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HPA 332 Articles
Terms in this set (54)
What is the MBTI useful for?
-Diagnosing organizational dysfunctions
How can the MBTI be misused?
-Using it for employee selection
-Creating unfair stereotypes from it
Why is the MBTI bad for employee selection?
-It does not measure shadow integration
-It does not measure how well one performs the four preferred functions
-It can be easily beat, giving an unfair advantage to someone familiar with the instrument
What does MBTI measure?
Personality types and preferences
How was the MBTI popularized?
Through the publication of "Please Understand Me" and "Type Talk"
What has the MBTI been shown to improve?
What are four useful applications of the MBTI?
-Identifying leadership styles
-Training employees to work better together
-Resolving employee conflicts
-Forming work teams that best complement each other
-Theorized that human behavior is not random but is classifiable and predictable
-Believed behavioral differences were due to personality differences
What motivated Meyers and Briggs to develop the MBTI?
The belief that WWII was due to an inability to understand each other's differences
What does type theory assume?
That each person is born with a genetic predisposition towards 4/8 functions
What are the eight functions?
-Extraversion or introversion (Jung)
-Sensing or intuiting (Jung)
-Thinking or feeling (Jung)
-Judging or perceiving
-Prone to communicate more easily than introverts
-Talk to think
-Energized by people
-Think to talk
-More readily tire from extensive contacts with people
-Inclined to take in information through their five senses
-Has a time orientation to the present
-Inclined to take in information through their sixth sense (intuition)
-Has a time orientation to the future
Makes their decisions based on logic
More their decisions based on emotion
Like to come quickly to closure on a decision or task
-Prefer to wait for more information
-Are more prone to procrastinate
A lifelong process of gaining more command over one's shadow functions (the functions that are not preferred and are used less often)
What are limitations of the MBTI?
-Gives no indication of one's values and motivations
-Does not measure pathology
-Does not measure how well the preferred functions are performed
-Cannot measure how well one performs the shadow functions (forced choice instrument)
What is the most serious limitations of the MBTI?
-The shadow function failure (does not measure how well one is integrated with one's shadow)
-Leads to the assumption that people are either one way or the other when they could be both depending on the situation
How many psychological types does the MBTI result in?
How can the MBTI be useful once an employee is selected?
-Diagnosing organizational dysfunctions
MBTI and government
The MBTI is used for training at all governmental levels (state, local, and federal)
One must learn to recognize and appreciate the personality types of other without giving them the questionnaire
How could someone become more integrated with their shadow?
By performing activities that go against one's type
What distinction can most affect customer relations?
-Thinking on the side of the employee and feeling on the side of the customer
-Confronted by cold, impersonal logic, the feeler often gets more emotional which typically makes the thinking employee even more logical
Further research for the MBTI?
-Develop new instrument to measure shadow integration
-Evaluate the effectiveness of MBTI training for the workplace
-Evaluate behavioral changes that occur by using the MBTI in the workplace
Definition of team
A small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable
What are the three varieties of teams?
-Teams that recommend things
-Teams that make or do things
-Teams that run things
Teams that recommend things
-Include task forces, project groups, and audit, quality, or safety groups
-Almost always have a predetermined completion date
Critical delivery point
Places in the organization where the company's products and services are most directly determined
Teams that make or do things
-Made up of people at or near the front lines who are responsible for sales, service, manufacturing, etc.
-No set completion date
Teams that run things
A team of people who oversees some business, ongoing program, or significant functional activity
What are two issues of a team that run things?
-Determining whether a real team approach is the right one
-Confusing the broad mission of the total organization with the specific purpose of the small group on top
What are two challenges faced by teams that recommend things?
-Getting off to a fast and constructive start
-Dealing with the ultimate handoff to get recommendations implemented
Characteristics of a team
-Shared leadership roles
-Individual and mutual accountability
-Specific team purpose
-Collective work products
-Open ended discussions
Characteristics of a working group
-Strong, clearly focused leader
-Groups purpose= brader organizational mission
-Individual work products
-Runs efficient meetings
Benefits of an effective working group
-Present fewer risks
-Need little time to shape their purpose
-Meetings are run against well-prioritized agendas
-Decisions are implemented through specific individual assignments and accountabilities
A team's performance is made up of what?
Individual results and collective work products
Collective work product
What two or more members must work on together (interviews, surveys, experiments)
A team is more than _______
The sum of its parts
What is the essence of a team?
Common commitment towards a purpose
Problems with large "teams"
-More likely to break into subteams rather than function as an individual unit
-Face logistical issues (physical space and time to meet)
-Crowd/herd behaviors prevent the sharing of viewpoints
-Difficulty developing a common purpose that can be translated into concrete objectives
Effective teams range between how many people?
Skill requirements of a team
-Technical or functional expertise
-Problem-solving and decision-making skills
What are two critical aspects of effective teams
Commitment and trust (mutual accountability)
What should be established to build team performance?
How should members be selected for teams?
For skill and skill potential, not personality
What should managers pay particular attention to when building teams?
-The first meetings and actions
-Initial impressions always mean a great deal
What could be set up to help a team achieve their purpose and performance goals?
Clear rules of behavior (rules of conduct)
How can the advancement of a team be traced?
Through a few immediate performance oriented tasks and goals
What other three things can help build team performance?
-Challenging the team regularly with fresh facts and information
-Having the team spend lots of time together
-Exploiting the power of positive feedback, recognition, and reward
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