Assessing Personality Type And Motivational Theory Business Essay

Maslow's theory came across after the name Abraham Harold Maslow, who was born on April 1st, 1908 in Brooklyn. He developed the needs model in 1940-50' (USA). Although Maslow died in the entire year 1970, various magazines appear in Maslow's name in old age. The Maslow's hierarchy of needs or "five-stage model" (composition and technology) is plainly and directly related to Maslow, however later editions of the theory with additional motivating phases aren't so clearly identified as a Maslow's work.

Maslowґs hierarchy of needs is created by basic needs, safeness needs, cultural needs, esteem needs, and self-actualization. Nowadays, new brands have been attributed.

Also, the Myers Briggs type sign (MBTI) is a strongly adaptable solution that has helped a huge number of people throughout the world to comprehend themselves better, as well as the best way to connect to others. MBTI assessment improves the shows of people, groups and organization of most sizes in handling their needs, from team building, leadership, training, and discord management, to job development and retention. It is a highly reliable solution that can be used or made in combo with other assessments, forming a firm foundation for many training and development initiatives.

Team and Team Leader definitions

According to the intelligence of Teams printed by Harvard Business School Press in 1993: "A team is a small number of folks with complementary skills who are committed to a common goal, performance goals, an approach that they hold themselves mentally responsible. " It identifies a group of people who work very well alongside one another (Hiriyappa, 2009).

Therefore a team leader is a team member who might not exactly have any authority over other users but is appointed on permanent or rotating basis to: stand for the team to another higher reporting level, make decisions in the absence of a consensus, fix conflict between associates, and organize team attempts (Business Dictionay, 2010)

Some people are created more naturally to control than others. Most people don't seek to be a leader, but many more people have the ability to lead, in a single way or another and in one situation or another, than they realize. People who desire to be a leader can form leadership capability (Businessballs, 2010). Control is not the exclusive conserve of the rich and educated. We, the writers of this paper consider that management is a matter of personal conviction and believing strongly in a cause or goal, whatever it is.

Criteria to choose team members

Leaders of course have to be in a position to make rough decisions when required, but most of all leaders should focus on allowing the team to prosper, which is actually a 'portion' role, not the dominating 'leading' role commonly associated with control (Robins & Langton, 2005).

All projects require the right blend of individuals to complete the job. Creating a job team may in reality be the most important part of the task creation process. The first choice will need to have a good knowledge of the project subject material, demonstrated management skills, and the ability to monitor improvement and keep the project on agenda. Therefore, when selecting the member of a team, a team leader should understand the specific needs of the job by selecting people who meet up with the require needs as a whole. If the current employee base does not cover all of the required needs for a project, a supervisor should bring in new associates, to round out a project team.

The team head needs to keep an eye on the entire performance of the team all together, as well as that of individual team members, to ensure that the team remains best poised to achieve the team goals. This may require spinning some associates in at certain things in the task timeline for specific needs, or moving participants from the team as needed. Workers who are underperforming have to be either motivated to improve performance, or taken off the job team. (Kristoff, 2008).

To perform effectively, a team requires three different kinds of skills: it requires people with complex experience, with problem-solving and decision-making skills to have the ability to identify problems, generate alternatives, evaluate those alternatives and make competent choices, as well as people who have good listening, opinions, conflict quality, and other social skills. (Robins & Langton, 2005). The proper mix is vital.

Team B members, selection and strengths

According to Robbins & Langton (2004), a director needs to understand the individual strengths that each person may bring to a team, select members with their strengths at heart, and allocate work assignments that match associates' preferred styles. By matching individual choices with team role demands, managers improve the likelihood that the team members will work well mutually. (Robins, 2004, p 150).

In this case, the multinational team known as "B" is made by Alicia Vicente, Sushma Ponnuru, Mahitha Bikkina, Kevin Wang, Prathamesh Shelar and Shafivulla Shaik. Therefore, we consider that variety in the team may bring a lot more ideas, perspectives, knowledge, and skills to the group, which may be used to execute at an increased level. So, while working inside a team, it is vital to be employed in problem-solving and decision-making tasks. We believe our heterogeneous team may have characteristics that lead to creative or unique alternatives while working mutually.

Some advantages that people can find inside our team are: multiple perspectives and interpretations, greater openness to new ideas, increased ingenuity, overall flexibility and problem-solving skills. So we must interact to avoid miscommunication, complexity ambiguity or dilemma in reaching our goals.

Therefore, because the variety inside our team, we have arranged that some strengths or dimensions inside our team are integrity, integrity, humility, courage, commitment, sincerity, passion, self-assurance, positivity, wisdom, dedication, compassion and level of sensitivity.

Managing a team effectively

According to D. C. Education (2005), there are a few factors that are needed to consider in order of managing effectively a team:

Make sure everyone in the team understand the goals and expectations that the professionals have for the team. Inform the team about the targets by communicating clearly about people' roles, obligations and deadlines.

Assess the power and weakness of every team member by at first assigning simple work. Delegate work accordingly predicated on the skill and interest level of each individual.

Take responsibility for the team and recognize their efforts in meetings. Commitment and motivates of the team members to go the excess mile for the team's success.

Members are designed for problems and changes effectively insurance agencies good communicate skills. Encourage the team to value their role in the workplace.

Treat each other in the team with value and continue to be courteous whilst having different ideas. Be friendly and approachable to one another. Understand and be accommodating of family commitments and difficulties (Education, 2005).

The role an individual's personality performs in the success

Work teams are groups of those who have the purpose, interact to accomplish organizational goals, and share responsibility for team final results. The classic construction for understanding team effectiveness is the input-process-out-put model. Both insight (person, environmental, and group-level) and process (e. g. , communication patterns, personal disclosure, discord, and influence) variables affect teams' output features. We followed this framework in taking into consideration the team composition adjustable of personality as contributing to team effectiveness (Maginn, 2003).

Individuals are the main power of the team, while personalities are crucial to the success of the team work as a consequence. Each you need to take the duty of what they might be good at.

Myers-Briggs Type Indicator

A useful tool to integrate and understand team members' shows is the Myers-Briggs Type Sign (MBTI). It was created by Isabel Briggs Myers and Katharine Make Briggs. MBTI exploration was the result of the "psychological type theory" launched by Carl Jung. MBTI indicate personality preferences of an person and found to be reliable and valid.

According to Culp & Smith (2009), the classification of personality preferences is dependant on the MBTI test and based on the answers obtained, a person's personality type can be categorized as extroverted or introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F) and perceiving or judging (P or J). Sixteen personality types are made using the blend of these personal preferences.

Extraverts or Introverts type (E or I)

In extravert personality energy is directed out-ward. Extravert people get energy by interacting with others. In work environment extravert people can contribute by initiating debate, providing enthusiasm, encouraging new concepts and taking them up.

If energy is aimed inward then it is an introvert personality. Introvert people prefer to be together and process information internally. They are really good in hearing. At work they provide serenity and calmness. Introvert people have a thinking aspect and they always examine the problem before taking any decision. Introvert people own reflective kind of leadership style (Culp, 2009).

Sensing and Intuitive type (S or N)

Sensing personality type people perceive what's present. They are sensible people. They watch what is real and appropriate and uses it accordingly. Employees having this attribute contribute by giving facts, notice important information and identify useful solution to the condition. Intuitive personalities hold the give attention to future. Intuitive will think on future alternatives. They can be always thinking a number of things at once. Intuitive employees generally add in providing an outline, discovering potentials, notice habits and always concentrating on future (Hagey, 2009).

Thinking vs Being type (T or F)

Thinkers usually make decisions on useful and uses logic and unbiased analysis to attain a conclusion. These are realistic people. They often times find practical treatment for the trouble. Employees of this characteristics contributes by objectivity, concentrate on facts and examination.

Feelers give importance to principles and emotions to make any decision. Feelers are easily identified because of the friendliness. They add at the place of work by giving advantage of doubt, providing empathy, accommodating others, encouraging loyalty, and finding settlements (Culp, 2009).

Judging vs perceiving type (J or P)

Judging personalities are incredibly disciplined and sorted out life. They also expect the same at the work area. If they are in unorganized atmosphere, they either appropriate it or constantly complain it. Their positives at the work environment are quick decision making, organizing and establishing goals. They like to select the timetable and hate surprises.

Perceivers prefer to are in a flexible and unplanned way. They prefer to assemble information constantly. Their personality type is spontaneous and creative. They contribute at the work environment by allowing movement of information, fetching new options, recognizing the appealing change and handling of surprises perfectly (Hagey, 2009).

Team people in MBTI personality type

Based on the Personality Type theory, we has completed the MBTI survey to help us understand each team member. The results are as follow:

NAME

PERSONALITY TYPE

Alicia Vicente

- INTJ introverted intuition with thinking

Sushma Ponnuru

- ENFJ extraverted sense with intuition

Shafivulla Shaik

- ENFJ extraverted feeling with intuition

Xiaohu Wang

- ISTJ introverted sensing with thinking

Prathamesh Shelar

- INFP introverted feeling with intuition

Mahitha Bikkina

- ENFJ extraverted sense with intuition

From this chart you'll be able to extract that almost all of the team are introverted person, so that it is necessary that people, as team and individuals should develop communication skills to attain team' goals customers.

Maslow's Hierarchy of needs

At simple level it appears to be obvious that individuals do things, such as go to work, in order to get stuff they want also to avoid stuff they don't really want. Overall, the essential perspective on inspiration looks something similar to this. People appear to own different desires (Abraham Maslow. com, 2010). That is fortunate, because in marketplaces this creates a very suitable situation where, because you value items that I have but you don't, and I value items that you have that we don't, we can operate in such way that people both are more content because of this. Therefore, Abraham Maslow is rolling out a group of needs that every human being must fulfill, so they can reach delight.

This theory is named the Maslow's hierarchy of needs (Robbins, 2004), and our team has related Maslow's category into job satisfaction, which is referred to as follows:

Self-actualization: training, improvement, growth, creativity

Esteem needs: recognition, high position, responsibilities

Social needs: groups, coworkers, clients, supervisors, subordinates

Safety needs: work security, job security, health insurance

Physiological needs: to be comfortable at work, a base salary, etc.

We, the authors of this newspaper, believe that working in a team should be easy as well as team members have an exclusive role to accomplish team goals. If the team is encouraged, works properly and has good communication between team integrants; then your task can be easier. So it is very important to choose a good and skilful team.

Team members in Maslow's hierarchy

We have applied Maslow's hierarchy to your team integrants and these are the results:

NAME

LEVEL

Alicia Vicente

Self-actualization

Sushma Ponnuru

Esteem

Shafivulla Shaik

Self-actualization

Xiaohu Wang

Esteem

Prathamesh Shelar

Esteem

Mahitha Bikkina

Self-actualization

According to Maslow's hierarchy of needs, each integrant of our team has positioned him/her-self into one of the several levels, and people's skills and talents were taken into account. Alicia was put in self-actualization because she is obtaining her goals and has a high self-esteem. Sushma was positioned in esteem because she respects herself and has obtained a good identification amongst others. Shafivulla was put in self-actualization because he's making important decisions by himself that bargain his future. Xiaohu was placed in esteem because he wants to complete his Get better at and achieve his goal of working. Prathamesh was positioned in esteem because he is on the way to achieve his professional goals. Mahitha is positioned in self- actualization because she considers herself with a competent perception of simple fact, with personal goals achieved and accepts responsibility of her actions.

Maslow's hierarchy impacting self-motivation

Maslow's hierarchy of needs has already established a great impact within our team's development, for the reason that it is simple to apply an equal syndication of work regarding to your skills. Corresponding to Langton (2004), the greater you understand about your partner, there is certainly more chance of becoming a successful team. (Langton, 2004)

The romantic relationship of trust inside a team performance

The intra-team trust as a powerful strategy and critical part inside a team's performance; therefore it has received a wide educational attention, as well as many studies have been done on the motivational area. Groups are one of the very most common types of strategy used in modern-day organizations.

In conditions of team duration within a task, short-term teams are anticipated to disband after having worked together for a limited period of energy: however, ongoing groups are those who their duties involve a longer period working alongside one another, with contemplations on future jobs.

Teams aren't only a good work strategy; they have got proven their prevalence and importance in organizations, but several arguments have been developed on the trust-performance marriage while working in a team (Shen, 2007). Moreover, a theoretical work shows that the effects of trust will tend to be more pronounced in ongoing clubs than short-term clubs. Ongoing teams are definitely more focused on interpersonal relationships that increase the impact of trust dynamics on team member.

The understanding of trust resides at the individual level, but the meaning of trust in a team-level originates from the shared quality of these individual-level perceptions. These distributed perceptions of trust are thought to emerge effortlessly from team account and communal categorization operations. Team participants' collective sense about their shared experience and contextual factors reassure associates and constrain their interactions (Costa, 2003).

Build trust for a sustained high performance

The idea of trust is easy: build specific self confidence and eliminate dread as an operating principle (Learning Middle, 2010). The procedure is achievable after we understand the emotions associated with trust and incorporate them into these four steps:

1. Define everything we suggest by trust,

2. Understand our blind places,

3. Communicate with intent, and,

4. Produce.

Team monitoring after team selection

Team monitoring based on Longfred and Costa (2003) refers to team associates' observation in certain criteria, such as satisfying commitments to the team like achieving deadlines or training an open communication. Corresponding to Longfred it's important that everyone in the team complies with deadlines to increase efficiency. We, within our team, have focused our efforts in fulfill team requirements and in cases like this deadlines by concluding with quality one's work on time.

According to K. J. Klein (2000), a team innovator should assess team quality by concentrating on two aspects: the quantity of output, and the overall assessment of team performance. Team leader also should be instructed to evaluate team performance by utilizing a ranging level from 1 to 10; and after the evaluation, team innovator should give a opinions to each associates (Klein, 2000).

Selecting strategies factors to motivate a team

Some factors that we, as a team, consider while selecting strategies to motivate we are: rely upon team leader, individual autonomy, organizational tenure, and team size (Schippers, 2003). Moreover, corresponding to Alan Fairweather (2010), for team leader or a administrator, is possible to have a highly encouraged team who don't take time off work, don't keep looking for other careers, and make an optimistic contribution to business, simply by putting into action 3 steps: Spending some quality time, providing feedback and instructor, as well to be a believer by using empowerment (Fairweather, 2008).

Conclusion

A team is add up to the integrants employed in it, and team members are what bring the success or inability. Choosing the right mix of ability, expertise and management will ensure that the task they attain will lead to success for the team or company they are working for. Therefore it is important a team concentrate their efforts to improve itself constantly.

According to Robbins (2002), "a team creates positive synergy through coordinated effort. The combined person efforts lead to an even of performance that is higher than the sum of those specific inputs (Robbins, 2002, p 161).

Motivation is important because, under maximum conditions, effort can frequently be increased and suffered, employees or in cases like this, team members may become self-motivated and offer a competitive gain by offering ideas and working satisfactory (Hiriyappa, 2009).

Individuals take a great role in the team and individuals are the primary power of the group work, so the personalities of individuals also determine the inability or success of the team. Try to do the power and study from others can improve the members knowledge and so improve the entire team. That is why, MBTI tool can be handy to identify the personality kind of individuals working in just a team or company. Although, this theory is not medically supported, it could be used to understand overall tendencies of the person at the working place. This study also shows that communication can be better between the affiliates by applying MBTI theory.

On the other palm, we assume that the Maslow's hierarchy of needs may easily estimate where every individual stands. It offers a greater effect on groups when distributing and delegating work, by expanding task in an easier way, based on the skills that every team member has.

In summary, a team should be decided on, coordinated and encouraged to efficiently achieve goals with quality and efficiency.

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