A Behavioral Study of People Styles at

A Behavioral Study Of People Styles At Work
A BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MBA DEGREE OF BANGALORE UNIVERSITY.
Submitted By Ms SOUMYA PRASAD Reg.No-04XQCM6094
UNDER THE GUIDANCE OF DR. K.V. PRABHAKAR SENIOR PROFESSOR
M.P.BIRLA INSTITUTE OF MANAGEMENT ASSOCIATE BHARTIYA VIDYA BHAVAN. BANGALORE-560001
2006
IDSG.Govt. College, Chickmagalur.
A Behavioral Study Of People Styles At Work DECLARATION I hereby declare that the dissertation entitled A BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK is the result of research work undertaken by me under the guidance and supervision of Dr.K.V.Prabhakar, Adjunct Professor, M.P.Birla Institute of Management, Bangalore.
I also declare that this dissertation has not been submitted to any other University/Institution for the award of any Degree or Diploma.
Place: Bangalore Date: 5th June 2005
(Ms. Soumya Prasad)
A Behavioral Study Of People Styles At Work 3
CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled, A BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK has been undertaken and completed by Ms. Soumya Prasad under the guidance and supervision of Dr. K.V.Prabhakar, Adjunct professor, MPBIM, Bangalore.
Place: Bangalore Date: 5/06/06
(Dr. N . S. Malavalli) Principal MPBIM, Bangalore
CERTIFICATE I hereby certify that the research work embodied in this dissertation entitled A BEHAVIORAL STUDY OF PEOPLE STYLES AT WORK, has been undertaken and completed by Ms.Soumya Prasad under my guidance and supervision
Place: Bangalore Date: 5/06/2006
(DR.K.V.PRABHAKAR) Adjunct Professor
Acknowledgement I take this opportunity to sincerely thank Dr. K.V. Prabhakar, Adjunct Professor M. P. Birla Institute of Management, Bangalore who guided me to complete this research work, I thank Dr. Nagesh. Malavalli, Principal M. P. Birla Institute of Management for providing a congenial atmosphere to facilitate the completion of this research work My sincere thanks to my parents and friends for helping me in completing this research work.
Place: Bangalore Date: 5th June 2006 (Soumya Prasad)
CONTENTS
1 Executive Summary ....................................................................... 11 2 Chapter 1 ...................................................................................................... 13 2.1 2.2 3.1 4.1 5.1 6.1 7.1 8.1 Introduction....................................................................................................... 13 Theoretical background the study..................................................................... 14 Review of literature leading to indentification of research gap ........................ 47 Problem statement............................................................................................. 59 Research gap ..................................................................................................... 60 Research Objectives.......................................................................................... 61 Research methodology...................................................................................... 62 Research limitations.......................................................................................... 64
3 Chapter 2 ...................................................................................................... 47 4 Chapter 3 ...................................................................................................... 59 5 Chapter 4 ...................................................................................................... 60 6 Chapter 5 ...................................................................................................... 61 7 Chapter 6 ...................................................................................................... 62 8 Chapter 7 ...................................................................................................... 64 9 Chapter 8 ...................................................................................................... 65 9.1 Data analysis and interpretation........................................................................ 65 9.1.1 Thinking styles.......................................................................................... 65 9.1.2 Communication Styles .............................................................................. 68 9.1.3 Decision making style............................................................................... 72 9.1.4 BossSubordinate Interaction style ........................................................... 76 9.1.5 Emotional Expressiveness ........................................................................ 80 9.1.6 Colleague delight ...................................................................................... 83 9.1.7 Execution style.......................................................................................... 87
10 Chapter 9 .................................................................................................. 90
IDSG.Govt. College, Chickmagalur. 6
A Behavioral Study Of People Styles At Work 10.1 Major research findings .................................................................................... 90 10.1.1 Thinking Style........................................................................................... 90 10.1.2 Communication style ................................................................................ 90 10.1.3 Decision making style............................................................................... 91 10.1.4 BossSubordinate interaction style ........................................................... 91 10.1.5 Emotional expressiveness style................................................................. 91 10.1.6 Colleague delight style.............................................................................. 92 10.1.7 Execution style.......................................................................................... 92
11 Chapter 10 .............................................................................................. 93 11.1 Recommendations............................................................................................. 93 6
A Behavioral Study Of People Styles At Work 7 11.2 Directions for further research .......................................................................... 93
12 Annexure.................................................................................................. 94 12.1 Select bibliography ........................................................................................... 94 12.1.1 Books ........................................................................................................ 94 12.1.2 Journals ..................................................................................................... 94 12.1.3 Business magazines .................................................................................. 94 12.1.4 Websites visited ........................................................................................ 94
13 Questionnaire ..................................................................................... 96
LIST OF CHARTS TABLE 1: GENERATES NEW IDEAS ............................................................................. 65 TABLE 2: TRIES TO COME UP WITH SOLUTIONS TO PROBLEMS THAT MIGHT ARISE. ...................................................................................................................... 65 TABLE 3: FOCUSES ON FINISHING OR CLOSING THE TASK AT HANDRATHER THAN PLANNING ON HOW TO DO SO............................................................... 66 TABLE 4: IS OPEN TO NEW IDEAS, CREATIVE SOLUTIONS GENERATED BY THE SUBORDINATES .................................................................................................... 66 TABLE 5: IS ABLE TO FORECAST A POSSIBLE SITUATION THAT CAN ARISE... 67 TABLE 6: THINKS OF WAYS TO UTILISE PERSONS WITH COMPLIMENTARY GOALS SO AS TO ARRIVE AT WIN-WIN SOLUTIONS.................................. 67 TABLE 7: SHARES INFORMATION ABOUT COMPANY, POLICIES, BUSINESS AND FUTURE DIRECTION ONLY TO A FEW FAVOURITE SUBORDINATES ................................................................................................................................... 68 TABLE 8: FORCES HIS/HER VIEWS TO BE ACCEPTED BY THE USE OF POSITION POWER..................................................................................................................... 68 TABLE 9: PROVIDES SPACE FOR SUBORDINATES TO EXPRESS HIMSELF/HERSELF ............................................................................................... 69 TABLE 10: JUMPS FROM ONE TOPIC TO ANOTHER DURING INTERACTIONS... 69 TABLE 11: STYLE OF COMMUNICATION DEPENDS ON HIS/HER MOOD ............ 70 TABLE 12: IS ABLE TO AGREE AT A DISAGREEMENT ............................................ 70 TABLE 13: CONSTANTLY REMINDS SUBORDINATE ABOUT HIS/HER EXPERIENCE LEVELS AND POSITION SO AS TO ENSURE CONFORMITY 71 TABLE 14: POSTPONES DECISION MAKING UNTIL ABSOLUTELY INEVITABLE ................................................................................................................................... 72 TABLE 15: NEVER FOLLOWS UP ON A DECISION TO OBSERVE ITS EFFECT ..... 72 TABLE 16: OPEN TO REVERSE A PREVIOUS DECISION IF MERITTED
A Behavioral Study Of People Styles At Work ................. 73 TABLE 17: TENDS TO TAKE DECISION THAT ARE PEOPLE ORIENTED RATHER THAN COMPANY ORIENTED ........................................................................... 73
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A Behavioral Study Of People Styles At Work 9 TABLE 18: OFTEN MISSES OUT ON THE IMMEDIATE NECESSITY IN INTERESTS OF A LARGER PERSPECTIVE WHILE TAKING DECISIONS LEADING TO PROBLEMS ............................................................................................................. 73 TABLE 19: WAITS FOR THE BOSS TO TAKE DECISIONS ......................................... 74 TABLE 20: CALLS FOR THE OFFICIAL MEETING BEFORE TAKING ANY DECISION ................................................................................................................ 75 TABLE 21: EXPECTS SUBORDINATES TO CONSULT BEFORE TAKING ANY DECISIONS.............................................................................................................. 75 TABLE 22: INSPIRES HIGH ENERGY AMONG SUBORDIATES................................ 76 TABLE 23: UNAPPROACHABLE.................................................................................... 76 TABLE 24: USUALLY LIKES TO SEE SUBORDINATES BUSY (INVENTING ACTIVITES JUST TO KEEP THEM BUSY) .......................................................... 77 TABLE 25: TENDS TO DO THINGS BY HIMSELF/HERSELF SO AS TO DO IT RIGHT.................................................................................................................... 77 TABLE 26: ONE CAN LEARN SOMETHING BY WORKING WITH HIM/HER.......... 77 TABLE 27: USUALLY LIKES OTHERS TO TREAT HIM/HER WITH RESPECT, ADMIRATION AND PERSONAL LOYALTY AND RECIPROCATES THE SAME ....................................................................................................................... 78 TABLE 28: TENDS TO TREAT SUBORDIANTES AS LESS IMPORTANT OR LESS SIGNIFICANT PEOPLE. PERFERS TO GO BY DESIGNATION AND STATUS79 TABLE 29: ALLOWS SUBORDINATE TO MAKE MISTAKES AND IS SUPPORTIVE TO RECTIFY............................................................................................................ 79 TABLE 30: TEND TO RELEASE PENT UP STRESS ON SUBORDINATES ................ 80 TABLE 31: IS ABLE TO SPREAD POSITIVE EMOTIONS AMONG SUBORDIANTES ................................................................................................................................... 80 TABLE 32: EASILY UPSET BY CRITICISM................................................................... 80 TABLE 33: PROVIDES SUPPORT TO SUBORDIANTES WHEN REQUIRED PROACTIVELY............................................................................................................... 81 TABLE 34: TAKES TIME TO CONVEY HIS/HER FEELINGS OR EMOTIONS ..........
A Behavioral Study Of People Styles At Work 81 TABLE 35: USUALLY CALM, NOT DISTRUBED BY PRESSURE.............................. 82 TABLE 36: IS DEPENDABLE FOR SUBORDIANTES................................................... 83 9
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A Behavioral Study Of People Styles At Work 10 TABLE 37: GENERALLY TRUSTWORTHY .................................................................. 83 TABLE 38: IS COMFORTABLE WITH REGULAR TASKS AS REQUIRED BY HIS/HER POSITION ................................................................................................ 83 TABLE 39: HESTITATES TO WORK IN A TEAMSETTINGS WITH THE SUBORDINATES .................................................................................................... 84 TABLE 40: IS FINE WITH INFORMAL SETTINGS ....................................................... 84 TABLE 41: CANNOT KEEP A SECRET/CONFIDENTIAL INFORMATION ............... 85 TABLE 42: TENDS TO DELEGATE REPETITIVE WORK AND KEEP THE INTERESTING WORK TO HIMSELF/HERSELF ................................................. 86 TABLE 43: IS SENSITIVE TO THE VALUE OF TIME ................................................... 87 TABLE 44: DELIVERS RESULTS FOR THE COMMITMENTS MADE ....................... 87 TABLE 45: OVER-PROMISES, UNDER-DELIVERS ..................................................... 87 TABLE 46: UNDER-PROMISES, OVER-DELIVERS ..................................................... 88 TABLE 47: ABILITY TO ASK TOUGH QUESTIONS THAT GET RIGHT TO THE HEART OF THE MATTER...................................................................................... 88 TABLE 48: REWARD THOSE WHO DO RATHER THAN SAY THEY WILL ............. 89
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EXECUTIVE SUMMARY
Quite Often in many companies we will have at least some unwelcome and unproductive friction with others. There are difficulties to be worked through even in the best relationships. In more troubled relationships, people problems may loom large enough to seriously undermine both morale and productivity. Of all the problems we encounter n corporate life, people problems are generally toughest to solve. Difficult as task problems may be, most of us would choose them over people problems. Besides when a task problem I especially difficult to handle, it is usually so because on or more painful people problems are embedded in it. People problems in many company is the outcome of people styles at work. It is, therefore, significant to understand the people styles at work from the behavioral angle. Objectives The main objective of this research are to find the common ground with employees and to identify the employees styles at work in terms of level of assertiveness and level of responsiveness. Also to identify the back up style and analyze the concept of style flex in adjusting the patterns of employee behavior. Findings From the analysis done, findings of this research were done under seven categories of styles, Thinking style, Communication style, Decision-making style, Boss-subordinate behavior style, Emotional expressiveness, Colleague delight and Execution styles. The findings are summed up below: 1. it was found that, majority of the employees are open to new ideas and creative solutions that are generated by the subordinates and they try to come up with solutions to problems that might arise. 2. The mood of the employee depends on his style of communication. 3. Employees would like to take decisions that are people oriented. 4. Never tends to infect subordinates with stress. 5. Assists subordinates pro-actively.
Employees do have the ability to ask the right questions. Recommendations Major recommendations made in the research are to improve in interpersonal communication through the use of Johari Window, to understand flexing each style of behavior among employees and a detail study should be
A Behavioral Study Of People Styles At Work conducted by the corporate enterprises periodically on effective and ineffective work style of the employees.
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CHAPTER - 1
INTRODUCTION
Success at work and happiness in life depend large measure on ones ability to relate well to others. Yet its not easy to have consistently good relationships with everyone one interact with: co-workers, customers, suppliers, family, friends, neighbors, and acquaintances. Some people, though, are better than others at creating and maintaining relationships. But even these individuals find that people problems bedevil their lives. Chances are that anyone can be much more effective at work and enjoy life more fully by finding better ways of relating to people. Differences between people are major source of friction. Differences can undermine ones relationships, hamper ones performance, and add needless stress to ones life. Fortunately, its possible to manage such differences so work relationships are enhanced, productivity is increased, and theres richness and spice to life. One can make these differences work for, not against, oneself. Dr. David Merrill, an industrial psychologist, developed an approach that focused on differences between peoples outer behaviors rather than ones differences in their inner states. Merrill used the newly available computer technology and recently developed statistical technique to group people into four styles. Merrills model was for most applied style since it was based on behaviors that are directly observable. It created a very useful way of reading other people and relating to them more effectively. This way of improving work relationships is based primarily on Merrills work, although there are important differences. There are four styles of people, none of which is better or worse than any other styles. Each style has characteristic strength and weakness not shared by other styles. Each person has a dominant style that influences the way he or she works. The population is evenly divided among the four styles. People of each style can be successful. The behavioral patterns of one style tend to trigger stress in the other three styles. To create optimum working relationships, its necessary to get in sync with the style-based behavioral patterns of the people one is working with. Whether at work or home, success and happiness involve relating to others across a chasm of significant behavioral differences.
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THEORETICAL BACKGROUND THE STUDY
What is a Style? Style is pattern of assertive and responsive behavior. There are three ingredients that comprise styleBehavior 2) Patterns 3) Habits 1) BEHAVIOR a. The outer expression of a persons life b. Body language c. Vocal variety (pitch, rate and tone) d. Behavior is a component of personality 2) PATTERNS a. Collection of behaviors b. Group of traits that form a coherent, integrated whole 3) HABITS a. Style determined by habitual behavior b. Frequently repeated in a given situation c. Becomes second nature d. Feels natural to us e. Consistent from one situation to another
Foundation of the Concept: Two Dimensions of Behavior.
According to Dr. David Merrill, there are two dimensions of human behavior that are key elements in understanding the behavioral style model: "assertiveness" and "responsiveness." It is the degree of responsiveness and assertiveness that combine to determine an individual's style. Dimensions of Behavior: The vertical axis represents Responsiveness and the horizontal axis represents Assertiveness. The first step of understanding behavior is identifying where one falls on each of these 2 dimensions. This forms the foundation of the Behavioral Style model. Assertiveness In this model, ones level of assertiveness is the degree to which others see ones behaviors as being forceful or directive. People are assertive in two different ways. They may be ask assertive/less assertive or tell assertive/more assertive. The "ask assertive" person uses a questioning approach to indicate intention. For example, in discussing where they want to go for lunch, they might ask, "Do you want to go to McDonald's?" instead of "I'd like to go to McDonalds!". The intent is clear the approach is understated. These are the people who seek information, and they often avoid taking a position on a subject until they have gotten enough information. The "ask
A Behavioral Study Of People Styles At Work assertive" individual frequently speaks more slowly, makes fewer statements, and may be quieter in volume.
They may make less eye contact during conversation, minimize hand movement, and their body posture may be more reserved. The "tell assertive" individual is the one who more readily verbalizes a position. The extremely "tell assertive" person is often the first to state an opinion and likes to lead the group. The "tell assertive" individual may be recognized by a faster speech pattern, making more statements, and using a louder volume when speaking. In addition, their gestures may be more directive. They tend to make more eye contact during conversation.
Characteristic Behavior of More Assertive/Tell Assertive People

More assertive people have the following behavioral characteristics. Compared to less assertive people, they tend to: Exude more energy vigorously Have more intense eye contact making a point Speak more rapidly Move faster Gesture more
Be erect or lean forward, especially when Speak more often Address
Speak louder
problems quicker Decide quicker Be more risk-oriented
Be more confrontational Be more direct and emphatic when expressing opinions, making requests, and giving directions Exert more pressure for a decision or for taking action Demonstrate anger quicker More assertive people have most but not necessarily all of these characteristics.
Characteristics Behaviors of Less Assertive/Ask Assertive People Demonstrate less energy intense eye contact Move slower Gesture less vigorously Have less
Lean backward even when making a point
Speak less rapidly
Speak more softly Be slower to address problems oriented Be less confrontational
Decide less quickly Be less risk-
Be less direct and less emphatic when expressing
opinions, making requests, and giving directions
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A Behavioral Study Of People Styles At Work 18 Exert less pressure for making a decision or taking action Demonstrate anger quickly People who are less assertive have most but not necessarily all of these
characteristics. Responsiveness Responsiveness is the second dimension of behavior. Responsiveness is an indication of how much emotion a person may be willing to display to others. The individual seen as controlling emotions may be perceived to be less responsive, and the individual who exhibits emotions more freely is seen to be more responsive. The behavioral clues indicative of an emotionally controlling person are that they may have a more monotone voice and focus on tasks rather than people. They frequently use data and facts in conversation. Less responsive individuals have emotions but prefer to keep their feelings to themselves. Their body posture, use of hands, and facial expressions may also be more controlled and sometimes seem to be less relaxed. Individuals who are seen as more emotionally responsive frequently use a wider range of voice inflection; their focus is on people and relationships, and they will frequently use stories and personal opinion in conversation. These people are often highly animated. Their attitude is more casual and their gesturing may be more open.
Characteristic Behavior of More Responsive People Heres the sort of behavior one will observe when one is with a more responsive person. Compared to the less responsive the more responsive person tends to: Express feelings more openly Appear more friendly Be more facially expressive Gesture more freely
Have more vocal inflection Be comfortable with small talk Use more anecdotes and stories with people Express more concern about the human aspects of issues Dress more casually Prefer working More
Be less structured in their use of time.
responsive people have most, but not necessarily all, of these characteristics.
Characteristic Behavior of Less Responsive People Less responsive person shares most of the following behavioral characteristics. Compared to more responsive people, they tend to: Be less disclosing of feelings Appear more reserved Have less facial expressiveness Gesture less often Have less vocal inflection Be less interested in and less adept at small talk Use more facts and logic than anecdotes Be more task-oriented Prefer working alone
Dress more formally Be more structured in their use of time.
People who are
less responsive people have most but not necessarily all, of these characteristics.
The Four Behavioral Styles

Through close observation, the dimensions of behavior of others can be identified. This awareness provides an insight to greatly enhancing relationships with them. By combining the assertive behavior with the responsive behavior, the behavioral style becomes evident. The four behavioral styles are as follows: Social Style Model: This model represents the assertive and responsive dimensions of behavior as well as the four social styles.
Analytical The analytical style is "ask assertive" and tends to control emotions. The analytical is the most perfectionist of the styles. Analyticals tend to be the most critical of the styles. Because of their perfectionistic tendencies, they are often very hard on themselves and on others. Their exacting standards cause them to be generally very sparing with compliments and expressions of appreciation. Analtyicals need to guard against these tendencies, because it can be demoralizing to work for someone who is big on criticism and small on compliments. This style is restrained in communication. The voice is often subdued, frequently monotone. The focus is on tasks. They have great interest for, and appreciation of, facts and data. The analytical style is reserved in the pace of speech, speaking more slowly and offering fewer statements. Their body language is more controlled and reserved. They may "clam up" with those who are overly aggressive or emotional.
Characteristics of Analytical
Most perfectionist and critical style Sticklers for detail Want things to be done right! Sets very high standards Risk-averse Systematic and well-organized Comfortable in solitude The more data and
facts, the better.
Quiet, reserved and low-key
Indirect when stating opinions Drivers The other type of person to work is the DRIVER The driving style is "tell assertive" and tends to control emotions but tends to make more statements. Drivers blend a higher than average level of assertiveness with less than
A Behavioral Study Of People Styles At Work average responsiveness. They speak fast and are very direct. Though they don't often use a wide range
of vocal tone or inflection, they often speak louder than those of other styles. The driving style tends to focus on results and outcomes. They may become impatient with those who take too long to make decisions or those who are overly emotional. They excel at time management. The drivers high energy, fast pace, purposefulness and directness of speech can trigger resentment in people.
Characteristics of Drivers
Very results-focused Get it done! Tends to forego the long-term and quality Indecision is a turn off More likely to change their minds Excel at time management Risk-taker Body language purposeful Can intimidate less assertive people Direct
when stating opinions. Amiable Another type of person is the AMIABLE. The amiable gets things done in manner thats less assertive than average, combined with more than average responsiveness. The amiable style is "ask assertive" and tends to display emotions. They speak more slowly and thoughtfully, use variety in their vocal tone, and they're very sensitive to the needs or reactions of others. The amiable style is the most concerned with relationships and can become upset if there is discord in the office. They can lose sight of practicality if overwhelmed with emotional issues or relationship problems. The amiable usually performs best in stable, clearly structured situation. They often prefer to have the organization define their role and set their goals
Characteristics of Amiable
Team Player Doesnt seek spotlight Generous with their time Quiet, empathetic and friendly Confidants Very skilled maintainers Patient but slow to forget Risk-averse Natural peacemakers Focused on maintaining relationships with people
Indirect when stating opinions.
Expressive The expressive style is "tell assertive" and
tends to display emotions. We find a lot of Expressiveness in the workplace. People integrate high level of assertiveness with much emotional expressiveness
(responsiveness). This is the most flamboyant of the styles. This spirited style bristles
A Behavioral Study Of People Styles At Work with energy. Individuals of the expressive behavioral type tend to make more statements. They speak faster, use more variety in their vocal tone, and they're frequently very animated in conversation.
The expressive style tends to focus on issues with people, and they often use stories in making their points. They are often highly spontaneous and can generate highenergy and creative ideas for the practice.
Follow-through, however, can be a challenge for these folks. Expressiveness look for ways to make work more enjoyable.
Characteristics of Expressive
Most flamboyant and outgoing Energetic; always on the go Dreamers outside of the box Spontaneous Emotional roller coaster Playful and fun-loving Risk-taker Tend to think out loud Free and easy approach to time Skilled procrastinators Direct when stating opinions.
The Dynamics of Behavioral Style

Because of the significant differences in the four behavioral styles, there are conflicts that can naturally occur in daily interactions. Without the benefit of understanding the different behaviors, frustration and anger can occur. This can happen within the team or between team members and patients. The most obvious conflict occurs with the styles that are diagonally opposite on the behavioral style model. For example, a driving style person who wants people to get straight to the point without emotions can become very irritated with an amiable style person who chats leisurely about family and seems tentative in action. This may cause. The driving style person to become more assertive and the amiable style person to experience emotional stress in response. The expressive style person may come in the office full of ideas and excitement. The analytical style wants to know the facts to support their ideas. The expressive style is met with skepticism by the analytical style that chalks up their ideas as lacking in foundation
A Behavioral Study Of People Styles At Work and overly emotional in tone. The key to making social styles meaningful in the office is to modify own behavior to meet the needs of the other person. This doesn't mean giving up oneself, but adjusting the manner of self-presentation to help the other person feel comfortable with the person.
When the entire team strives to understand and communicate effectively with each other, the entire climate of the office improves, staff is happier and productivity increases. When others see that you are striving to communicate more effectively, you are likely to receive greater endorsement by them. The purpose of behavior modification should NEVER be for the purpose of manipulation, but for the purpose of increased understanding.
Backup Style
People move from their normal style into a characteristic backup style in response to excessive stress. Backup style is a response to excessive levels of stress. Excessive stress, though, is uncomfortable, even dangerous. While backup behavior provides a way of reliving some of a persons own stress, it usually generates stress in others. The switch from normal to backup behavior is not a conscious choice. It just pops out of people, automatically. In response to a stressful situation, a persons normal style-based behavior becomes extreme. The person pushes his regular tendencies to the hilt. Backup behavior is overkill. Expressive, who are usually socially engaging, attack. Drivers, who are
normally directive, become autocratic. Amiable, who are typically supportive and cooperative, acquiesce. participation and Analytical, who are usually quite and less emotional, avoid emotional involvement. In backup, peoples behavior becomes
inflexible. They respond not to what the interpersonal situation calls for but to the stress theyre feeling, regardless of the wishes or feelings of others. Expressive in Backup: Attacking Usually assertive and emotional people, expressive become more assertive and emotionally unrestrained. Strong and abusive language Loud, shouting voice Emphatic, belligerent gestures Angry personal attacks Drivers in Backup: Autocratic Drivers are normally strong-willed, under stress they can become controlling their thoughts and plans They try to impose They show a
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They seem unbending, closed to other ideas
A Behavioral Study Of People Styles At Work steely glint of determination, but little else They may concentrate all their gestures into a vigorously pointing index finger They may get loud and abrasive or they may use an
authoritatively quiet voice Amiables in Backup: Acquiescing Amiables like to be quiet, friendly, and cooperative and to have minimum interpersonal tension When stressed, overboard Everyone knows amiables desire to avoid conflict and appease others goes when an expressive is in backup.
It doesnt take long to know a driver is in backup An amiable slips into backup unobtrusively Analyticals in Backup: Avoiding Analyticals also like to avoid reserved and prefer to work alone involvement If interpersonal tension they are quiet, emotionally
When stressed they avoid both emotional expression and interpersonal
emotional withdrawal doesnt give the needed relief; analyticals can seek refuge in being alone
Style Flex
Style Flex involves tailoring our behavior so the way we work fits better with the other persons style. Flexing ones behavior is like a professional baseball player electing to swing differently at a fastball, a slider and curve. Style flex is presenting your ideas in ways that are comfortable to the other person. People often develop mistaken ideas about style flex is. They sometimes equate it with manipulation or conformity. Style Flex is adjusting a Few Behaviors relationships. Adjust body language and the way we say things to match the others preferred style two, three or four things A limited number of behavior adjustments can create major improvements Be willing to temporally adjust a few behaviors. Flex the style at Be aware when style differences are affecting working
the beginning of a conversation to start out in sync. Relax the style, but then flex when the others persons stress starts to increase. o Flex when something important is at stake o Flex when the other is stressed more than normal o Flex when the other is especially rigid ANALYTICAL Analyticals Flexing to Drivers Pick up the pace o Move more
quickly than usual o Speak more rapidly o Address problems quickly o Be prepared to
A Behavioral Study Of People Styles At Work decide quickly o Implement decisions as soon as possible o Respond promptly to messages and requests o When writing, keep it short Demonstrate high energy o Lean
into the conversation o Use gestures to show your involvement in the conversation o Increase the frequency and intensity of your eye contact o Increase your vocal intensity o Move and speak more quickly Dont get bogged down in details or theory o Concentrate on high priority issues o Present the main points and skip all but the most essential details o Dont get sidetracked in theory or in recounting the history of the problem or solution Say what you think o Speak up more often o Tell more; ask less o Make statements that are definite rather than tentative o Eliminate gestures that suggest you lack confidence in the point you are making o Voice your disagreements o Dont gloss over problems Speak in practical, results-oriented terms o Focus on the results of the action being discussed o Emphasize that its a pragmatic approach Facilitate self-determination o Give the driver as much freedom as possible in setting her own objectives o As far as practicable, let the driver determine how to do projects and achieve objectives o When making recommendations, offer a couple options for the driver o When presenting options, provide a succinct factual summary o Dont be a stickler for rules Analyticals Flexing to Amiables Make genuine personal contact o Dont seem aloof o When the situation
permits, be more casual and informal o At the outset, touch base personally o Disclose something about yourself o Make the most for opportunities for conversations that are not task-related Focus more on feelings o Look at the person you\re conversing with o Concentrate on the meaning of the persons body language o Note how the other person reacts o Demonstrate more feelings yourself Be supportive o Listen emphatically so the amiable feels heard and understood o Express sincere appreciation for the amiables contributions o Lend a helping hand Provide structure o Be sure the amiables job is
well defined and goals are clearly established o Help the amiable plan difficult projects and design complex work processes o Reduce uncertainty o Demonstrate loyalty Demonstrate interest in the human side o Invite amiables input on matters that affect
them o Discuss the effects of decisions on people and their morale o Provide an opportunity for the amiable to talk with others before committing to a decision Dont overdue facts and logic o Edit out of your conversation any facts that arent absolutely necessary to making your point o Dont overdue the appeal to logic o Dont be coercive in your use of facts and logic o Show that other people support the idea you are advancing o Note factors that minimize the risk Analyticals Flexing to Expressives Make personal
A Behavioral Study Of People Styles At Work contact o Dont seem aloof o Be more casual and informal than usual o At the outset, touch base personally o Disclose something about yourself o Talks about whats going on with other people, too o Make the most for opportunities for conversations that are not task-related Pick up the pace o Move more quickly than usual o Speak more rapidly o Dont over explain o Be prepared to decide quickly o Implement decisions as soon as possible Focus more on feelings o Be aware of what the expressive is feeling o Acknowledge the expressives feelings o Dont overreact to the expressives highs and lows o Show more feelings yourself o Demonstrate more enthusiasm o Dont read too much into the expressives volatile verbal attack Cooperate with the expressives conversational spontaneity o Allow enough time for the conversation o Keep a balance between flowing with an expressives digressions and getting back on track o Spend time in mutual exploration o Be patient with overstatements o Be tactful in responding to contradictions in what the expressive says Be open to the expressives fun-loving side o Dont get impatient if the expressive indulges in a few jokes o Be relaxed about certain amounts of fooling around o Try to create a more pleasant atmosphere for your conversation Give the expressive recognition o Show appreciation for the expressives
contribution o Let the expressive be in the spotlight Say what you think o Speak up more often o Tell more; ask less o Make statements that are definite rather than tentative Eliminate gestures that suggest you lack confidence in the point you are making o Voice your disagreements o Dont gloss over problems Communicate on the expressives wavelength o Communicate face-to-face o Try to support the expressives vision o Focus on the big picture o Dont overdue facts and logic o Highlight recommendations of others o Demonstrate concern about the human side o Recommend a particular course of action o Provide incentives when possible Help expressive put their personal stamp on what they do Empower expressives to do new things Dont be a stickler for rules Be willing to improvise when you can Cater to their physical restlessness. AMIABLE
Amiables Flexing to Analyticals Be more task-oriented
o Be on time o Get right to
business o Be a bit more formal o Maintain a somewhat reserved demeanor Deemphasize feelings o Decrease your eye contact o Limit your facial expressions o Limit your
gestures o Avoid touch 32
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A Behavioral Study Of People Styles At Work 33 o Talk about what you think rather than about what you feel o Dont upset yourself over the analyticals impersonal, unfeeling manner Be systematic o Set high
standards o Plan your work o Work your plan o Develop superior procedures o Continually improve procedures o Be more rigorous in following established procedures Be well organized, detailed, and factual o Be prepared o Have a well-organized
presentation o Go into considerable detail o Give a sound rationale for narrowing the options o Mention the problems and disadvantages of the proposal you put forward o Show why the approach you advocate is best o Provide accurate factual evidence o Stick to business o Provide written support materials, and/or follow up in writing o Be prepared to listen to more than you want to know Amiables Flexing to Expressives Pick up the pace o Move more quickly than usual o Speak more rapidly o Address problems quickly o Be prepared to decide quickly o Implement decisions as soon as possible o Respond promptly to messages and requests o When writing, keep it short o Expect hurry-up-andwait phenomenon
Demonstrate high energy
o Maintain an erect posture o Use gestures to show
your involvement in the conversation o Increase the frequency and intensity of your eye contact o Increase your vocal intensity o Move and speak more quickly Focus on the big picture o Concentrate on high-priority issues o Present the main points and skip all but the most essential details o Nevertheless, make sure the details are well attended to Say what you think o Speak up more often o Tell more; ask less o Make statements that are definite rather than tentative o Eliminate gestures that suggest you lack confidence in the point you are making o Voice your disagreements o Recommend a course of action and sell it with enthusiasm o Dont gloss over problems Facilitate self-determination o Give expressives as much freedom as possible to achieve their visions o As far as practicable, let the expressive determine how to do projects and achieve objectives o Dont be a stickler for rules Amiables Flexing to Drivers Pick up the pace o Move more quickly
than usual o Speak more rapidly than is normal for you o Use time efficiently o Address problems quickly
27
Be prepared to decide as soon as possible o Complete projects on schedule o Respond promptly to messages and requests o When writing, keep it short Demonstrate high energy o Maintain an erect posture o Use gestures to show your involvement in the conversation o Increase the frequency and intensity of your eye contact o Increase your vocal intensity o Move and speak more quickly Be more task-oriented o Be on time o Get right to business o Be a bit more formal o Maintain a somewhat reserved demeanor Deemphasize feelings o Limit your facial expressions o Limit your gestures o Avoid touch o Talk about what you think rather than about what you feel o Dont upset yourself if the driver seems impersonal Be clear about your goals and plans o Engage in goal
setting o Set stretch goals o Plan your work Say what you think o Speak up more often o Tell more; ask less o Make statements that are definite rather than tentative o Eliminate gestures that suggest you lack confidence in the point you are making Voice your disagreements o Dont gloss over problems Cut to the chase
Concentrate on high priority issues o Present the main points and skip all but the most essential details o If in doubt, leave it out Be well organized, detailed, and factual o Be prepared o Have a well-organized presentation o When making recommendations, offer two options for the driver to choose from o Focus on results o Emphasize that you are recommending pragmatic ways of doing things o Provide accurate factual evidence DRIVERS Drivers Flexing to Expressives Make personal contact o Dont seem aloof o Be more casual and informal than usual o At the outset, touch base personally o Disclose something about yourself o Talk about whats going on with other people, too o Look for opportunities for conversations that are not task-oriented Focus more on feelings o Be aware of what the expressive is feeling o Acknowledge the expressives feelings o Dont overreact to the expressives highs and lows o Show more feelings yourself o Demonstrate more enthusiasm o Dont read too much into the expressives volatile verbal attacks
28
A Behavioral Study Of People Styles At Work 37 Cooperate with the expressives conversational spontaneity o Allow enough time for the conversation o Keep a balance between flowing with an expressives digressions and getting back on track o Spend time in mutual exploration o Be patient with overstatements o Be tactful in responding to contradictions in what the expressive says Be open to the expressives fun-loving side o Dont get impatient if the expressive indulges in a few jokes o Be relaxed about certain amounts of fooling around o Try to create a more pleasant atmosphere for your conversation Give the expressive recognition o Show appreciation for the expressives contribution o Let the expressive be in the spotlight Communicate on the expressives wavelength o Summarize face-to-face communication in writing o Try to support the expressives vision o Steer clear of the nitty-gritty o Dont overdue facts and logic o Highlight recommendations of others o Demonstrate concern about the human side o Recommend a particular course of action o Provide incentives when possible Provide considerable freedom o Help expressives put their personal stamp on what they do o Empower expressives to do new things o Be willing to improvise when you can o Cater to their physical restlessness o Avoid power struggles Drivers Flexing to Analyticals o Talk slower o Dont create unnecessarily tight deadlines o
Slow your pace
When it comes to making decisions, dont rush the analytical unnecessarily o Take time to be more thorough Listen more, listen better o Talk less o Provide more and longer
pauses to make it easier for the analytical to get into the conversation o Invite analyticals to speak o Reflect back to the speaker the gist of what you hear o Dont interrupt o Dont finish the other persons sentences Dont come on too strong o Decrease the intensity of your eye-contact o Dont gesture too emphatically o Decrease you vocal intensity o Lean back when you make a point o Phrase your ideas more provisionally o Be more negotiable Communicate on the analyticals wavelength o Be prepared o Go into
considerable detail o Give a sound rationale for narrowing the options o Mention the problems and disadvantages of the proposal you put forward o Show why the approach you advocate is best o Be accurate o Provide written support materials, and/or follow up in writing o Be prepared to listen to more than you want to know Drivers Flexing to Amiables Make genuine personal contact o Dont seem aloof o At the outset, touch base o Disclose something about yourself o Make the most for opportunities for conversations that are not task-related Slow your pace o Talk slower o Dont create unnecessarily tight
A Behavioral Study Of People Styles At Work deadlines o When it comes to making decisions, dont rush the amiable unnecessarily Listen more, listen better o Talk less o Provide more and longer pauses to make it easier for the analytical to get into the conversation o Invite amiables to speak o Reflect back to the speaker the gist of what you hear o Dont interrupt o Dont finish the amiables sentences Dont come on too strong o Decrease the intensity of your eye-contact o Dont gesture too emphatically o Decrease you vocal intensity o Lean back when you make a point o Phrase your ideas more provisionally o Be more negotiable Focus more on feelings o Look at the person you\re conversing with o Concentrate on the meaning of the persons body language o Note how the other person reacts o Demonstrate more feelings yourself Be supportive
Listen emphatically so the amiable feels heard and understood o Express sincere appreciation for the amiables contributions o Lend a helping hand o Provide s tructure o Be sure the amiables job is well defined and goals are clearly established o Help the amiable plan difficult projects and design complex work processes o Reduce uncertainty o Demonstrate loyalty Demonstrate interest in the human side o Invite amiables input on matters that affect them o Show that other people support the ideas you are advancing o Discuss the effects of decisions on people and their morale o Provide an opportunity for the amiable to talk with others before committing to a decision
EXPRESSIVES Expressives Flexing to Amiables Slow your pace o Talk slower o Dont create unnecessarily tight deadlines o When it comes to making decisions, dont rush the amiable unnecessarily Listen more, listen better o Talk less o Provide more and longer pauses to make it easier for the analytical to get into the conversation o Invite amiables to speak o Reflect back to the speaker the gist of what you hear o Dont interrupt o Dont finish other peoples sentences Dont come on too strong
30
A Behavioral Study Of People Styles At Work 41 o Decrease the intensity of your eye-contact o Restrain your gestures o Decrease you vocal intensity o Lean back when you make a point o Phrase your ideas more provisionally o Be more negotiable Be supportive o Listen emphatically so the amiable feels heard and understood o Express sincere appreciation for the amiables contributions o Lend a helping hand Expressives Flexing to Drivers Be more taskoriented o Be on time o Get right to business o Be a bit more formal o Stick to business Deemphasize feelings o Limit your facial expressions o Limit your gestures o Avoid touch o Talk about what you think rather than about what you feel o Dont upset yourself over the analyticals impersonal, unfeeling manner Plan your work and work your plan o Be prepared o Have a well-organized presentation o When making recommendations, offer two options for the driver o Focus on the results of the actions being discussed o Be pragmatic o Provide accurate and factual evidence
Expressives Flexing to Drivers Be well organized in your communication o Be prepared o Have a well-organized presentation o When making recommendations, offer two options for the driver o Focus on the results of the actions being discussed o Be pragmatic o Provide accurate factual evidence Avoid power struggles Expressives Flexing to Analyticals Slow your pace o Talk slower o Dont create unnecessarily tight deadlines o When it comes to making decisions, dont rush the analytical unnecessarily Listen more, listen better o Talk less o Provide more and longer pauses to make it easier for the analytical to get into the conversation o Invite analyticals to speak o Reflect back to the speaker the gist of what you hear o Dont interrupt o Dont finish other peoples sentences Dont come on too strong o Decrease the intensity of your eye-contact o Limit your gestures o Decrease you vocal intensity o Lean back when you make a point o Phrase your ideas more provisionally o Be more negotiable
Be more task-oriented formal Deemphasize feelings
o Be on time o Get right to business o Be a bit more o Limit your facial expressions o Avoid touch o Talk
about what you think rather than about what you feel o Dont upset yourself over the analyticals impersonal, unfeeling manner Deemphasize feelings o Limit your facial
expressions o Avoid touch o Talk about what you think rather than about what you feel o Dont upset yourself over the analyticals impersonal, unfeeling manner Be systematic o Set high standards o Plan your work o Develop superior procedures o Continually
A Behavioral Study Of People Styles At Work improve procedures o Be more rigorous in following established procedures Be well organized, detailed, and factual o Be prepared o Have a well-organized presentation o
Go into considerable detail o Give a sound rationale for narrowing the options o Mention the problems and disadvantages of the proposal you put forward o Show why the approach you advocate is best o Provide accurate factual evidence o Stick to business o Provide written support materials, and/or follow up in writing o Be prepared to listen to more than you want to know
What's your style? Here's a systematic way to figure out an individuals style. For each statement, simply circle the letter that better describes how you think others see you. (Remember: Your style is how others see you, not how you see yourself.) Each statement has the comparative word "more" or "less" that, for this evaluation, means more or less than half the population. 1. a. b. 2. c. d. 3. a. b. 4. c. d. 5. a. b. 6. c. d. 7. a. b. 8. c. More likely to lean back when making a point More likely to stand straight or lean forward when making a point Use hands less when you talk Use hands more when you talk Show less energy Show more energy Control body movement more Control body movement less Make less forceful gestures Make more forceful gestures Show less facial expression Show more facial expression Speak more softly Speak less softly Seem to be more serious
d. 9. a. b. 10. c. d. 11. a. b. 12. c. d. 13. a. b. 14. c. d. 15. a. b. 16. c. d. 17. a. b. 18. c. Seem to be less serious More likely to ask questions More likely to make statements Less inflection in voice More inflection in voice Less likely to push for action More likely to push for action Less likely to show feelings More likely to show feelings More hesitant when making a point Less hesitant when making a point In conversation, put more emphasis on tasks In conversation, put more emphasis on people Fix problem situations more slowly Fix problem situations more quickly More likely to depend on facts and logic More likely to depend on feelings and points of view Slower-paced Fasterpaced Less likely to use small-talk or use anecdotes
More likely to use small-talk or use anecdotes

A Behavioral Study Of People Styles At Work What's the score?
If you answered "a" most of the time, then your dominant style is Analytical. If you answered "b" most of the time, then your dominant style is Driver. If you answered "c" most of the time, then your dominant style is Amiable. If you answered "d" most of the time, then your dominant style is Expressive. . And remember: No style is bad; it's simply unlike the others
CHAPTER 2
33
REVIEW OF LITERATURE LEADING TO INDENTIFICATION OF RESEARCH GAP

Title: What's Your Work Style? Know Thyself to Know Others Author: David DeJean Know thyself. It's some of the oldest advice in the world and still some of the best. Knowing what you can do, what you like to do and how you like to do it is the starting point for finding the right spot for yourself. Understanding how your personality and work style affect you can lead you to an understanding of personalities and work styles, making you a more effective manager. Knowing your own work style and having a vocabulary for thinking and talking about work styles is important. The most widely used tool for identifying your personality type and working style is the Myers-Briggs Type Indicator. The MBTI was developed by Katherine Briggs and her daughter, Isabel Briggs Myers. They based their work on the theories of Carl Gustav Jung, a Swiss psychologist. In its classical form, the MBTI is a paper-and-pencil exercise that takes about half an hour to complete and must be evaluated by a qualified facilitator. "It's not a test," stresses Bob McAlpine. "It's an indicator, a wonderful tool for helping people understand who they are and identifying their primary sources of energy." McAlpine is president of Type Resources, a Louisville company that qualifies people to administer the MBTI and similar instruments. McAlpine's knowledge of the MBTI and the supporting research is deep, and his patience in explaining the theory and practice of personality typing is endless. "Jung's theory identified eight types of mental process," he says. "Each of us can use them all, but there are those we prefer. If we see other people using those we don't like,
we say they're weird. Myers-Briggs lets us say they're not weird, they're just different. Then we can begin to figure out how we can work with them with respect." Personality type affects all our interactions with others. "In business, senior managers may not be comfortable talking about values," McAlpine says. "But if I'm a CEO and I have difficulty telling you what's important to me, how can you be equipped to make the best decisions -- decisions I'd be most comfortable with? Or how about a board of directors that has decided the CEO has to go. What brought that about? I wonder how much of it we could bring right back to typology. Turnover rates, retention issues - it might be interesting what organizations might find if they could explore what's here."
A Behavioral Study Of People Styles At Work Type -- if we know how to decode it -- gives us a model, he says, for how we might expect a person to prefer to use those different mental processes. "It's not pigeonholing," says McAlpine. "It would be unethical for me to give you the MBTI and then say you prefer these processes so you should do this or that. But you can look at the results and say, 'Yeah, this really fits,' or 'No, this isn't exactly me.'"
Work Styles "Any person can be successful at any job," says McAlpine, "yet some people are more comfortable -- have a more positive experience -- at one job than another. If we look at the mental processes used in the job and the processes preferred by the person, there's a high correlation. We're not talking skill, but if interests match requirements, people are more successful." The Myers-Briggs methodology outlines eight types of mental processes that provide a foundation for a personal work style. If you understand Myers-Briggs, you can use your knowledge to identify this process language, and respond in that process, according to McAlpine. "If we're communicating using one process, we can even move to another process and continue to communicate. But I've got to be careful if I try to move you, because I might pull you out of your comfort zone. There's an energy flow. If I'm in my comfort zone, I'm gaining energy, but if not, I'm losing energy."
This can be applied to all kinds of communication, says McAlpine -- job interviews, building teams, training situations. "When I go for an interview, if I know the language that will be expected, I can prepare myself," he says. "When I'm coaching with a subordinate, what language is appropriate? What's my preference? Do I need to shift my language and approach to be more effective? If I'm a CEO going into a meeting, what am I attempting to convey, who am I speaking to, what's the appropriate language?" This means using Myers-Briggs types flexibly, he points out -- to consciously choose to work within particular processes to match needs, not to say, "I am me, therefore I speak this way." If you're working with a team, you need to be prepared to deal with all the associated emotions and resistance that gets so close to who we are. "The same thing applies to strategic planning," he says. "t a certain place in the planning process; we need to pull more from some processes than others.
35
We need to understand that some are easier for us to access than others, that what comes from some processes may be easier to share with others, and from other processes more difficult." For individuals, he says, what's most important is using your knowledge of your own preferred processes and alternatives so that you take a more holistic approach and you reach a better decision.
Career Styles
Myers-Briggs can be very useful in considering career and job changes. McAlpine points out that most of us have had jobs that are a bad fit. If we had been equipped to analyze the situation going in, we might have been able to say, "It's a great job, but there are things we don't align on, and it's not who I am." But there is danger, he says, in treating what we know about our personality type as a given, fixed and unalterable. We change and develop, he says, and we must recognize that in ourselves as well. "Jung identified these processes and said life is about learning to use all of them, about moving toward wholeness," says McAlpine.
McAlpine stresses that people do change. We can learn other processes, just as we learn other languages, and become comfortable in them. And our understanding can help smooth the transitions: "From a holistic perspective, people might find as they reach midcareer that they want to move to other things. They find that typology gives them a tremendous opportunity to understand what's going on as they see their interest shift."
Title: Social Style/Management Style Author: Robert Bolton, Dorothy Grover Bolton The key to making your "social style" work for you in a professional environment.
What is social style, and how can you make it work for you in a business situation? Your success at any management level depends largely on your ability to deal with other people. In this business-oriented approach to interpersonal relationships, management experts Robert Bolton and Dorothy Grover Bolton show you how to assess various behavior patterns and how to use that knowledge to capitalize on your strengths, minimize your weaknesses, and get the results you want from others.
Are you predominantly an Amiable, an Analytical, an Expressive, or a Driver? Nearly everyone, according to Boltons extensive research, uses on of the four basic social styles more often than the others. No style is better than any other, but each does bring with it a unique pattern of strengths and weaknesses. This book shows you not only how to recognize your particular style but also how to use that knowledge to manage others more effectively, set appropriate life goals and career paths, plan a sound selfimprovement plan, increase your creativity, and more. Te best managers, claim the Boltons, excel at being what they are rather than at trying to be what they are not. If you feel that your effectiveness at work could be increased by better interpersonal skills but are tired of theories that want you to overhaul yourself to fit some uncomfortable, impersonal "management style," then let Social Style/Management Style improve your dealings with others and still let you be yourself.
Title: Your Counter-Authority, Lone-Gun Attitude Author: Carla King, December 16, 2003 Find out how you're hardwired and how to communicate with radically differing systems Did you know that experts have concluded that there are 16 basic types of people? Guess what? You -- the software developer -- differ radically from the end users you serve and the business people you work for. Read on to discover how people are hardwired to process information and make decisions. Find out how others think, how to approach them, and what kind of information you need to give them so they can say yes to your ideas.
The lone gun IT pro and how People have been using scientific and
business
copes Using style assessments to get what you want Technologists leadership dilemma and psychological personality typing for at least 4000 years, beginning with a system called the Enneagram, which is thought by some to have roots in the sacred geometry the of the Pythagoreans, moving through time to Plato, to esoteric Judaism, and Islamic Sufi Putting yourself in the matrix: four temperaments, based on the four resources for awareness elements and believed to be responsible for different types of behavior. For a traditions. In ancient Greece,
Do gender and culture matter? Hippocrates (460-377 BC) first determined fascinating introduction to these methods, start with our short article Personality Assessments: 4000 Years of Study.
The lone gun IT pro and how business copes "IT folks tend to be counter-authority, lone-gun types. Team cohesion and esprit de corps? Trying to instill that kind of mindset in a team of tech people is an uphill challenge for IT managers," says Hile Rutledge, Managing Partner for Otto Kroger, Associates, a prominent organization consultation and training firm. In addition, technical people are often introverted, objective, focused on the present, and make logical decisions based on objective analysis of concrete information. Businesspeople and end users (maybe even your manager) are likely to be extroverts who pride themselves on gut-level "intuitive" decision making, focus on the future, and value flexibility and spontaneity. In a perfect world, each type would understand the other and value their different approaches. You would live in a world of creativity and innovation, developing products and solutions that end users couldn't wait to buy. Each person would be responsible for tasks that matched their natural abilities, and technological and business goals would be met effortlessly. This doesn't happen by itself, which is why the Organization Development (OD) field is a multi-billion dollar business. OD attempts to create these perfect worlds in industry, government, and society, and encompasses everything from long-term organizational strategy and hiring practices to conflict resolution in small teams. OD professionals use assessment tools as a key starting point for discussion, as they identify people's different cognitive processes, behavior tendencies, and emotional needs. ______________________________ An estimated 20% of management time is spent dealing with interpersonal conflict issues, and around 30% percent of employee downtime is due to relationship and communication difficulties with co-workers and supervisors. _______________________________ More than four million people took the Myers-Briggs Type Indicator[tm] assessment last year alone. Why? Because an estimated 20% of management time is spent dealing with interpersonal conflict issues, and around 30% percent of employee downtime is due to relationship and communication difficulties with co-workers and supervisors.
A lot of these problems can be solved just by understanding that others may not process information in the same way you do, and learning how to communicate with them. Once you learn how to give others information they want, then you can get them to do what you want... or at least understand why they won't.
Using style assessments to get what you want If you've ever left a meeting astounded that your idea wasn't accepted, your project didn't get approved, or your arguments were discounted, you probably thought the team wasn't very intelligent or there was a hidden agenda. Actually, you may not have given them all the information they needed to make a decision. Sure, you presented logical, well-researched facts that -- to you -- made absolute sense. Perhaps one decision maker needed to know how people in the company would be affected by your project. Perhaps another would have been swayed by the exciting, cutting edge aura the project would give to the company. Once you identify someone's style, you can tailor your arguments to include the type of information that person values, and easily give them the information they need to say yes. The little exercise that follows might make all the difference in whether you get funding for your next project, successfully negotiate a new fence between you and your neighbor, or convince your spouse to agree to an adventure to Machu Piccu instead of buying a new car. Spend a few minutes with the styles assessment below to get an idea about what different people might need. (This popular assessment method may be called personal styles, people styles, or social styles, depending on the company administering it.)
It's helpful to print a few copies of the checklist below and identify the characteristics that describe you, your boss, your spouse, your co-workers...whoever you need to communicate with. Once you've determined your own primary and secondary style, check off the other person's characteristics. Then compare the kinds of information they need to make decisions against the kinds of information you need and give, using the summary that follows. Analysts need facts, figures and data. For analysts, present the message in an orderly fashion, back it up with documentation, and be prepared to give them a chance to examine the proposal carefully.
Amiables need to know the human dimensions of the situation. They'll want to know how others may feel about the matter, who else will be involved in it, and what past experiences in similar situations have been. Expressives must know what's new, exciting, and innovative about your proposal that makes it worthwhile to pursue. Drivers need solution scenarios and implementation methods to make a decision. Make sure to include the 'what are we going to do?' and 'how soon can we do it?' information in your proposal. The process of identifying someone as a type creates a great risk of limiting diversity and inclusiveness. Allen favors the Myers-Briggs method of assessment over simple tools like Personal Styles and DISC because "they all have their value, the Myers-Briggs is just complex enough to be difficult for the everyday manager to start labeling people with it." ______________________________ Don't worry, there's no need to overhaul your personality, even if that were possible. ______________________________
Do gender and culture matter?
When asked if gender and culture considerations have been built into the instruments, Glenn Allen agrees with many other professionals in saying "no..." and also, "yes." The Myers-Briggs, for example, shows more women making decisions based on subjective evaluations of person-centered concerns, and more men making decisions on logic and objective analysis of cause and effect. More women come out on the the feeling side and more men on the thinking side of the thinking/feeling equation. The issue of culture is perhaps more complex. Do these assessments consider the different styles of people from San Francisco and Stockholm, Bombay and Sao Paolo? What styles are considered more desirable than others? Corporations can evolve their own cultures, too, so how does a new employee fit in?
Putting yourself in the matrix: resources for awareness Two popular assessment methods are the Myers-Briggs and Keirsey Temperament Sorter, both of which pinpoint 16 personality types and 16 temperaments, respectively. They are often used together, and can be self-administered, though they're complex enough to benefit from professional guidance, especially if group-work is involved.
See the short description of assessment testing for greater understanding of these methods. Below, in alphabetical order, is more information on assessment methods you might consider, consulting firms, and further reading: DISC William Moulton Marston, a psychologist at Harvard University, was the first to define these styles in his book The Emotions of Normal People, in 1926, and the method is still being evolved today. (Back then most behavior work was being done to explain the actions of the criminally insane.) Marston's four categories of human behavior response are (D) Dominance, (I) Influencing, (S) Steadiness, and (C) Compliance. For a thoughtful history and description of DISC visit the Understanding DISC Web site, and search the Web for information on the of many companies who administer this assessment.
Enneagram The Enneagram Institute Web site is the virtual home of two leading teachers and developers of the Enneagram system, Don Richard Riso and Russ Hudson. The site includes short descriptions of each of the Enneagram Types and how they relate to each other, and provides links to their books on the same topic. Jerome P. Wagner, Ph.D., author of The Enneagram Spectrum of Personality Styles has written a short, interesting history of the Enneagram. You can take a free Enneagram personality assessment on the Enneagram Institute Web site. If you want to really explore the Enneagram, a good start is the third edition book Discovering Your Personality Type by Don Richard Risso and Russ Hudson. Keirsey Temperament Sorter Temperament is a set of inclinations that each of us is born with; a predisposition to certain attitudes and actions. This is the Web site of AdvisorTeam, a company who licenses the assessment and sells books and booklets that help you to understand the method. As with the MyersBriggs, there are many licensed consultants who can administer this test alone or in combination with other assessments like the MyersBriggs. You can take a free, short assessment online at this site. Myers-Briggs Type Indicator[tm] (MBTI[tm]) CPP, Inc. licenses and provides products (like books and assessment guides) and services related to this and various other personality assessments. A Web search will turn up many professionals who are licensed to administer MBTI[tm] alone or in conjunction with other tests such as the Keirsey or the FIROB[tm]. Otto Kroger Associates OKA is a well-respected organization development firm with associates all over the country.
Headed by Otto Kroger, OKA sells consulting services, software, and popular books about type. Personal Styles By D.W. Merril and R.H. Reid: Personal Styles and Effective Performance: make your style work for you. This site is the source of the Personal Styles characteristics referred to in the section Using style assessments to get what you want, above. Visit the site for more information on this topic, including how each type may be positively and negatively perceived by others. The same method might be called "People Styles" or "Social Styles," depending on the company administering it. Ridge Associates Ridge's trainers work with hi-tech firms on conflict management, and understanding and managing behavioral differences. The system they use is People Styles (also known as Personal Styles or Social Styles). Their founders are the authors of People Styles At Work, a good, practical guide to understanding styles. Other Personality Assessments Register at the Morgan Training Prework Home site and spend for free online DISC personality, Decision-Making Style, Human Relations, VAK
Communication Style assessments.
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CHAPTER - 3
PROBLEM STATEMENT
An employees style is his or her pattern of assertive and response behavior. The pattern is useful in predicting how the employee prefers to work with others. The key is how to identify people styles at work in terms of Analytical, Driver, Amiable and Expressive styles.
CHAPTER 4
RESEARCH GAP
The study is useful for Professionals who are facing people problems in their jobs, which affect the morale and productivity. People problems are the toughest to solve. People problems in many company is the outcome of people styles at work. It is therefore, significant to understand the people styles at work from the behavioral angle. There is thus a vital gap in the current research. This has prompted us to take up this research investigation
CHAPTER 5
RESEARCH OBJECTIVES
To find the common ground with employees To identify the employees styles at work in terms of level of assertiveness and level of responsiveness To identify the back up style behavior To analyze the concept of style flex in adjusting the patterns of employee
CHAPTER 6 RESEARCH METHODOLOGY

TYPE OF RESEARCH The research is qualitative in nature. The study is based on data collected through structured questionnaire from the respondents.
RESEARCH METHOD The method adopted in this research is survey method.

TYPE OF DATA Primary Data o Questionnaire o Interview Secondary Data o Books o Journal o Internet o Other sources. DATA GATHERING PROCEDURE Data for the study was obtained by extensive use of Internet and communicating with various professionals. RESEARCH TECHNIQUE The research technique used is structured questionnaire, which was distributed to professionals at various hierarchical levels in the industry. SAMPLING PROFILE The sampling profile selected for the research is highly educated, in the middle management category
SAMPLE SIZE Sample size selected for the study is 50 IT professionals in the city of Bangalore @ (10 IT professionals with around 5 years of experience in each IT company totaling 5 companies).
SAMPLING TECHNIQUE Stratified Random Sampling There may often be factors which divide up the population into sub population (various groups/ strata) and we may expect the interest to vary among the population. This has to be accounted when we select a sample from the population in order to obtain a sample that is representative of the population and this is obtained by stratified random sampling.
This technique is generally used when the population is heterogeneous or dissimilar, where certain homogenous or similar groups/ strata can be isolated.
CHAPTER 7 RESEARCH LIMITATIONS

The research investigation is proposed to be restricted to one corporate enterprise in Bangalore city; the problem of generalizations becomes obvious. Besides there can be a bias/prejudice exhibited by the respondents. Nevertheless, we could gain an insight into the research topic through meticulous cross checking of data with all available data. Time and resource constraints
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CHAPTER 8
DATA ANALYSIS AND INTERPRETATION

1 THINKING STYLES Table 1: GENERATES NEW IDEAS
0%
Never Not Often 43% Not Applicable Usually Always 0% Ambiguous 57%
Source: field investigation
INTERPRETATION 57% of the respondents accepted that they usually generate ideas for the organization. 43% of the respondents always generate ideas for the organization. Table 2: TRIES TO COME UP WITH SOLUTIONS TO PROBLEMS THAT MIGHT ARISE.
0%
Never Not Often Not Applicable 57% Usually Always Ambigous
43%
INTERPRETATION 43% of the respondents usually try to solve problems that might arise and 65
45
A Behavioral Study Of People Styles At Work 66 57% always comes forth to solve the problems. Table 3: FOCUSES ON FINISHING OR CLOSING THE TASK AT HANDRATHER THAN PLANNING ON HOW TO DO SO
0% 29%
Never Not Often Not Applicable Usually 71% Always Ambigous
0%
INTERPRETATION 71% of the respondents responded not applicable and 29% of the respondents responded that they always focus on finishing the task rather than planning on how to do so. Table 4: IS OPEN TO NEW IDEAS, CREATIVE SOLUTIONS GENERATED BY THE SUBORDINATES
0%
Never Not Often 43% Not Applicable Usually Always Ambigous
57%
INTERPRETATION 57% of the respondents always encourage subordinates to express ideas and creative solutions and
66
46
A Behavioral Study Of People Styles At Work 67 43% of the respondents responded that they usually do so. Table 5: IS ABLE TO FORECAST A POSSIBLE SITUATION THAT CAN ARISE
0%
Never Not Often Not Applicable 57% Usually Always Ambigous
43%
INTERPRETATION 57% of the respondents are usually able to forecast a situation that can arise and 43% of the respondents are always able to foresee a possible situation. Table 6: THINKS OF WAYS TO UTILISE PERSONS WITH COMPLIMENTARY SOLUTIONS GOALS SO AS TO ARRIVE AT WIN-WIN
16%
0%
21% 0%
Never Not Often Not Applicable Usually Always Ambigous
63%
Source: field investigation INTERPRETATION 63% say that they usually utilize persons to arrive at win win solutions. 21% say that not often wills to utilize persons to arrive at win-win solutions. 16% say that they always try to utilize persons to arrive at win-win solutions.
67
48
9.1.2 COMMUNICATION STYLES Table 7: SHARES INFORMATION ABOUT COMPANY, POLICIES, BUSINESS AND FUTURE DIRECTION ONLY TO A FEW FAVOURITE SUBORDINATES
0% 29%
14%
14%
43%
INTERPRETATION 43% say they do not often share information about company, policies, business and further direction to their subordinates. 29% say they usually do share the information 14% say they never share information regarding company, policies, business and further direction to the subordinates. 14% say not applicable. Table 8: FORCES HIS/HER VIEWS TO BE ACCEPTED BY THE USE OF POSITION POWER 0% 0% Never Not Often Not Applicable Usually 72% Always Ambigous
14% 0% 14%
INTERPRETATION 72% say that they never force his /her opinion to be accepted. 14% say that they usually use their position power 68
50
A Behavioral Study Of People Styles At Work 69 14% say that they do not often do so. Table 9: PROVIDES SPACE FOR SUBORDINATES TO EXPRESS HIMSELF/HERSELF
0%
57%
INTERPRETATION 57% say they always allow subordinates to express him/her. 43% say they usually provide space for the subordinates to express himself/herself. Table 10: JUMPS FROM ONE TOPIC TO ANOTHER DURING
INTERACTIONS
14% 0%
0% 29%
Never Not Often Not Applicable Usually Always
57%
Ambigous
INTERPRETATION 57% say that they do not often jump from one topic to another during interactions 29% say that they never jump from one topic to another during interactions 14% say that they usually jump from one topic to another during interactions
69
52
A Behavioral Study Of People Styles At Work 70 Table 11: STYLE OF COMMUNICATION DEPENDS ON HIS/HER MOOD
14%
0% 29%
Never Not Often Not Applicable 0% 0% Usually Always Ambigous
57%
INTERPRETATION 57% of the respondents agreed that their style of communication usually depends on their mood. 29% of the respondents agreed that their style of communication never depends on their mood. 14% of the respondents agreed that their style of communication always depends on their mood. Table 12: IS ABLE TO AGREE AT A DISAGREEMENT
0% 29% 42%
0%
29%
Ambigous
INTERPRETATION 42% say they usually able to agree to a disagreement 29% say they never able to agree to a disagreement 29% say they always able to agree to a disagreement
70
54
A Behavioral Study Of People Styles At Work 71 Table 13: CONSTANTLY REMINDS SUBORDINATE ABOUT HIS/HER EXPERIENCE LEVELS AND POSITION SO AS TO ENSURE CONFORMITY
14% 0% 14% 0% 0% 72%
INTERPRETATION 72% say that they never remind their subordinates about their experience level and position to ensure conformity. 14% say that they usually remind their subordinates about their experience level and position to ensure conformity. 14% say ambiguous.
71
55
9.1.3 DECISION MAKING STYLE Table 14: POSTPONES DECISION MAKING UNTIL ABSOLUTELY
INEVITABLE
17% 0% 50% 33% 0% 0% Source: field investigation
INTERPRETATION 50% say that they never postpone the decisions that are evitable. 33% say that they usually postpone the decisions that are evitable. 17% say ambiguous. Table 15: NEVER FOLLOWS UP ON A DECISION TO OBSERVE ITS EFFECT 17% 0% 0% 50% 33% 0% Never Not Often Not Applicable Usually Always Ambigous
INTERPRETATION 50% say that they never follow up the effects on a decision made. 33% say that they do not often follow up the effects on a decision made. 17% say that they always follow up the effects on a decision made.
72
56
A Behavioral Study Of People Styles At Work 73 Table 16: OPEN TO REVERSE A PREVIOUS DECISION IF MERITTED
0% 34% 33%
Never Not Often Not Applicable Usually 0% Always Ambigous 0%
33%
INTERPRETATION 34% say that they are always open to reverse the previous decisions made. 33% say that they are never open to reverse the previous decisions made. 33% say that they are usually open to reverse the previous decisions made. Table 17: TENDS TO TAKE DECISION THAT ARE PEOPLE ORIENTED RATHER THAN COMPANY ORIENTED
0% 34% 33%
Never Not Often Not Applicable Usually
0% 0% 33%
Always Ambigous
INTERPRETATION 34% say they always take decisions that are people-oriented. 33% say they do not often take decisions that are people-oriented. 33% say they never take decisions that are people-oriented. Table 18: OFTEN MISSES OUT ON THE IMMEDIATE NECESSITY IN INTERESTS OF A LARGER PERSPECTIVE WHILE TAKING DECISIONS LEADING TO PROBLEMS
73
58
Never 33% 50% 0% 17% Not Often Not Applicable Usually Always Ambigous
INTERPRETATION 50% say that never often misses out on the immediate necessity in interests of a larger perspective while taking decisions leading to problems. 33% are ambiguous. 17% say that they do not often misses out on the immediate necessity in interests of a larger perspective while taking decisions leading to problems.
Table 19: WAITS FOR THE BOSS TO TAKE DECISIONS
0% 33%
17%
0% 50%
Always Ambigous
Source: field investigation INTERPRETATION 50% of the respondents say that they do not often wait for the boss to take decisions. 33% of the respondents do usually waits for the boss to take further decisions. 17% of the respondents always wait for the opinion of the boss to take decisions.
74
59
A Behavioral Study Of People Styles At Work 75 Table 20: CALLS FOR THE OFFICIAL MEETING BEFORE TAKING ANY DECISION
0% 33%
17%
33% 17%
Always Ambigous
Source: field investigation INTERPRETATION 33% of the respondents say, they do not often call for an official meeting. 33% of the respondents say, they usually call for an official meeting. 17% of the respondents say, they always call for an official meeting. 17% of the respondents say, they never call for an official meeting. Table 21: EXPECTS SUBORDINATES TO CONSULT BEFORE TAKING ANY DECISIONS 0% 0% 33% 50% Never Not Often Not Applicable Usually Always 17% 0% Ambigous
Source: field investigation INTERPRETATION 50% do not often expect subordinates to consult them before taking decisions. 33% always expect subordinates to consult them before taking decisions. 17% usually expect subordinates to consult them before taking decisions.
75
60
9.1.4 BOSS-SUBORDINATE INTERACTION STYLE Table 22: INSPIRES HIGH ENERGY AMONG SUBORDIATES
0% 33%
17%
50%
Ambigous
Source: field investigation INTERPRETATION 50% usually shows positive energy among subordinates 33% always shows positive energy among subordinates. 17% are not applicable.
Table 23: UNAPPROACHABLE
16% 0% 17%
0%
17%
Source: field investigation INTERPRETATION 50% are never unapproachable. 17% are not often unapproachable. 17% are not applicable. 16% are always unapproachable.
62
A Behavioral Study Of People Styles At Work 77 Table 24: USUALLY LIKES TO SEE SUBORDINATES BUSY (INVENTING ACTIVITES JUST TO KEEP THEM BUSY)
17% 0% 17% 0%
16%
50%
Ambigous
Source: field investigation INTERPRETATION 50% do not often suppress pressure on the subordinate. 17% are ambiguous. 17% usually suppress pressure on the subordinate. 16% never suppress pressure on the subordinate. Table 25: TENDS TO DO THINGS BY HIMSELF/HERSELF SO AS TO DO IT RIGHT
0%
17%
Never Not Often Not Applicable
17% 66%
Usually Always Ambigous
Source: field investigation INTERPRETATION 66% usually does thing by himself/herself. 17% do not often do things by him/her. 17% are not applicable. Table 26: ONE CAN LEARN SOMETHING BY WORKING WITH HIM/HER
77
64
17%
0%
Never Not Often Not Applicable Usually Always 83% Ambigous
Source: field investigation INTERPRETATION 83% usually learn by working with him/her. 17% always learn by working with him/her. Table 27: USUALLY LIKES OTHERS TO TREAT HIM/HER WITH RESPECT, ADMIRATION AND PERSONAL LOYALTY AND RECIPROCATES THE SAME 0% 0% 33% 50% Never Not Often Not Applicable Usually Always 17% 0% Ambigous
Source: field investigation INTERPRETATION 50% do not often care about how he/she would like to be treated by others. 33% always likes others to treat him/her with respect, admiration, personal loyalty and reciprocates the same. 17% usually likes others to treat him/her with respect, admiration, personal loyalty and reciprocates the same.
78
65
A Behavioral Study Of People Styles At Work 79 Table 28: TENDS TO TREAT SUBORDIANTES AS LESS IMPORTANT OR LESS SIGNIFICANT PEOPLE. PERFERS TO GO BY DESIGNATION AND STATUS
0%
100%
Source: field investigation INTERPRETATION 100% never treats subordinates according to their position or designation. They prefer to treat them equally. Table 29: ALLOWS SUBORDINATE TO MAKE MISTAKES AND IS SUPPORTIVE TO RECTIFY
17%
0%
17% 0%
33%
33%
Always Ambigous
Source: field investigation INTERPRETATION 33% are always willing to allow subordinates to make mistakes and rectify them. 33% are usually willing to allow subordinates to make mistakes and rectify them. 17% do not often allow subordinates to make mistakes and rectify them. 17% are ambiguous.
79
67
9.1.5 EMOTIONAL EXPRESSIVENESS Table 30: TEND TO RELEASE PENT UP STRESS ON SUBORDINATES
17% 0%
0%
Never Not Often Not Applicable Usually Always 83% Ambigous
Source: field investigation INTERPRETATION 83% never shows their pent up stress on subordinate. 17% always shows their pent up stress on subordinate Table 31: IS ABLE TO SPREAD POSITIVE EMOTIONS AMONG
SUBORDIANTES 17% 17% 0% 0% 0% Never Not Often Not Applicable Usually Always 66% Ambigous
Source: field investigation INTERPRETATION 66% usually spreads high energy levels among subordinates. 17% never spreads high energy levels among subordinates. 17% always spreads high energy levels among subordinates. Table 32: EASILY UPSET BY CRITICISM
80
68
17% 0%
0%
17%
66%
Source: field investigation INTERPRETATION 66% do not often become upset by criticism. 17% usually become upset by criticism. 17% never become upset by criticism. Table 33: PROVIDES SUPPORT TO SUBORDIANTES WHEN REQUIRED PROACTIVELY
0% 33%
67%
Always Ambigous
Source: field investigation INTERPRETATION 67% always stands up to provide support to subordinates. 33% usually stands up to provide support to subordinates. Table 34: TAKES TIME TO CONVEY HIS/HER FEELINGS OR EMOTIONS
81
69
17% 0%
0% 33%
Never Not Often Not Applicable Usually 0% Always Ambigous
50%
source: field investigation INTERPRETATION 50% usually conveys their emotions. 33% do not often like to show their emotions. 17% are ambiguous. Table 35: USUALLY CALM, NOT DISTRUBED BY PRESSURE
0%
17% 0%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are usually calm and not disturbed by stress and pressure. 17% are not that often calm and tend to get disturbed by pressure.
82
70
9.1.6 COLLEAGUE DELIGHT Table 36: IS DEPENDABLE FOR SUBORDIANTES 17% 17% 0% 0% 0% Never Not Often Not Applicable Usually Always 66% Ambigous
Source: field investigation INTERPRETATION 66% are usually dependable to subordinates. 17% are always dependable to subordinates. 17% are never dependable to subordinates. Table 37: GENERALLY TRUSTWORTHY
0%
50%
50%
Source: field investigation INTERPRETATION 50% are always and usually trustworthy to the colleagues. Table 38: IS COMFORTABLE WITH REGULAR TASKS AS REQUIRED BY HIS/HER POSITION
83
71
17%
0%
Never Not Often Not Applicable
17% 66%
Usually Always Ambigous
Source: field investigation INTERPRETATION 66% are usually comfortable with their regular tasks. 17% are always comfortable with their regular tasks. 17% are ambiguous. Table 39: HESTITATES TO WORK IN A TEAMSETTINGS WITH THE SUBORDINATES
17% 0% 50% 33%
INTERPRETATION 50% never hesitates to work in a team along with subordinates. 33% not often hesitates to work in a team along with subordinates. 17% are ambiguous. Table 40: IS FINE WITH INFORMAL SETTINGS
84
72
17%
0%
33%
Source: field investigation INTERPRETATION 50% are usually happy to be involved in informal settings. 33% are always happy to be involved in informal settings. 17% are ambiguous. Table 41: CANNOT KEEP A SECRET/CONFIDENTIAL INFORMATION 0% 17% 0% 0% 33% Never Not Often Not Applicable Usually Always 50% Ambigous
Source: field investigation INTERPRETATION 50% do not often keep confidential information to themselves. 33% can never keep confidential information to themselves. 17% cannot usually keep confidential information to themselves.
85
73
Table 42: TENDS TO DELEGATE REPETITIVE WORK AND KEEP THE INTERESTING WORK TO HIMSELF/HERSELF
0% 33%
67%
Always Ambigous
Source: field investigation INTERPRETATION 67% do not often keep interesting work to themselves while delegates monotonous work to others. 33% never keep interesting work to themselves while delegates monotonous work to others.
86
74
9.1.7 EXECUTION STYLE Table 43: IS SENSITIVE TO THE VALUE OF TIME
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are always time conscious. 17% are usually time conscious. Table 44: DELIVERS RESULTS FOR THE COMMITMENTS MADE
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% are always committed to the work and delivers result. 17% are usually committed to the work and delivers result Table 45: OVER-PROMISES, UNDER-DELIVERS
76
0% 17% 0% 0% 33% Never Not Often Not Applicable Usually Always 50% Ambigous
Source: field investigation INTERPRETATION 50% of the respondents do not often over-promises while under delivers. 33% of the respondents never over-promise while under delivers. 17% of the respondents usually over-promise while under delivers. Table 46: UNDER-PROMISES, OVER-DELIVERS 0% 17% 0% 0% 33% Never Not Often Not Applicable Usually Always 50% Ambigous
Source: field investigation INTERPRETATION 50% of the respondents do not often under promises while over delivers. 33% of the respondents never under promises while over delivers. 17% of the respondents usually under promises while over delivers. Table 47: ABILITY TO ASK TOUGH QUESTIONS THAT GET RIGHT TO THE HEART OF THE MATTER
88
77
17% 0%
0%
17% 0%
66%
Source: field investigation INTERPRETATION 66% of the respondents usually have the ability to ask the right questions 17% of the respondents do not often have the ability to ask the right questions 17% of the respondents are ambiguous. Table 48: REWARD THOSE WHO DO RATHER THAN SAY THEY WILL
0%
17%
83%
Ambigous
Source: field investigation INTERPRETATION 83% say that they always reward those who do rather than say they will. 17% say that they usually reward those who do rather than say they will.
89
79
10 CHAPTER 9 10.1 MAJOR RESEARCH FINDINGS 10.1.1 1.
THINKING STYLE Majoity of the employees are open to new ideas and creative solutions that are generated by the subordinates.
2. 3. 4. 5. They try to come up with solutions to problems that might arise. Most employees plans well before jumping into action. Employees demonstrate concern for attention to details while planning. Employees tend to think of ways to utilize persons with complimentary goals so as to arrive at Win-Win solutions.
6. 7.
They have the ability to forecast a possible situation that can arise. Very few employees focuses on finishing or closing the task at hand.
10.1.2 1.
COMMUNICATION STYLE Employees do not like to communicate or share any form of information regarding their company, policies and future direction to only few subordinates.
2.
80
A Behavioral Study Of People Styles At Work Allows subordinate to complete the communication thread before reacting. Subordinates are given the necessary space to express themselves.
3.
Makes an effort to convince his/her viewpoints but never forces to accept his/her views.
4.
They are focused during interactions, never jumps from one topic to another.
5. 6.
The mood of the employee depends on his style of communication. Generally gives respect to the other people, irrespective of position in the organizations hierarchy.
7.
Most of them are able to agree to a disagreement.
90
81
10.1.3 1.
DECISION MAKING STYLE Majority of the employees takes decisions in the best interests of everybody involved and never postpones the crucial decisions that should be taken.
2. 3.
Are open to change the previous decisions made by them. The employees never take trouble in following up a decision to observe its effect.
4.
Employees never call for an official meeting before taking any decisions. They consult team members only when absolutely essential when taking decisions.
5. 6.
Encourages subordinates to take decisions independently. Employees would like to take decisions that are people oriented.
10.1.4 1.
BOSS-SUBORDINATE INTERACTION STYLE Most employees spread positive energy among subordinates. Tends to take subordinate along.
2. 3. 4. 5.
A Behavioral Study Of People Styles At Work Comes across as a person who is simple and is approachable. Generally stands up and protects subordinates mistakes. Employees like to set themselves as a role model to others. Subordinates do learn by working with him/her. Coaches them- so they can get better
6. 7.
Pushes self in order to set an example to subordinates. Gives confidence to employees.
10.1.5 1. 2. 3. 4.
EMOTIONAL EXPRESSIVENESS STYLE Inspires high energy levels among subordinates. Never tends to infect subordinates with stress. Sensitively handles even unreasonable demands of subordinates. Most of them are not easily disturbed by pressure or stress. They are usually calm.
5. Takes time to understand the subordinates feelings and also tries to convey his/her emotions and feelings.
91
83
A Behavioral Study Of People Styles At Work 92 6. Provides feedback to the employees.
10.1.6 1. 2. 3. 4. 5. 6. 7.
COLLEAGUE DELIGHT STYLE The employees are generally trustworthy and make an effort to be ethical. Employees are more of friend than a boss to subordinate. Assists subordinates proactively. Creates a comfortable environment. Employees never grumble or complain with regular tasks. Most of them are happy to be involved in the informal settings. Employees lack in keeping confidential information to themselves.
10.1.7 1.
EXECUTION STYLE Most of the employees use their time efficiently. Tries to manage time well.
2. 3. 4. 5.
They are committed to the work. Employees do have the ability to ask the right questions. Delivers according the promises made. Employees reward those who perform well at work than they say.
92
84
11 CHAPTER 10 11.1 RECOMMENDATIONS 1. 2. Improve in interpersonal communication through Johari Window Different approaches to work can fit to get sync with others. This can be achieved through managerial grid training 3. Counseling should be provided to employees regarding conflict management. 4. 5. 6. Assertiveness Training Flexing each style of behavior among employees Corporate enterprises need to conduct research periodically on effective ineffective work styles
11.2 DIRECTIONS FOR FURTHER RESEARCH Following are the fertile areas for further research: 1. 2. 3. 4. 5. 6. A detailed study on Just In-Time flex concept. Leveraging personal styles to effective organizational performance Keys to understanding people in contemporary organizations People styles at work; and their interface with organizational stress Energizing employees through productive relationships Strategies to flex different styles of behavior towards organizational effectiveness.
93
85
12 ANNEXURE 12.1 SELECT BIBLIOGRAPHY 12.1.1 BOOKS 1. 2. "Dealing with People By Robert Heller D.K. Publishing Inc. New York. Human Resource Management By John.M.Ivancevich , Tata McGrawHill Publications. 3. "Personal Styles and Effective Performance" By David Merrill and Roger Reid, Radnor, Chilton Book Publications 2005 4. "Management: Tasks, Responsibilities, Practices, Harper and Row Publications 1973 5. "Loving, Living and Learning" By Leo Buscaglia Holt, Rinehart and Winston Publications 2002 6. "Interaction Ritual: Essays on Face-to-Face Behavior" By Erving Goffmann, Anchor Books publications, 2000
7.
"Managing for Excellence" By David Bradford and Allan Coheb, John Wiley & Sons, 2000
12.1.2 1. 2. 3. 4.
JOURNALS Human Capital Executive Excellence ICFAI HRM Review Journal of Organizational Behavior
12.1.3 1. 2. 3. 4.
BUSINESS MAGAZINES Business World Business Today Fortune Business Line
12.1.4 1.
A Behavioral Study Of People Styles At Work WEBSITES VISITED http://developers.sun.com/toolkits/articles/personality.html
94
87
2. 3.
www.humanlinks.com http://www.southwest.cc.nc.us/careerfocus/fall03/style.htm
95
88
13 QUESTIONNAIRE QUESTIONNAIRE: A behavioral study of people styles at work Dear Employee, I, Soumya Prasad, a student of MBA course of Bangalore University, would like to ask a few questions as a part of my MBA project. I request you to kindly answer them honestly and accurately. I assure you that the information given by you will be kept extremely confidential. Thanking you in advance for your cooperation. Employee Personal Data: a. Name : ____________________________________ b. Age : _______yrs c. Company : _________________________________ d. Job Designation : ____________________ e. Qualification : ___________________ f. Experience :
me up with solutions to problems that
3. Focuses on 'finishing' or closing the task at hand rather than planning on how to do so
new ideas, creative solutions generated by subordinates 96
89
licable
complementary goals so as to arrive at 'win -
Communication Styles 7. Shares information about company, business, policies
the use Ambiguous? 9. Provides 'space' for sub-
97
90
A Behavioral Study Of People Styles At Work 98 10. Jumps from one topic to
Ambiguous? 12. Is able to agree to a disagreem
on making styles 14.
Ambiguous?
98
91
bosses to
con
99
92
A Behavioral Study Of People Styles At Work 100 Boss-subordinate Interaction styles 22. Inspiring high energy among ous?
Ambiguous? 24. Usually likes to see subordinates busy - even inventing activites just to
Ambiguous? 2
Ambiguous? 27. Usually likes others to treat him or her with respect, admiration and
100
93
A Behavioral Study Of People Styles At Work 101 28. Tends to treat subordinates as less important or less significant people.
biguous?
ally
when required pros?
101
94
Collea
regular tasks (even i
Ambiguous? 40. Is fine with an informal setting
102
95
and keep the
Over-promises, Over-deli
103
96
her than say
104
97
98

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A Behavioral Study Of People Styles At Work

Submitted By Ms SOUMYA PRASAD Reg.No-04XQCM6094

UNDER THE GUIDANCE OF DR. K.V. PRABHAKAR SENIOR PROFESSOR

M.P.BIRLA INSTITUTE OF MANAGEMENT ASSOCIATE BHARTIYA VIDYA BHAVAN. BANGALORE-560001

IDSG.Govt. College, Chickmagalur.

Place: Bangalore Date: 5th June 2005

(Ms. Soumya Prasad)

IDSG.Govt. College, Chickmagalur.