The second project task which required the individual to act as a moderator of self help progress, I chose John Connor. He was chosen for his experience in dealing with people in a working environment as well has his team leadership abilities. He values team work and would make a great addition to the team. He is a communicator and that is exactly what is needed for the member in this role. I needed someone who has good conflict management skills, can facilitate group meetings, can manage stress. Mr. Connor appeared to fulfill the need.
Third, I chose Lisa Stafford for the project task of program follow-ups because of her ability to connect issues and for her strength in situation analysis. She has an extensive amount of social awareness displayed by her participation is social activities and social causes. This position requires that the candidate have good observation skills and the ability to take into account external factors when analyzing data. She looked to be a perfect fit for the position.
Finally, for the project task of supervising confirmation sessions or relapse management, I chose Daniel Nichols. I needed a real people person in this position who also has the ability to be strict and to motivate. The position requires that the candidate be able to successfully build mutual respect, be a compassionate motivator and discipliner, and have good conflict management skills. Mr. Nichols lacked a little of the conflict management skills according to his profile. It mentioned that his aggressive attitude has caused some ill feelings with management. However, I felt that his other skills out weigh this deficiency and I would just need to watch him a little more closely.
Once the team is chosen, it is important to decide on the important factors needed to be considered when effectively managing the team. It is of the utmost importance to recognize each individual’s personality and motivation. When the personalities of the individuals are known, the team leader can better determine their motivations. The three key motivators are money, job satisfaction, and recognition. It became apparent that my team is motivated by recognition. The quick fix for many of the problems that they had proved to be incentive and reprioritization based.
As displayed by the simulation, a person’s personality can play a negative or a positive role in the function of my team. The team member either fulfilled the need or needed assistance base on a shortcoming they had. As in the task completed by Michelle Levy, she had difficulty completing her task do to personal reasons. I was quickly able to overcome that problem but it could have caused the team to fail if I had not made the correct decision in resolving the problem. Later, John Connor had difficulty completing his task because of a divorce and feelings of inadequacy and insignificance. This problem would be a hard one to overcome. He had a personal problem that enhanced his desire to feel needed. Given the situation, his personality trait led him to feel insecure. Where as in the last task, Mr. Nichols needed no assistance other than re-direction of his priorities. His inherent need for competition and his inner motivation helped him to overcome all obstacles.
A team member’s personality preference can affect the way an employee carries out his/her tasks. Acknowledging each team member’s personality type can be an important for the success of the team. According to Myers-Briggs, Type Indicator (MBTI) a team member’s personality can have a great affect on the success of the team and the team dynamics. Although there are several combinations identified on the MBTI, a team leader must have some knowledge of the differences between, Extrovert (E) vs. Introverts (I), intuitive (N) vs. Sensing (S), Thinker (T) vs. Feeling (F), and Perceiving (P) vs. Judging (J). This knowledge can help a team leader choose the most appropriate team members for the team.
E vs. I – Extrovert is attuned to the culture, people, and things around them. The extrovert is outgoing, socially free, interested in variety and in working with people. The extrovert may become impatient with long, slow tasks. The introvert is energized by ideas, feelings, and impressions. The introvert prefers to be left alone and would rather work alone. They tend to be shy, quiet, and inhibited (Caplinger, 2001).
N vs. S – The intuitive focuses on the mental or spiritual world, thinks in abstract, is interested in “what can be”. The intuitive is imaginative, tends to live in the future, and is speculative and theoretical. The Sensing prefers the concrete, factual, tangible “here and now”, can become impatient with theory and the abstract. The sensing thinks in detail, attends to detail, is practical and systematic (Caplinger, 2001).
T vs. F – The thinker makes judgments based on logic, analysis, and evidence, avoids decisions that are based on feelings and values. The thinker is mostly interested in verifiable conclusions than in empathy, values or personal warmth. The feeler makes judgments based on personal feelings. A feeler is empathetic and subjective and will take things personally (Caplinger, 2001).
P vs. J – The perceiver adapts well to situations and gathers more information before making a decision. The perceiver makes life flexible and relaxed. Perceivers tend to be carefree, spontaneous and unpredictable. The judger is decisive, firm, and sure, setting goals and sticking to them. Judgers make quick decisions, plan, give orders, and remain on-task (Caplinger, 2001).
Building Case Files
Michelle Levey was selected for the position because of her history of proven dependability. Her bio suggests that she is a practical and a logical person. She is a natural problem solver that sees the big picture. She sets high standards for her work and is good with math and complicated data. Her MBTI type is an ISTP which indicates that she listens more that talks, she thinks then acts, focuses on details & specifics, makes decisions objectively, appears cool and reserved, and takes few thins personally (New Straits Times, 2004) Nicola is at the Belongingness level of Maslow’s hierarchy (Martin, 2004). Michelle has the desire to feel needed and wanted. Becoming a group member may allow her to contribute to society. She needs to be validated in order to motivate her. .
Moderate Self-Help Groups
John Connor was placed to this position due to his past experiences within a large group. His bio indicated that he had the ability to facilitate group meetings and that he values teamwork. His performance evaluations showed that he is willing to pass on his education and experience to fellow co-workers. His MBTI type indicates that he is frank, decisive and assumes leadership readily. He can make decisions quickly; can use schedules and timetables as a guide, see illogical and inefficient procedures and policies, and can develop and implement solutions to organizational problems (New Straits Times, 2004). According to Maslow (Martin, 2004), John was placed at the Self-Esteem level. To lead and motivate John at this level would require focusing on his need for appreciation and relatedness. Allowing John to display is abilities and skills would increase his self-confidence. Showing appreciation and recognition for a job well done would be the motivators for John.
Follow-Up
Lisa Stafford presented as the most appropriate volunteer for this task. Her career experience along with her hobbies and interests where taken into account. According to her bio, she is involved in several social awareness groups. She likes trying new ideas and is a quick thinker. Lisa is an ENFP, MBTI type personality, which means she is enthusiastic and imaginative. She sees life as full as everything possible. She can make connections between events and information quickly. She wants a lot of affirmation from others and readily gives appreciation and support (New Straits Times, 2004). According to Maslow’s hierarchy (Martin, 2004), Lisa is at the level of Self-Esteem. At this level, Lisa desires to feel important, strong, and confident. Lisa can be motivated best by allowing her to display her talents and skills, which will build her self-confidence. She would like to be shown appreciation, attention, and recognition from others for her abilities.
Supervise Confrontations Sessions
Daniel Nichols was chosen for this position due to his ability to resolve personnel issues in the past. He has a great rapport with fellow co-workers and is known to motivate others into conforming. His bio states that he has a strong desire to compete and can obtain quick fixes to problems as they arise. According to MBTI, Daniel is an ESTP. This indicates that he can be flexible and tolerant. His focus is on the “here and now”, and he can be spontaneous. He enjoys each moment and learns best through doing. He does enjoy material comforts and style (New Straits Times, 2004). Daniel would be considered to be at the Self-Actualization level on Maslow’s hierarchy. At this level he has a need for self-fulfillment. He was the desire to show off his full potential and abilities (Martin, 2004). Daniel would best be motivated by allowing him to show is creativeness and can be met by giving the employee the opportunity to realize his full potential (New Straits Times, 2004).
The chosen team scored a 70% the first time through the simulation. We ran into a problem when Mr. Connor was dealing with a divorce and I as the team leader did not take the correct step to motivate him. I was able to learn from and address the teams needs the second time I ran the simulation and scored 100%. I now better understand why some do better or worse than others in groups.
Team leaders face challenges on a daily basis that call for innovation and vision to achieve their business objectives. Businesses need teams that share their vision, that are motivated, focused on goals and achievement, and thrive on successful outcomes. Creating and maintaining effective teams proves to be a continual challenge for today’s managers.
References
Caplinger, C. (2001). Myers-Briggs Introduction. Retrieved October 28, 2004, from http://www.geocities.com/lifeexplore/mbintro.htm
Martin, D. (n.d.). Maslow's Theory of Motivation. Retrieved October 28, 2004, from http://hoem.earthlink.net/-denmartin/maslow.html
McShane -Von Glinow (Ed.). (2003). Organizational Behavior (2nd ed.). University of Phoenix Edition: McGraw-Hill/Irwin.
New Straits Times. (2004, October 3). What kind of person are you? Retrieved October 30, 2004, from Asia Africa Intelligence Wire Web Site: http://web3.infotrac.galegroup.com/itw/infomark/934/583/82009780w3/purl
