Understanding Your Management Style

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Understanding Your Management Style

• Jacqueline N. Hood
• Anderson School of Management
• University of New Mexico

2
Workshop Objectives

• Increase self-awareness and confirm
  self-perception
• Discover normal differences in people concerning
• Energy source
• Information gathering
• Decision making
• Life style

3
Objectives (cont.)

• Appreciate the gifts and strengths of myself and
  others
• Apply the knowledge about personality type to my
  communication style and situation

4
Reasons for Using the MBTI

• The MBTI is
• A self-report instrument
• Nonjudgmental
• An indicator of preferences
• A way to sort, not to measure
• Well researched
• Rich in theory
• Professionally interpreted
• Used internationally

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Model of the Four Preferences
Sensing Perception Introvert In
tuition Preferences Thinking Extr
avert Judgment Feeling
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Preference Scales

• Extraversion - - - - - - Introversion
• Sensing - - - - - - Intuition
• Thinking - - - - - - Feeling
• Judgment - - - - - - Perception

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Comparison of Extraversion and
Introversion

• Energy
• Directed outward toward people and things
• Focus
• Change the world
• Relaxed and confident
• Understandable and accessible
• Orientation
• Afterthinkers
• Work environment
• Seeks variety and action
• Wants to be with others
• Prefers interests that have breadth

• Energy
• Directed inward toward concepts and ideas
• Focus
• Understand the world
• Reserved and questioning
• Subtle and impenetrable
• Orientation
• Forethinkers
• Work environment
• Seeks quiet for concentration
• Wants time to be alone
• Prefers interests that have depth

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Comparison of Sensing and
Intuition

• Mode of perception
• Five senses (reliance on experience and actual
  data)
• Focus
• Practicality
• Reality
• Present enjoyment
• Orientation
• Live life as it is
• Work environment
• Prefers using learned skills
• Pays attention to details
• Makes few factual errors

• Mode of perception
• Sixth sense (reliance on possibilities and
  inspiration)
• Focus
• Innovation
• Expectation
• Future achievement
• Orientation
• Change, rearrange life
• Work environment
• Prefers adding new skills
• Looks at big picture
• Identifies complex patterns

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Comparison of Thinking and
Feeling

• Mode of perception
• Decisions based on the logic of the situation
• Focus
• Things
• Truth
• Principles
• Orientation
• Solves problems
• Work environment
• Is brief and businesslike
• Acts impersonally
• Treats others fairly

• Mode of perception
• Decision based on human values and needs
• Focus
• People
• Tact
• harmony
• Orientation
• Supports others
• Work environment
• Is naturally friendly
• Acts personally
• Treats others uniquely

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Comparison of Judgment and
Perception

• Mode of perception
• Planful
• Focus
• Decisive
• Self-regimented
• purposeful
• Orientation
• Exacting
• Work environment
• Focuses on completing task
• Makes decisions quickly
• Wants only the essentials of the job

• Mode of perception
• Spontaneous
• Focus
• Curious
• Flexible
• Adaptable
• Orientation
• Tolerant
• Work environment
• Focuses on starting tasks
• Postpones decisions
• Wants to find out about the job

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Effects of Each Preferencein Work Situations

• Extraverted Types
• Like variety and action
• Are often good at greeting people
• Are sometimes impatient with long slow jobs
• Are interested in how others do their jobs
• Often enjoy talking on the phone
• Often act quickly, sometimes without thinking
• Like to have people around in the working
  environment
• May prefer to communicated by talking rather than
  writing
• Like to learn a new task by talking it through
  with someone

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Effects of Each Preferencein Work Situations
cont.

• Introverted Types
• Like quiet for concentration
• Have trouble remembering names and faces
• Can work on one project for a long time without
  interruption
• Are interested in the idea behind the job
• Dislike telephone interruptions
• Think before they act, sometimes without acting
• Work alone contentedly
• May prefer communications to be in writing
• May prefer to learn by reading rather than
  talking or experiencing

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Effects of Each Preferencein Work Situations
cont.

• Sensing Types
• Are aware of the uniqueness of each event
• Focus on what works now
• Like an established way of doing things
• Enjoy applying what they have already learned
• Work steadily, with a realistic idea of how long
  it will take
• Usually reach a conclusion step by step
• Are not often inspired, and may not trust the
  inspiration when they are
• Are careful about the facts
• May be good at precise work
• Can oversimplify a task
• Accept current reality as a given to work with

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Effects of Each Preferencein Work Situations
cont.

• Intuitive Types
• Are aware of new challenges and possibilities
• Focus on how things could be improved
• Dislike doing the same thing repeatedly
• Enjoy learning new skills
• Work in burst of energy powered by enthusiasm
  with slack periods in between
• May leap to a conclusion quickly
• Follow their inspirations and hunches
• May get their facts a bit wrong
• Dislike taking time for precision
• Can overcomplexify a task
• Ask why things are as they are

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Effects of Each Preferencein Work Situations
cont.

• Thinking Types
• Are good at putting things in logical order
• Respond more to peoples ideas than their
  feelings
• Anticipate or predict logical outcomes of choices
• Need to be treated fairly
• Tend to be firm and tough-minded
• Are able to reprimand or fire people when
  necessary
• May hurt peoples feelings without knowing
• Have a talent for analyzing a problem or
  situation

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Effects of Each Preferencein Work Situations
cont.

• Feeling Types
• Like harmony and will work to make it happen
• Respond to peoples values as much as to their
  thoughts
• Are good at seeing the effects of choices on
  people
• Need occasional praise
• Tend to be sympathetic
• Dislike telling people unpleasant things
• Enjoy pleasing people
• Taken an interest in the person behind the job or
  idea

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Effects of Each Preferencein Work Situations
cont.

• Judging Types
• Work best when they can plan their work and
  follow the plan
• Like to get things settled and finished
• May decide things too quickly
• May dislike to interrupt the project they are on
  for a more urgent one
• Tend to be satisfied once they reach a judgment
  on a thin, situation, or person
• Want only the essentials needed to begin their
  work
• Schedule projects so that each step gets done on
  time
• Use lists as agendas for action

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Effects of Each Preferencein Work Situations
cont.

• Perceptive Types
• Do not mind leaving things open for last-minute
  changes
• Adapt well to changing situations
• May have trouble making decisions, feeling they
  never have enough information
• May start too many projects and have difficulty
  finishing the
• May postpone unpleasant jobs
• Want to know all about a new job
• Get a lot accomplished at the last minute under
  pressure of a deadline
• Use lists as reminders of all the things they
  have to do someday

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Work Styles According to Temperament

• Sensing-Judgment

• Appreciates
• Employers who value carefulness, caution,
  thoroughness, and accuracy
• Commendation for loyalty, responsibility, and
  industriousness
• Positive feedback, although not likely to show
  pleasure in receiving it

• Finds Annoying
• Unmet deadlines
• Neglect of standard operating procedure

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Work Styles According to Temperament cont.

• Sensing-Perception

• Appreciates
• Commendation for adaptation, boldness, and flair
• Acknowledgment that process is as important as
  the task
• Recognition of cleverness, flexibility, and
  timing

• Finds Annoying
• Strict Directions
• Use of standard operating procedure

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Work Styles According to Temperament cont.

• Intuitive-Feeling

• Appreciates
• Personal expressions of appreciation
• Recognition of a unique contribution
• Employers who understand feelings and ideas

• Finds Annoying
• Impersonal treatment
• Lack of attention to peoples needs

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Work Styles According to Temperament cont.
Intuitive-Thinking

• Appreciates
• Recognition of capability, competence and insight
• Brilliant ideas and strategies
• Commendation from someone who is equally or more
  competent

• Finds Annoying
• Violations of logic, reason, or principle
• Unproductive rules, traditions, or biases

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Like and Do Well Grid