Report: Management and Organizational Behavior - Team Style Analysis

This report delves into the realm of management and organizational behavior, focusing on the impact of different team management styles. It begins by analyzing the Myers & Briggs Type Indicator (MBTI) to determine suitable management styles, highlighting participative or democratic approaches that foster commitment and inclusivity. The report then contrasts various management styles, such as autocratic, coaching, democratic, and affiliative, and their respective effects on team decision-making. It emphasizes the role of individual personalities within a team and identifies key personality types essential for team success, including leaders, team players, researchers, experts, planners, and creatives. Furthermore, the report examines the influence of personality preferences (Extraversion vs. Introversion, Sensing vs. Intuition, Thinking vs. Feeling, and Judging vs. Perceiving) on team dynamics and task execution. Finally, the report explores factors beyond financial compensation that motivate teams, emphasizing the importance of communication, opportunities, task control, rewards, and challenging work environments to enhance employee engagement and performance.

Running head: MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
Team’s management style
Name of the Student
Name of the University
Author Note

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Table of Contents
Answer a.....................................................................................................................................2
Answer b....................................................................................................................................3
Answer c.....................................................................................................................................4
Answer d....................................................................................................................................5
Answer e.....................................................................................................................................6
References..................................................................................................................................8

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

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Answer b
Management styles vary from a very autocratic style to extremely democratic style.
However, for different organizational culture the management styles differs as in some styles
of management is better for those workplace environments where the teamwork needs to get
encouraged (Olmedo-Cifuentes & Martínez-León, 2014). Thus, different management style
has different effects on team decisions as well. The differences in management style in team
decision is as follows-
 Autocratic- In this type of management style the manager or the higher authority
leader takes the important decisions in the organization all by himself and never
consider the words of their employees. This is thus, a single-minded approach with an
individualistic model of activities in the organization taken for autocratic style.
Because of this controlling nature, the employees face with low morale and not at all
fit for motivating team decisions as one person takes the decisions.
 Coaching- This style is better than autocratic style of management here the primary
goal is to make the staffs development. Thus, management puts emphasis on training,
analyzing and coaching their staffs towards the best performance (Smith, 2017).
Thus, in team decision making it contributes, as a drive to more one to one mindset
and does not always oppose the team members.
 Democratic- This management style is one where all the employees have their
contributions in the team decision for which the staffs are very much involved and
feel an important part of the company’s broader goal (Mohiuddin, 2017).
 Affiliative- The main objective in this management style is developing a balanced
team in the organizational culture. The risk factor in this type of management style is
individual accountability. The manager however, encouraged a communicative and
harmonious work team. Therefore, the best management style would be to mix

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coaching style or any other developmental management style with this affliliative
style of management.
Answer c
The engine of a team is the personality of the individuals with whom a team is build
up; personality is the one, which binds the team members together. However, the composition
of the team, their demands as well as the needs for being successful is solely depending on
the employees (Orhan, Rijsman & Van Dijk, 2016). Therefore, the individuals need to work
together and engage among each other to have a successful team. Working with a group of
people can be exciting as well as challenging. Individual’s personality however plays a very
important role in the success of a team, the following personality types are essential to make
to have a positive effect on the success of the team in any organization-
 The person will leadership qualities are those who have powerful communicating
skills, a transparent vision of where he wants to take the organization along with the
other teammatesand the one who has the ability to encourage others. This personality
type of employees will help in delegating work and leading the team forward by
letting go all the restrains.
 The next personality type is of a team player who has been found to be defined by
their eagerness to work altogether for a typical goal of the organization.
 Then comes the personality type of a researcher who asks several questions and then
search the answer by him. This type of team members are visited by all to clear their
doubts and get fastest best resources.
 Then there is the expert personality type who has a huge knowledge of the work and
the company he is in.

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 Planner personality type is the one who are always found to be self-motivated in the
team and thus they help in dedicating a decision for the betterment of the company so
that they can gain popularity.
 The creative personality type affects the team success by supplying fresh and
authentic solutions to their team and making their team stand out high from the
crowd.
Answer d
Personality preferences can be defined as categorizing an individual’s tendencies,
which are natural (Sritharan & Ragel, 2016). However, from the personality type assessment
four pairs of opposite preferences have been listed which are found to have an impact on the
team members to carry out their task.
 Extraversion vs. Introversion- Extroverts has a strong verbal and assertive
communication style that helps them in talk in order to think about any task.
Individuals with this type of personality preference are energetic, sociable and lively.
On the other hand, introverts face issues in working in a large group. They are mainly
good listeners and think carefully before taking any decisions (Yang, Richard &
Durkin, 2016).
 Sensing vs. Intuition- People with high Sensing personality preferences are very much
focused as well as concrete and literal thinkers. They mainly do their task based on
the value realism as well as common sense. Moreover, they like implicating their
ideas practically while doing a task. On the contrast intuitive people finds it
interesting to collect the knowledge by reading in-depth about it. They are capable of
visualizing a broader picture of the task they are given and thus are very much
systematic.

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 Thinking vs. Feeling- Thinking people while doing a task takes the decision that is
based on the facts. They use their brains and never are carried away by their emotions
thus; they support truth and easilyrecognize flaws. Whereas Feeling people when
doing a task makes their decisions that are very much reliable on the principles and
values. Thus, they believe in pleasing others to be appreciated.
 Judging vs. Perceiving- People with judging preference personality is seen to value
order as well as the company. They are well structured and arranged. This type of
people finds satisfaction in completing tasks and seeking closure. Perceivers on the
other hand, enjoy starting a new job rather than completing it.
Answer e
Apart from money, people as a team do get motivated from other factors as well.
However, majority of the reasons for employees being demotivated can be controlled even
though maximum of the managers or companies like to hear that the real cause of turnover is
for money but that is not the ultimate cause (Wombacher & Felfe, 2016). Therefore, the five
important factors that need to be considered in motivating the team to perform understanding
the personalities are as follows-
 Communication- A major motivating factors that need the foremost consideration is a
two-way communication between the employees and the managers. This
communication must be transparent and wise and must involve established discussion
of the organizational problems.
 Opportunities- The teams must get adequate opportunities where they can show how
well they can utilize their skills in grasping the opportunities. Through appropriate
opportunities, employees can be held answerable in going through their usual learning
plans.

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 Control over their tasks- The teams must be given the responsibilities. They must feel
that they are trusted and by feeling that they can involve themselves more in the given
tasks and shape their way accordingly.
 Rewards and Acknowledgement- Teams must have a clear idea about what their
rewards will be for appreciating their efforts. Rewards must be equal for all
employees so that they can gain equal amount of benefits through their performance.
 Challenging and Inspiring work- The job for which the teams are working must be
exciting and challenging to get them motivated all the time. If the work is
monotonous, then the team will lose interest and thus that will be reflected in their
performance. However, to avoid that team members must be checked from time to
time that every member is following a challenge plan or not and is occasionally ask to
evaluate their intensity of job excitement.

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References
Lee, T. W., Hom, P. W., Eberly, M. B., Li, J. J., & Mitchell, T. R. (2017). On the next decade
of research in voluntary employee turnover. The Academy of Management
Perspectives, 31(3), 201-221.
Mohiuddin, Z. A. (2017). Influence of Leadership Style on Employees performance:
Evidence from Literatures. Journal of Marketing and Management, 8(1), 18.
Obolensky, M. N. (2014). Complex adaptive leadership: Embracing paradox and uncertainty.
Gower Publishing, Ltd..
Olmedo-Cifuentes, I., & Martínez-León, I. M. (2014). Influence of management style on
employee views of corporate reputation. Application to audit firms. BRQ Business
Research Quarterly, 17(4), 223-241.
Orhan, M. A., Rijsman, J. B., & Van Dijk, G. M. (2016). Invisible, therefore isolated:
comparative effects of team virtuality with task virtuality on workplace isolation and
work outcomes. Revista de Psicología del Trabajo y de las Organizaciones, 32(2),
109-122.
Smith, S. (2017). Using a blended style of coaching. International Journal of Evidence Based
Coaching and Mentoring, 15(1), 65.
Sritharan, S., & Ragel, V. R. (2016). Identifying the Personality Preference Across Faculties
and Demographic Factors: Myers-Briggs Personality Profiles of Academics of
Eastern University, Sri Lanka. IUP Journal of Organizational Behavior, 15(2), 56.
Wombacher, J., & Felfe, J. (2016). The interplay of team and organizational commitment in
managing intergroup conflict in the organization. Academy of Management Journal.

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Yang, C., Richard, G., & Durkin, M. (2016). The association between Myers-Briggs Type
Indicator and Psychiatry as the specialty choice. International journal of medical
education, 7, 48.
Yu, P. L., Fang, S. C., & Wang, Y. L. (2016). Improving IT professionals job skills
development: The use of management styles and individual cultural value
orientation. Asia Pacific Management Review, 21(2), 63-73.