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Management Report
Susan Johnson
Saturday, July 24, 1999
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Management
Report |
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The primary purpose of this management Report is to
provide you, the supervisor, with information concerning Susan’s
significant behavioral tendencies and preferred style of performing
her job. This information is intended to augment, and not replace, any
other sources of work related data. This report will confirm or
clarify your impressions, and alert you to new considerations,
regarding Susan’s compatibility with the demands of her position.
You will also get a good picture of her potential for growth and
development within your organization.
This report will help you to understand your employees better in
all aspects of your work with them. Combined with your knowledge of
their work performance, this information can help you better
understand any difficulties that an employee might be encountering. It
also contains valuable information with respect to training needs.
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SUMMARY
OF PRIMARY BEHAVIORAL TENDENCIES |
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This section of the report summarizes Susan's typical behavioral
tendencies with regard to five critical job-related components. The
purpose of this information is to help you to identify and make full
use of Susan's strengths, and to help her to manage those areas that
might be limiting her effectiveness.
I - Productivity
 | She can become critical of others who do not
share her sense of urgency.
| She challenges others to do their very best.
| Self-motivated, she stays on the move.
| Often, Susan sets goals which are difficult to
reach.
| She is difficult to satisfy.
| She tends to avoid spending time on small talk
and social amenities.
| When time passes without getting much
accomplished, she may experience frustration.
| She subscribes to the idea that time is money. |
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II - Quality of Work
| She is capable of producing good quality work; however, she
tends to be more results-oriented than process-oriented.
| Though she is decisive and quick to take action, Susan has a
casual interest in details and routine tasks.
| Preferring to concentrate on overall concepts, she de-emphasizes
or delegates detail work.
| She prefers to take short cuts whenever possible.
| She has only a moderate interest in exactness and detail work. |
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II - Initiative
| She will pursue an opportunity in an aggressive and independent
manner.
| As a self-starter, she will take independent action.
| She is capable of expressing a sense of urgency for others to
act now.
| She can challenge the status quo.
| Susan accepts responsibility for her actions.
| Capable of assessing a situation, she can take action when
required.
| She is inclined to take on new responsibilities. |
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IV
- Teamwork
| Concerned with the importance of each person's contribution to
the attainment of overall objectives, she believes that if
everyone does their job individually, the team's success is
assured.
| With a strong need to control, she can steer the course of what
is happening, the direction of events, and the final result.
| Preferring direct and to the point communication with team
members, she will not spend much time on social small talk.
| She prefers self-motivated, self-directed team members.
| Tending to relate to individual needs, she will encourage
individual expression.
| She is generally effective working in groups.
| Usually, she participates in group problem solving efforts. |
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V - Problem Solving
| She pursues problems with a sense of urgency.
| Decisive and self-assured, Susan has a tendency to make quick
decisions.
| She can become impatient with the view that "We've been
doing this for the last ten years, so why should we change?"
| Simple, practical, and easy to follow instructions are
preferred.
| She is inclined to challenge the status quo.
| She is likely to stress pragmatic approaches based on common
sense and practical experience. |
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SUGGESTIONS
FOR INCREASED EFFECTIVENESS |
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This section relates to some behavioral tendencies that Susan might
want to modify or improve. The significance of these behavioral
tendencies takes on meaning as they are related to her current
position, career and/or personal goals.
I - Productivity
| Realize that others may need time to adjust to her quick
decision-making style.
| Do not lose sight of the long run in her attempts to get
immediate results.
| Recognize the need for solid thinking about implementation with
the support necessary to reach challenging goals.
| Accept the fact that others may not be as focused as she is.
| Try to be more selective when considering which new tasks to
take on and learn to say no.
| Guard against becoming so involved and motivated that she sets
overly optimistic goals. |
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II - Quality of Work
| Take the time to work out the steps in a process in writing
before beginning a project.
| Susan might produce higher quality work if she were more
consistent in attending to critical details.
| Recognize that additional time spent in checking the small
details will be well spent.
| Try to split up large tasks into smaller tasks with separate
deadlines and quality checkpoints. This will enable her to manage
time more efficiently and ensure quality in each step of the
process.
| If appropriate, let it sit overnight. With a fresh outlook the
next day, Susan might be able to spot inconsistencies, errors or
defects that would have otherwise slipped by her. |
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III - Initiative
| Try not to force action when there is no need to do so.
| Understand that often the established way of doing things is
based on solid reason; be aware that sanctions may exist.
| Learn to pace herself better; know when and how to relax.
| Think before she takes action. Consider all options and the
likely outcomes of each option before going with her first option.
| Show an interest in co-workers' personal interests. |
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IV - Teamwork
| Listen to, and be considerate of, the thoughts, feelings and
experiences of others.
| Understand other points of view before she speaks. Let other
team members finish a point before she makes a counterpoint.
| Try to develop more informal relationships at work so that when
Susan is in a group situation she will already be comfortable with
the participants.
| Be willing to delay her individual work to assist others with
high priority group projects.
| Spend more time explaining her reasoning process rather than
just announcing conclusions.
| Susan might improve the comfort level of team members and the
flow of productive ideas by showing greater sensitivity to other
viewpoints.
| Maintain greater objectivity in assessing situations and be more
willing to adjust her approach to meet team objectives.
| Consider how she might operate so as to get the benefit of group
performance.
| Negotiate desired outcomes on a win/win basis instead of a
win/lose basis.
| Practice becoming more of a team player. |
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V - Problem Solving
| Avoid sharp criticism of others.
| Involve others more in the decision making process.
| Susan may become a better problem solver if she takes the time
to identify the underlying issues.
| Use other people's experience. Listen to other's opinions,
especially those who are on the front lines of an issue.
| Avoid shotgun thinking.
| Talk to people with varied backgrounds to get different
perspectives on the same problem. Make more contacts outside her
immediate work group or business area.
| Try to understand all levels of a situation by getting input
from others. |
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RESPONSE
TO JOB-RELATED STRESS, FRUSTRATION AND/OR CONFLICT |
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This section describes how Susan may typically respond to stress,
frustration and/or conflict in a job setting.
| Become self-reliant, rely on her own strengths and capabilities.
| Become decisive, self-assured and bold.
| Take a direct, aggressive approach; get straight to the point.
| Persist in following up with others until a clear-cut decision
is made.
| Accept the risk of change and uncertainty.
| Be quick to respond to emergencies and resolve problems.
| Move in quickly and seize an opportunity or create one. |
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If, however, the level of stress, frustration and/or conflict
becomes intense and/or continues over an extended period of time,
there may be a tendency to:
| Become impatient, critical and faultfinding.
| Become autocratic, extremely demanding and push people rather
than lead them.
| Act recklessly, become inattentive to critical details and
important routine tasks.
| Sacrifice thought for action and may overwhelm others with a
feeling of emergency.
| Become defensive, make others feel defensive.
| Try to get the desired result too soon, not waiting for the
right moment.
| Dominate and cut off the expression of important data and ideas
by others.
| Act with a lack of tact and diplomacy. |
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WORK
MOTIVATION |
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This section of the report describes the different types of
incentives, rewards and conditions that are most compatible with
Susan's behavioral tendencies and motivational style. In motivating
her, consider providing:
| New challenges in areas of interest that are a real test of
abilities.
| The opportunity to be first, number one, to be the best.
| Freedom from controls, close supervision and organizational
constraints.
| A high sense of urgency, pressures, critical deadlines.
| The opportunity to make decisions.
| Opportunity to solve challenging problems.
| Power and authority.
| Status and money.
| Situations where she is held accountable solely for results
rather than for how the results are achieved.
| Opportunities for personal accomplishments, more responsibility.
| Short term goals, immediate results.
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MOTIVATIONAL
ENERGY |
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Motivational Energy (ME) reflects the intensity that an individual
shows and how she approaches most situations. Susan's ME indicates
that she will approach most situations with a moderate intensity and
suggests that she might be inclined to show one or more of the
following behavioral tendencies:
| Because Susan may invest intense energy into many directions
simultaneously, she can become spread too thinly at the expense of
overall effectiveness.
| Susan can overuse a position of power and authority without
careful regard for others.
| When acknowledging and recommending employees, she may emphasize
individual accomplishments over group contributions. As a result,
unproductive competition among team members might increase while
team efforts suffer.
| While capable of making good decisions, she may not always use a
systematic approach. By rushing important decisions, she will
sometimes miss some important information or forget to involve key
persons.
| Although typically effective at making decisions, she could
improve the accuracy of some decisions by identifying the most
difficult problems and spending more time on her resolution.
| Preferring a quick pace, variety, new challenges and
opportunities, she might not pay enough attention to the continued
success of more long-term, ongoing projects.
| Sometimes, she is impatient with the view that "We've been
doing this for the last ten years, so why should we change?"
| Having shown the ability to solve problems, she sometimes acts
before identifying the root cause.
| Generally, Susan makes decisions in a timely manner, however,
occasionally she may rush an important decision before considering
all the available information.
| Although capable of producing good quality work, she may show
limited attention to details and accuracy. |
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GRAPHIC
SUMMARY |
When Scale I is High
| Works best with minimal supervision and control
| Decisive and direct, likes to control the work environment
| Takes a challenge easily
| Comfortable with change |
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When Scale II is High
| Generally optimistic and enthusiastic
| A good promoter and motivator
| Enjoys freedom of movement
| Better with the big picture than the details |
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When Scale III is High
| Known as a dependable and steady team worker
| Enjoys a stable and predictable work environment
| Friendly and usually works to get along with co-workers |
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When Scale IV is High
| An analytical individual who is accurate and good with details
| Enjoys working where critical thinking is needed
| A conscientious person with a well-developed idea of 'right and
wrong' |
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When Scale V is High
| Internally motivated to make own decisions and then take action
| Forceful, will seek to be in charge and in control
| Strong willed |
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When Scale V is Low
| Responds to external motivation
| Usually an effective team member who follows direction well
| Comfortable with a strong manager and leader |
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