What is the Team Management Profile? Description
While the traditional unit of appraisal in an organization is the individual,
increasingly the focus is on the team to get things done. The Team Management
Profile, -Wheel and -Index (™) from Dr Charles J. Margerison and Dr Dick J.
McCann constitute a method particularly useful for assessing work preferences
in team context, and can also be used for assessing individual and organizational
preferences.
The Team Management Profile Questionnaire is "a 64 item normative, forced-choice
instrument which measures work preferences along the four key factors of relationships,
information, decisions and organization. The scores on these constructs are
then mapped on to the Team Management Wheel resulting in a major role preference
and two related roles".
According to Margerison and McCann Types of Work Model, in general
9 essential team activities can be distinguished:
- 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 others.
Environments where diverse thinking is encouraged are believed to be conducive
to innovation and finding better solutions.
Work preferences are measured in four main ways. First, preferences for
extroverted and introverted work. Second, the balance between practical and
creative work. Next, the influence of analysis and beliefs in decisions. Fourth,
the extent to which you want to work in a structured or flexible way. These
factors combined have a powerful influence on job choice, job satisfaction,
motivation, teamwork, learning and development, and career moves.
 This
provides 8 team role preferences that people can perform in the
Team Management Wheel (fig):
- Reporter / Adviser. Supporter, helper, tolerant; a collector
of information; he dislikes being rushed; knowledgeable; flexible.
- Creator / Innovator. Imaginative; future-oriented; enjoys complexity;
creative; likes research work.
- Explorer / Promoter. Persuades, "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.
The Linking Role is shared by all team members. Work preferences
reflect the psychology of the emotions and desires that you and others bring
to the job. Where there exists a low alignment, or mismatch, then people tend
to either adapt the job to their preference, or move to another job.
Origin of the Team Management Profile. History
The study of group dynamics began after the end of the Second World War.
The terms teams and teamwork, although common in sport, did not become commonly
used within organizations until the 1970s. Work Preferences has links to the
theory of Carl Jung on Individuation and Peter Drucker on developing personal
strengths in the work context. It is the alternate to Type Theory,
where assessments tend to stereotype people. Work preferences reflect choices
that people make, rather than being stereotyped.
Calculation of the Team Management Profile. Formula
Measured by the Team Management Questionnaire, a 64 item set of questions
to provide a 5000 word personal profile.
Usage of the Team Management Profile. Applications
Has been used by over 1000 organizations in more than 100 countries for:
- Teamwork improvement.
- Project staffing and management. Work allocation.
- Basis for continuing professional / individual development.
- Basis for leadership and talent management. Counseling.
- Cross functional teamwork communication.
- Recruitment and selection, career development and promotion.
Steps in assessing your individual Profile. Process
- Self assessment via completion of the Team Management Questionnaire.
- Receipt of personal Work Preferences Feedback Profile.
- Reading and discussion on applications to work.
- Action on the issues agreed.
- Review of the results and the learning en route.
- Sharing the above with colleagues and clients to improve performance.
Strengths of the Team Management Profile. Benefits
- Particularly useful for putting together and managing project teams.
- Strengths of people are leveraged in teams.
- While individuals should be encouraged to work in areas that match their
preference, it is the responsibility of the team as a whole to make sure
all types of work are covered.
- Understanding work preferences, both your own and other people's, are
vital to successfully managing colleague and client relationship, and improving
personal performance.
- What we prefer we tend to practice, and what we practice is where we
tend to perform well.
- Focus is on personality in work, less on personality / life in general.
Limitations of the Team Management Profile. Disadvantages
- Focus is on personality in work, less on personality / life in general.
- Focus is on working in teams, less on individual scores or organizational
scores.
- The dynamics of a group are the constantly changing relationships and
influences that occur between the people within that group. Because of changing
team composition and changing objectives, the dynamics of a team are rarely
stable for very long.
- Conflict can be the result of having diverse personalities in a group,
but a team that is committed to diversity will use conflict and disagreement
to their advantage.
- Method is based on self-assessment. Not everybody is capable of making
the right judgments and willing to be honest.
Assumptions of the Team Management Profile. Conditions
- Work preferences are important to people.
- People tend to practice what they prefer.
- People perform better in those areas that match their work preference.
- People do their best to ensure that these are satisfied in their jobs
(or they will move on elsewhere).
Book: C.J. Margerison
and D.J. McCann - Team Management -
Book: C.J. Margerison
- Team Leadership -
|
Team Management Profile Special Interest Group
|
|
|
|
Team Management Profile Education & Events
|
|
|
|
|
 3 Causes of Disagreement in Team Decision-making Processes
According to Freeman and Haskins (2014), there are...
Usage (application): Group Decision-making, Team Decision-making, Reasons for Disagreement, 3 Fs, Group Collaboration
|
|
|
|
|
| |
|
|
Effective Top Management Teams in Multinationals. Requirements and Characteristics
There are three requirements for effective top tea...
Usage (application): Board of Directors, Leadership Teams, Multinationals, Top Team Management
|
|
|
|
|
| |
|
|
The Role of Team Familiarity in Project Team Effectiveness
Although managers intuitively understand that team...
Usage (application): Team Formation, Team Building, Project Management
|
|
|
|
|
| |
|
|
The Disadvantages of Group Decision-Making
The drawbacks of group decision-making incl...
Usage (application): Group Decision-Making
|
|
|
|
|
| |
|
|
The Advantages of Group Decision-Making
The benefits of group decision-making inclu...
Usage (application): Group Decision-Making
|
|
|
|
|
| |
|
|
The Role of Diversity in Personal Traits on Innovation and Innovativeness
New research by Hewlett, Marshall and Sherbin prov...
Usage (application): Innovation, Increasing Organizational Innovativeness
|
|
|
|
|
| |
|
|
|
|
 Team Building Tips
Short document with some good tips to remember whe...
Usage (application): Team Development
|
|
|
|
| |
|
|
 Drivers of Team Performance
The investigation of drivers of team performance h...
Usage (application): Literature Overview
|
|
|
|
| |
|
|
Teams and Teamwork
This paper by Lynn Isabella offers five stages of ...
Usage (application): Team Formation, 5 Stages
|
|
|
|
| |
|
|
Ideal Group Configuration?
The contribution of this theoretical paper by Mari...
Usage (application): Team composition, configuratio
|
|
|
|
| |
|
|
 Introduction to Working in Teams, Team Work and Related Concepts
Presentation about teamwork, including the followi...
Usage (application): Team Management, Team Work, Groupthink
|
|
|
|
| |
|
|
 Group Decision Making: Using Team Conflict to Drive Performance
Mark de Rond of Judge Business School explains why...
Usage (application): Group Decison Making, Group Dynamics, Conflict Management, Team Conflicts
|
|
|
|
| |
|
|
Introduction to Organizing and Managing Projects and Teams
This presentation is about project planning and or...
Usage (application): Project Planning, Project Management, Team Formation, Project Organization Types
|
|
|
|
| |
|
|
Compare with Margerison and McCann's Team Management Profile:
Stages of Team Development
| Belbin Team Roles
| Action Learning
| Appreciative
Inquiry | Stage-Gate
Cooper | Positive
Deviance |
Organizational Learning |
Metaplan |
Groupthink |
Six Thinking Hats
| Emotional Intelligence
| Johari Window |
IPMA Competence Baseline (ICB)
| PMBOK
Return to Management Hub: Communication & Skills | Human Resources
| Knowledge & Intangibles
| Program & Project Management
More Management Methods, Models and Theory
|
|
|
|
Special Interest Group Leader
|
|
|
|
|
|
|
|
News about Team Profile
Books about Team Profile
More about Team Profile