Macriecibinuc Firecast Outline

Running Head: MANAGING INDIVIDUAL PERFORMANCE

MANAGING INDIVIDUAL PERFORMANCE

Troy Hutcherson

July 18, 2005

Professor Carlos Campos

Abstract

A team leader is faced with many responsibilities, from the beginning to the end, of everyday operations that occur within organizations. An individual's personality plays an important role to the success of the team. Personality is also important to take into consideration how the team's dynamics may formulate once the team is working together. Will the various personalities raise conflict on interest? Will this impact completing tasks and reaching tram goals? Is it important to make sure a team leader selects members than they can motivate? Using techniques like MBTI and the Maslow's Hierarchy to ensure optimal productivity within the group. This paper intends to demonstrate the outcome of the simulation Managing Individual Performance and the way that these two techniques were used to get to this outcome.

Managing Individual Performance

The best criteria for selecting team members are an individual's interest in the overall plan and the facilitation skills they possess. Teams need facilitators more than they do leaders, especially if numerous stakeholder groups are involved. The facilitators should have adequate training and should not have a personal interest in the specific project's outcome. The facilitators, then, will not be tempted to use their power to force personal agendas on team members. (Bill Roth) When selecting the team members, be sure to evaluate their interpersonal and communication skills as well as their individual professional abilities and expertise. (Messmer)

When selecting the team members from the "Managing Individual Performance" simulation. I selected the following members: Lisa Stafford for the "Build Case Files" task. I selected Lisa because the task required several sit visits, research, analysis and recording. Lisa's characteristics included working well with people; correct issues very well, thorough analysis skills and having experience volunteering in social groups. Michelle Levy for the "Moderate Self-Help Groups" task. I selected Michelle because the task required problem solving and dealing with conflict. Michelle's characteristic includes being a good problem solver, identifying problems areas, and analyzes all issues and plans all activities in advance. Tony Wu for the "Perform Follow-ups" task. I selected Tony because the task required conducting follow-up analysis and dedication to individual cases. Tony's characteristics included very accurate, meets deadlines and is extremely dedicated. Daniel Nichols for the "Supervise Confrontation Sessions" task. I selected Daniel because the task required supervising conflict resolution. Daniel's characteristic included being solution-oriented, resolves personnel problems well and is a good team motivator. In order to manage this team effectively, I had to take into consideration their different characteristics and personalities. I want to ensure all their strengths are used appropriately in order to accomplish each goal effectively and in a timely manner. This method will ensure the success of the team.

An individual's personality traits can play a role in the team success. An individual's personality is arguably one of the most important features of positive leadership. Within the personality lie attitudes, perceptions, learning abilities and motivation. Team starts with individual team members clearly understanding themselves the unique qualities he bring to the team, his outstanding individual strengths, motivation, fears, frustrations, needs, past experiences, driving issues, etc. It also involves understanding foundational team dynamics.

These characteristics and personalities within the team include the various Myers-Briggs Type Indicator (MBTI) personality measurements.

* Extroversion vs. Introversion - Extroversion characterizes people who are outgoing, talkative, sociable and assertive. Introversion refers to people who are quiet, shy and cautious. (McShane, 2002) These characterizations affect the way an employee carries out his/her tasks in the workplace because they may be assigned specific responsibilities-based off whether they are extroverted or introverted. Extroverted individuals may be assigned responsibilities in dealing with the public such as customer service, whereas introverted individuals may be assigned responsibilities in working alone most of the time.

* Intuition vs. Sensing - Intuitive people collect information nonsystematically and rely more on subjective evidence as well as intuition. Sensors need to acquire factual and quantitative details in an organized matter. (McShane, 2002) These characterizations affect the way an employee carries out his/her tasks in the workplace because intuitive individuals make decisions by how they feel or react to a situation and sensors need facts and specific detail before making a decision.

* Thinking vs. Feeling - Thinking types rely on rational cause-effect logic and scientific research methods to make decisions. Feeling types consider how their decisions affect others. (McShane, 2002) These characterizations affect the way an employee carries out his/her tasks in the workplace because thinkers may not react to someone's good suggestion or idea of there is no logic or facts to back up the idea. A feeler would be the opposite and make decisions if the feeling is right and goes with their own personal values.

* Perceiving vs. Judging - Perceiving types are flexible and like to keep their options open in making decisions and resolving problems. Judgers prefer order and structure and enjoy the control of decision-making and resolving problems quickly. (McShane, 2002) These characterizations affect the way an employee carries out his/her tasks in the workplace because perceivers may not always be 100% sure about their decisions whereas judges are more confident with their decisions.

A person who prefers the "here and now" and tends to trust his or her 5 senses more than hunches can he described as a sensing person. This type of person likes Pacts, data and concrete information. On the, other hand, people who prefer intuition tend to trust their hunches more than information gathered by their 5 senses. This type of person likes to imagine the "what