Understanding Management Styles And Individual Cultural Value

The Personality Instrument used

Discuss about the Management Styles and Individual Cultural Value.

The personality instrument used is Myers & Briggs Type indicator (MBTI) is a measure of trait, ability and character of an individual (Yang, Richard & Durkin, 2016). The main purpose of this instrument is to make the awareness of the type theory attainable to individuals as well as groups. However, from this personality instrument the management style that is suitable for me as one of the team members is the participative or the democratic style. This style has the main aim in constructing commitment and oneness among the employees. This type of management style mainly makes a person feel that everyone in the team should have an input. He motivates every other to give some input in the decision-making policies of the organization. Lastly, this type of individuals usually encourages the efforts of the team members by rewarding them (Yu, Fang & Wang, 2016). However, this type of management style is effective when team members work together; they have experience as well as integrity and when a stable working environment is maintained. The positive attributes that are high in me is of achiever, balanced, adaptable, ambitious, communicative, cooperative, good listener, focused, and understanding. While on the other hand the negative attributes of mine are aloof, fussy, impatient, intolerant and stubborn. Both the positive and negative attributes can deeply have an impact on the team performance because the positive attributes will always help in enhancing the performance of the members and in a whole the performance of the team. Positive attributes always motivates the employees to give their best performances and have a healthy competitions among their teammates. It also uplifts creativity because they know that their ideas will be contributed towards organization’s success. On the other hand, the negative attributes will build distrust among the employees followed by restricting creativity. It will further guide the organization towards turnover and a major loss of skilled employees (Lee et al., 2017).

Management styles vary from a very autocratic style to extremely democratic style. However, for different organizational culture the management styles differs as in some styles of management is better for those workplace environments where the teamwork needs to get encouraged (Olmedo-Cifuentes & Martínez-León, 2014). Thus, different management style has different effects on team decisions as well. The differences in management style in team decision is as follows-

• Autocratic- In this type of management style the manager or the higher authority leader takes the important decisions in the organization all by himself and never consider the words of their employees. This is thus, a single-minded approach with an individualistic model of activities in the organization taken for autocratic style. Because of this controlling nature, the employees face with low morale and not at all fit for motivating team decisions as one person takes the decisions.
• Coaching- This style is better than autocratic style of management here the primary goal is to make the staffs development. Thus, management puts emphasis on training, analyzing and coaching their staffs towards the best performance (Smith, 2017). Thus, in team decision making it contributes, as a drive to more one to one mindset and does not always oppose the team members.
• Democratic- This management style is one where all the employees have their contributions in the team decision for which the staffs are very much involved and feel an important part of the company’s broader goal (Mohiuddin, 2017).
• Affiliative- The main objective in this management style is developing a balanced team in the organizational culture. The risk factor in this type of management style is individual accountability. The manager however, encouraged a communicative and harmonious work team. Therefore, the best management style would be to mix coaching style or any other developmental management style with this affliliative style of management.

The engine of a team is the personality of the individuals with whom a team is build up; personality is the one, which binds the team members together. However, the composition of the team, their demands as well as the needs for being successful is solely depending on the employees (Orhan, Rijsman & Van Dijk, 2016). Therefore, the individuals need to work together and engage among each other to have a successful team. Working with a group of people can be exciting as well as challenging. Individual’s personality however plays a very important role in the success of a team, the following personality types are essential to make to have a positive effect on the success of the team in any organization-

• The person will leadership qualities are those who have powerful communicating skills, a transparent vision of where he wants to take the organization along with the other teammatesand the one who has the ability to encourage others. This personality type of employees will help in delegating work and leading the team forward by letting go all the restrains.
• The next personality type is of a team player who has been found to be defined by their eagerness to work altogether for a typical goal of the organization.
• Then comes the personality type of a researcher who asks several questions and then search the answer by him. This type of team members are visited by all to clear their doubts and get fastest best resources.
• Then there is the expert personality type who has a huge knowledge of the work and the company he is in.
• Planner personality type is the one who are always found to be self-motivated in the team and thus they help in dedicating a decision for the betterment of the company so that they can gain popularity.
• The creative personality type affects the team success by supplying fresh and authentic solutions to their team and making their team stand out high from the crowd.

Personality preferences can be defined as categorizing an individual’s tendencies, which are natural (Sritharan & Ragel, 2016). However, from the personality type assessment four pairs of opposite preferences have been listed which are found to have an impact on the team members to carry out their task.

• Extraversion vs. Introversion- Extroverts has a strong verbal and assertive communication style that helps them in talk in order to think about any task. Individuals with this type of personality preference are energetic, sociable and lively. On the other hand, introverts face issues in working in a large group. They are mainly good listeners and think carefully before taking any decisions (Yang, Richard & Durkin, 2016).
• Sensing vs. Intuition- People with high Sensing personality preferences are very much focused as well as concrete and literal thinkers. They mainly do their task based on the value realism as well as common sense. Moreover, they like implicating their ideas practically while doing a task. On the contrast intuitive people finds it interesting to collect the knowledge by reading in-depth about it. They are capable of visualizing a broader picture of the task they are given and thus are very much systematic.
• Thinking vs. Feeling- Thinking people while doing a task takes the decision that is based on the facts. They use their brains and never are carried away by their emotions thus; they support truth and easilyrecognize flaws. Whereas Feeling people when doing a task makes their decisions that are very much reliable on the principles and values. Thus, they believe in pleasing others to be appreciated.
• Judging vs. Perceiving- People with judging preference personality is seen to value order as well as the company. They are well structured and arranged. This type of people finds satisfaction in completing tasks and seeking closure. Perceivers on the other hand, enjoy starting a new job rather than completing it.

Apart from money, people as a team do get motivated from other factors as well. However, majority of the reasons for employees being demotivated can be controlled even though maximum of the managers or companies like to hear that the real cause of turnover is for money but that is not the ultimate cause (Wombacher & Felfe, 2016). Therefore, the five important factors that need to be considered in motivating the team to perform understanding the personalities are as follows-

• Communication- A major motivating factors that need the foremost consideration is a two-way communication between the employees and the managers. This communication must be transparent and wise and must involve established discussion of the organizational problems.
• Opportunities- The teams must get adequate opportunities where they can show how well they can utilize their skills in grasping the opportunities. Through appropriate opportunities, employees can be held answerable in going through their usual learning plans.
• Control over their tasks- The teams must be given the responsibilities. They must feel that they are trusted and by feeling that they can involve themselves more in the given tasks and shape their way accordingly.
• Rewards and Acknowledgement- Teams must have a clear idea about what their rewards will be for appreciating their efforts. Rewards must be equal for all employees so that they can gain equal amount of benefits through their performance.
• Challenging and Inspiring work- The job for which the teams are working must be exciting and challenging to get them motivated all the time. If the work is monotonous, then the team will lose interest and thus that will be reflected in their performance. However, to avoid that team members must be checked from time to time that every member is following a challenge plan or not and is occasionally ask to evaluate their intensity of job excitement.

References

Lee, T. W., Hom, P. W., Eberly, M. B., Li, J. J., & Mitchell, T. R. (2017). On the next decade of research in voluntary employee turnover. The Academy of Management Perspectives, 31(3), 201-221.

Mohiuddin, Z. A. (2017). Influence of Leadership Style on Employees performance: Evidence from Literatures. Journal of Marketing and Management, 8(1), 18.

Obolensky, M. N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty. Gower Publishing, Ltd..

Olmedo-Cifuentes, I., & Martínez-León, I. M. (2014). Influence of management style on employee views of corporate reputation. Application to audit firms. BRQ Business Research Quarterly, 17(4), 223-241.

Orhan, M. A., Rijsman, J. B., & Van Dijk, G. M. (2016). Invisible, therefore isolated: comparative effects of team virtuality with task virtuality on workplace isolation and work outcomes. Revista de Psicología del Trabajo y de las Organizaciones, 32(2), 109-122.

Smith, S. (2017). Using a blended style of coaching. International Journal of Evidence Based Coaching and Mentoring, 15(1), 65.

Sritharan, S., & Ragel, V. R. (2016). Identifying the Personality Preference Across Faculties and Demographic Factors: Myers-Briggs Personality Profiles of Academics of Eastern University, Sri Lanka. IUP Journal of Organizational Behavior, 15(2), 56.

Wombacher, J., & Felfe, J. (2016). The interplay of team and organizational commitment in managing intergroup conflict in the organization. Academy of Management Journal.

Yang, C., Richard, G., & Durkin, M. (2016). The association between Myers-Briggs Type Indicator and Psychiatry as the specialty choice. International journal of medical education, 7, 48.

Yu, P. L., Fang, S. C., & Wang, Y. L. (2016). Improving IT professionals job skills development: The use of management styles and individual cultural value orientation. Asia Pacific Management Review, 21(2), 63-73.