionnaire. Version 1 is the Linking of People Profile Questionnaire and contains 36-items suitable for all team members. Version 2 is the 66-item Linking of People and Tasks Profile Questionnaire, ideal for senior team members. Version 3 is the Linking Leader Profile Questionnaire especially designed for team leaders. It uses 78-items to assess all Linking Skills.
All three versions are multi-rater assessments where a number of different people rate an individual's Linking Skills.
Margerison-McCann Linking Leader ModelArranged around the outside of the model are the six People Linking Skills. These skills need to be implemented as part of the workplace behavior of the team leader and all team members, if a team is to be high-performing. These skills are:
Inside the People Linking Skills are the five Task Linking Skills. These are essential to the key tasks of the leader and the more senior team members.
|PEOPLE LINKING SKILLS||WHAT LINKERS DO|
|Active Listening||Listen before deciding|
|Communication||Keep team members up to date on a regular basis|
|Team Relationships||Encourage respect, understanding, and trust among team members|
|Problem Solving and Counseling||Are available and responsive to people's problems|
|Participative Decision Making||Involve team members in the problem solving of key issues|
|Interface Management||Coordinate and represent team members|
At the core of the Linking Leader Model are the two Leadership Linking Skills of Motivation and Strategy. Unless the leader has these skills and makes them part of their daily behavior then the team is unlikely to reach its full potential.
|TASK LINKING SKILLS||WHAT LINKERS DO|
|Objectives Setting||Set achievable targets with the team but always press them for improved performance|
|Quality Standards||Set an example and agree on high quality work standards with the team|
|Work Allocation||Allocate work to people based on their capabilities and preferences|
|Team Development||Develop balance in their team|
|Delegation||Delegate work when it is not essential to do it themselves|
Unless all Linking Skills are exercised effectively, a team may lose momentum and direction.
|LEADERSHIP LINKING SKILLS||WHAT LINKERS DO|
|Motivation||Inspires others to give their best|
|Strategy||Devises effective action plans to achieve goals|
Risk-Orientation ModelMany people consider that the human psyche can be reduced to five independent scales. Four of these are measured in the Team Management Profile but little has been done to make the 'fifth dimension' meaningful and accessible in the workplace. The fifth dimension is widely used in clinical psychology where it is used to measure such characteristics as depression and hypomania. But in the world of management development it has languished because of low face validity. The QO2™ is a new look at the fifth dimension and has a high level of face validity and utility for managers and their teams.
The QO2™ stands for the Opportunities-Obstacles Quotient and is a measure of the extent to which people are more likely to invest energy in seeing the opportunities or seeing the obstacles. In simple terms it is a measure of the inherent risk a person is likely to accept. It affects their approach to decision-making, change, conflict and just about any situation faced at work.
Risk-Orientation ModelThe Risk-Orientation Model is the basis of the QO2™ concept and defines five subscales that are used to calculate the QO2™.
MTG Energy - how much energy you put into 'Moving Towards Your Goals'
Multi-Pathways - the extent to which you find ways around obstacles
Fault-Finding - how good you are at seeing potential obstacles
Optimism - the extent to which you expect positive outcomes
Time-Focus - a measure of your psychological time and your orientation to the past, the present or the future
The Opportunities-Obstacles Profile (QO2™ Profile) enables individuals to review their approach to work and improve both the way they seize opportunities and foresee obstacles. An overall score on the instrument is given together with data on the five subscales.
High-Energy TeamsHigh-Energy Teams occur when eight fundamental strategic issues are addressed:
Who are we?
Where are we now?
Where are we going?
How will we get there?
What is expected of us?
What support do we need?
How effective are we?
What recognition do we get?
To create a High-Energy Team, team members need to establish ways of addressing the issues associated with these questions. Each question must be subject to continuous discussion and review through regular team learning processes. In Team Management Systems we have developed the High-Energy Teams Model as the basis for these processes.
High-Energy Teams ModelWho are we?Each person brings different strengths to a team and will approach problems and opportunities in a different way. Team members need to know 'what makes each person tick' so that individual differences can be harnessed to achieve maximum performance levels. The workplace behavior of team members can be understood by examining their Work Values, Risk-Orientation and Preferences.
Where are we now?Before planning where you are heading as a team, it is useful to look at team balance, whether team members are likely to be risk averse or risk accepting, and whether conflicting values are likely to arise. A Situational Analysis will allow you to look at the teams' key Strengths, Weaknesses, Opportunities and Threats and to determine whether the necessary resources are available to achieve the team's vision.
Where are we going?To work with energy, commitment and enthusiasm, a team needs to know where it is going. It has to have a vision that is aligned with the organization's mission and goals. It needs to understand its purpose - what makes it different from other teams, what its outputs are and what outcomes they lead to. A Team Purpose Statement can be used as a structure for the team to determine its specific purpose and how that aligns with the organizational vision.
How will we get there?To turn a vision into reality, it is necessary to systematically set objectives, action-plans and measures of performance. It is important to plan the route from where you are now to where you want to be through looking at the critical Types of Work.
What is expected of us?People find it difficult to perform if they don't know what they are meant to be doing. In a High-Energy Team, all team members will fully understand their job description, their role in the team, what they are responsible for and, most importantly, what they are accountable for. The development of behavioral ground rules aligned with agreed shared team values is also important to ensure team survival.
What support do we need?Once the team finds answers to the first five questions, it can then focus on what support is required to deliver results. This means doing a training and development needs assessment and establishing ongoing systems of team learning so that all team members can continuously develop their skills.
How effective are we?A High-Energy Team is one that regularly reviews its effectiveness and continually improves its performance. Benchmarks for success can be established and procedures for learning from mistakes implemented. A regular process of 'Questioning' helps prevent complacency from developing.
What recognition do we get?In general, most teams will not attain high-energy levels unless there is adequate recognition for the accomplishments of all team members. This can be achieved through feedback, remuneration, fringe benefits and promotion.
Linking SkillsThe processes that ensure all eight questions are integrated and coordinated are known as 'linking'. Team members and particularly the team leader need to be effective at a whole range of Linking Skills.
When all these strategic issues have been addressed to the satisfaction of the team, the team will be in a 'high energy' state ready to work optimally to deliver excellent performance.
The Strategic Team Development Profile Questionnaire allows team members to record the importance of these issues to the team and how satisfied they are with the extent that these issues have been addressed.
Types of WorkWhether designing a new job or restructuring an existing one, the critical activities that the job holder will have to perform must be identified. This concept of criticality is fundamental to the Team Management Systems approach to job analysis.
Margerison-McCann Types of Work WheelResearch has shown that while many of these critical job activities can be carried out by a wide variety of people, certain key activities need to be carried out by people with particular abilities, preferences, and skills. In most jobs there are likely to be two or three activities that are critical to successful performance. If these activities are carried out effectively, it can make the difference between high and low performance in a job.
Advising - Gathering and reporting information
Innovating - Creating and experimenting with ideas
Promoting - Exploring and presenting opportunities
Developing - Assessing and testing the applicability of new approaches
Organizing - Establishing and implementing ways of making things work
Producing - Concluding and delivering outputs
Inspecting - Controlling and auditing the working of systems
Maintaining - Upholding and safeguarding standards and processes
Linking - Coordinating and integrating the work of othersThe Types of Work Profile Questionnaire, a 64-item individual or multi-rater assessment, has been designed to determine those areas of activity (defined by the Types of Work Wheel) that are critical to success in a particular job.
The Types of Work Profile Questionnaire and Profile are versatile, allowing any of the following uses and approaches:
Analysis of existing jobs
Job design and redesign
Individual rating of a job
Multiple views of the same job
For high performance in teams, ongoing assessment is a requirement. The Team Performance Profile Questionnaire and resulting Profile are tools developed to support this process. The Team Performance Profile Questionnaire is a 54-item multi-rater instrument that focuses on assessing a team's performance in nine team performance factors associated with high-performing teams.
The Team Performance Profile Questionnaire
Provides an ideal entry point to an assessment of team performance by offering a common language and shared understanding of critical factors for high performance.
Acts as a catalyst for team development and improved effectiveness by enabling team members to focus on areas requiring action.
Is an ideal tool in any ongoing team development process - initial profiling of the team can be repeated at a later point to assess how team performance has improved.
Window on Work ValuesValues are concepts or beliefs that determine how we live our life. At work they are major influences on how individuals approach work. Values drive our decisions and cause us to summon up energy to preserve what we believe in or what we want to defend. As such they can be principal determinants of behavior and will impact our views about people, situations or events. When team members share the same values the team will have the energy to deliver outstanding performance. Where individual values clash, conflict will occur and teams are unlikely to reach their full potential.
The Window on Work Values is a model built over five years from gathering individuals' responses to many questions defining work activities or situations at work that they value. The focus is on values where the primary content aspect is the type of goal or motivational concern that the value expresses. The model has good structural validity, meaning that value types close to one another in the Window are related whereas those on opposite sides of the Window are unrelated. The model can be applied to both individual and organizational values.
The Window on Work ValuesThe Window consists of eight core work value types depicted as window panes, rather like those in the rose windows of many European cathedrals. It is divided into quadrants, each containing a core value type as follows:
Self Focus: Value types that put personal goals ahead of group goals. Individualism is the core value type in this quadrant.
Group Focus: Value types that put group wishes ahead of individual need. Collectivism is the core value type.
Organizational Constraint: Value types that require strictly-adhered-to guidelines to ensure the smooth running of an organization. Compliance is the core value type.
Organizational Freedom: Value types where individual behavior is unrestricted and people are free to choose their pathways, unfettered by organizational constraints. Empowerment is the core value type.
Values focusing on the self, within an environment of Organizational Freedom are defined by the Independence value type. Those focusing on the self within an environment of Organizational Constraint are defined by the Authority value type.
Values focusing on the group, within an environment of Organizational Freedom are defined by the Equality value type. Those focusing on the group within an environment of Organizational Constraint are defined by the Conformity value type.
Individual values are determined from answers to the 64-item Window on Work Values Profile Questionnaire. The feedback is a hierarchy of value types and valuable information on how a person's values will impact their behavior.
Organizational values are determined from answers to the 32-item Organizational Values Profile Questionnaire. This multi-rater instrument gives feedback on the organizational values perceived by any number of respondents. Comparisons between organizational groups are given in terms of the value types. A comparison can also be made between an individual's view of the organization's values and their own values.
Team Management Systems has a process which uses the Window on Work Values to develop a Team Charter which lists core values that the team would like as the foundation of how the team works together. Action-based ground rules then relate to these shared values.