PP5 Management Skills

7/31/2019 PP5 Management Skills

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Management of Change andTeam Work Skills

BySri P. Ganeswara Rao,

M. Tech.,(Structures)

Chief Engineer, PR, Vig & QC


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Management of Change andTeam Work Skills

Preferences

There are 4 sets of preferences. They are

1. Extraversion (E) - Introversion (I)2. Sensing (S) - Intuition (N)

3. Thinking (T) - Feeling (F)

4. Judging (J) - Perceiving (P)


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Each combination of preferences has its own set of interests, values

and skills. Here are brief description of each type. Find the one

matching your four letters and see that it fits you.

(E) Extraversion (75%) (I) Introversion (25%)

Tend to focus on the outer worldof people and things

Tend to focus on the innerworld of ideas and

impressions

Chooses people as a source ofenergy

Prefers solitude to recoverenergy

Sociable Territorial Sense of happiness when they

are in a crowd

Sense of loneliness when theyare in a crowd

Multiplicity of relationships Limited relationships.


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(S) Sensing (75%) (N) Intuition (25%)

Tend to focus on the present and onconcrete information gained from

their senses or experiences

Tend to focus on the future,with a view towards

patterns and possibilities

Practical Innovative

Wants facts, trusts facts andremembers facts

Enjoys fantasy and fiction

Past Future Realistic Speculative

Sensible

Imaginative Fact Fiction


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(T) Thinking (50%) (F) Feeling (50%)

Tend to base their decisions onlogic and on objective analysis

of cause and effect

Tend to base their decisionsprimarily on values and on

subjective evaluation of person

centered concerned.

Impersonal basis of choice Too soft hearted and unable totake firm stand

More men prefer thinking More women prefer feeling Principles Values Policy Social values Justice Humane Standards Good or Bad Critique Appreciate


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(J) Judging (50%) (P) Perceiving (50%)

Tend to like planned and organized approach to lifeand to have things settled

Tend to like a flexible and spontaneousapproach to life and prefer to keep their

options open.

Who choose closure over open options Preferring to keep things open and fluid. While making a decision have a feeling of ease and

satisfaction

While making a decision have a feelingof uneasiness and restlessness.

Establish dead lines and to take them seriouslyexpecting others to do the same.

No dead lines. No seriousness. Moreplayful.

At work Js criticize Ps At works Ps criticize Js Settled Pending Decided Gather more data Fixed Flexible Closure Open options Planned Open ended Decisive Tentative Urgency Plenty of time Dead Line What dead line ?


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From the above decide your characteristics one

among the below 16 Characteristics.

INTP (Architect) ESFJ (Seller)

ENTP (Inventor) ISFJ (Conservator)

INTJ ( Scientist) ESFP (Entertainer)

ENTJ (Field Marshal) ISFP (Artist)

INFP (Questor) ESTJ (Administrator)

ENFP (Journalist) ISTJ (Trustee)

INFJ ( Author) ESTP (Promotor)

ENFJ (Pedagogue) ISTP (Artisan)


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A brief of all 16 characteristics:

Sensing Types Intuitive Types

ISTJ ISFJ INFJ INTJ

Serious, quite, earn success by

concentration and thoroughness,

practical, orderly, matter-of-fact,

logical, realistic, and

dependable. See to it that every

thing is well organized. Take

responsibility. Make up their ownminds as to what should be

accomplished and work toward it

steadily, regardless of protests

of distraction

Quite, friendly, responsible

and conscientious. Work

devotedly to meet their

obligations. Lend stability to

any project or group.

Thorough, painstaking,

accurate. Their interests areusually not technical. Can be

patient with necessary

details. Loyal, considerate,

perceptive, concerned with

how other people feel.

Succeed by

perseverance,

originality, and desire

to do whatever is

needed or wanted.

Put their best efforts

into their work. Quietlyforceful, conscientious,

concerned for others.

Respected for their

firm principles. Likely

to be honored and

followed for their clear

visions as to how best

to serve the common

good.

Have original minds and

great drive for their own

ideas and purposes.

Have long-range vision

and quickly find

meaningful patterns in

external events. Infields that appeal to

them, they have a fine

power to organize a job

and carry it through,

skeptical, critical,

independent,

determined, have high

standards of

competence andperformance.


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ISTP

Cool onlookers, quiet, reserved,

observing and analyzing life with

detached curiosity and unexpected

flashes of original humor. Usuallyinterested in cause and effect how

and why mechanical things work

and in organizing facts using logical

principles. Excel at getting to the

core of a practical problem and

finding the solution.

ISFP

Retiring, quietly friendly,

sensitive, kind, modest about

their abilities. Shun

disagreements, do not forcetheir opinions or values on

others. Usually do not care

to lead but are often loyal

followers. Often relaxed

about getting things done

because they enjoy the

present moment and do not

want to spoil it by undue

haste of exertion.

INFP

Quite observers,

idealistic, loyal,

important that outer

life be congruentwith inner values.

Curious, quick to

see possibilities,

often serve as

catalysts to

implement ideas.

Adaptable, flexible,

and accepting

unless a value is

threatened. Want to

understand people

and ways of fulfilling

human potential.

Little concern with

possessions or

surroundings.

INTP

Quiet and reserved.

especially enjoy

theoretical or scientific

pursuits. Like solvingproblems with logic and

analysis. Interested

mainly in ideas, with

little liking for parties or

small talk. Tend to

have sharply defined

interests. Need

careers where some

strong interest can be

used and useful.


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ESTP ESFP ENFP ENTP

Good at on the spot problems

solving like action, enjoywhatever comes along tend to

like mechanical things and

sports, with friends on the side.

Adaptable tolerant, pragmatic,

focused on getting results.

Dislike long explanations. Are

best with real things that can be

worked, handled taken apart or

put together

Outgoing, accepting, friendly,

enjoy every thing and makethings more fun for others by

their enjoyment. Like action

and making things happen.

Know whats going on and

join in eagerly. Find

remembering facts easier

than mastering theories. Are

best in situations that need

sound common sense andpractical ability with people.

Warmly enthusiastic,

high spirited,ingenious, imaginative.

Able to do almost any

thing that interests

them. Quick with a

solution for any

difficulty and ready to

help anyone with a

problem. Often rely on

their ability toimprovise instead of

preparing in advance.

Can usually find

compelling reasons for

whatever they want.

Quick, ingenious, good

at many things.Stimulating company,

alert and outspoken.

May argue for fun on

either side of a question.

Resourceful in solving

new and challenging

problems, but may

neglect routine

assignments. Apt toturn to one new interest

after another. Skilful in

finding logical reasons

for what they want.


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ESTJ ESFJ ENFJ ENTJ

Practical, realistic, matter of fact,

with a natural head for business

or mechanics. Not interested in

abstract theories, want learningto have direct and immediate

application. Like to organize and

run activities. Often make good

administrators; are decisive

quickly move to implement

decisions, take care of routine

details.

Warm-hearted, talkative,

popular, conscientious, born

cooperators, active

committee members. Needharmony and may be good at

creating it. Always doing

something nice for some one.

Work best with

encouragement and praise.

Main interest is in things that

directly and visibly affect

peoples lives.

Responsive and

responsible. Feel real

concern for what

others think or want,and try to handle

things with due regard

for the others feelings.

Can present a

proposal or lead a

group discussion with

ease and tact.

Sociable, popular,

sympathetic.Responsive to praise

and criticism. Like to

facilitate others and

enable people to

achieve their potential.

Frank, decisive, leaders

in activities. Develop

and implement

comprehensive systemsto solve organizational

problems. Good in

anything that requires

reasoning and intelligent

talk, such as public

speaking. Are usually

well informed and enjoy

adding to their fund of

knowledge.


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Balancing of Preferences:

Extreme qualities of 4-set of preferences

are not good, may lead to many problems

in real life, hence they are to be properlybalanced.


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Characters (or temperaments)

There are mainly four characters out of 16

characterstics. They are as follows:

1. Dionysion (SP) (38%)

2. Epimethean (SJ) (38%)

3. Promethean (NT) (12%)

4. Apollonian (NF) (12%)


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1. Dionysion (SP): (38%) To techman joy and values the aesthetic (Artistry).

These are the SPs (ISTP, ESTP,ISFP, ESFP)

For them today must be enjoyed, for tomorrow never comes.

Duty, power and spirit are secondary.

They have no goals.

Each new day brings a need for excitement, adventure, risk, testingones luck.

They have more friends, optimistic, cheerful, light hearted, and full of

fun. SPs (Especially the extraverted SPs) lend an electricity to the

environment and the people in that environment.

Life for SPs means having impulses and acting spontaneously onthose impulses.

SPs become the worlds great performing artists, the virtuosos of art,

entertainment and adventure. The great painters, instrumentalists,vocalists, dancers, sculptors, photographers, athletes, hunters,racers, gamblers.


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2. Epimethean (SJ): (38%) Sense of duty and values the economic (Commerce).

These are the SJs (ISFJ, ESFJ, ISTJ, ESTJ)

SJ feels guilty for his dependency, he must be the giver not the receiver, thecaretaker not the cared for.

SJ has parental attitude early in life. SJ is compelled to be bound and obligated unlike SP who wants to be free and

independent.

For the SJ the hierarchical society is the essence of society. There should be sub-ordinance and super-ordinance. There should be rules which govern the interactionsof members and also in the family.

Whereas SP has no such out look. One is equal to others in whatever social unit one

belongs to and status of any level is a matter of luck not earnings. SJ not much expects gratitude or appreciation because he feels it is his duty to give,

serve, and care for.

SJ will not refuse to take extra load.

SJs dedicate to established social norms and institutions.

SJs lend to do right things at right time each day they hunger for belonging and theyhunger to contribute to the institutions they serve.

SJs feel not to do ones duty is offensive, not to conform to the standards of society isbad taste.

SJs are mostly in business, in service occupations, in secretarial work, in generalmedical practice, in banking, in Civil Service posts, etc.


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3. Promethean (NT): (12%) To give man science and values theoretical (Science).

To understand and control nature to possess powers.

These are the NTs (ENTJ, INTP,INTJ, ENTP).

Power fascinates the NT. Not power over people, but power over nature.To be able to understand, control, predict and explain realities.

The NT loves intelligence, which means doing things well under varyingcircumstances.

The extreme NT is seen as addicted to acquiring intelligence, hooked onstoring up wisdom.

NT must master understanding of all objects and events whether human orextra human, physical or metaphysical in whatever domain he stakes out ashis area of competency.

NT is likely to speak with little.

NT is so serious about the knowledge he must have to be competent.

NT tends to be straight forward in his dealings with others.

NT is never willing to repeat an error.

Once an NT masters a technology or theoretical frame work he is opt tomove on to other challenges.

NTs have less communication skills.

Most of the Engineers and Scientists come under this category.


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4. Apollonian (NF): (12%) Apollo give man a sense of spirit and values religiosity (Ethics).

The following are the NFs (INFJ, ENFJ, INFP and ENFP).

The goal of NF is extraordinary.

NFs are willing to make great personal sacrifices to help others findtheir way.

They show little interest in buying and selling or any commercialoccupations.

NFs inner voice urges them to Be real, authentic, meaningful.

NF wants to taste all the abundance of life as does the SP butalways wants his experiences to have meaning beyond the moreevent.

NF is the self appointed bearer of truth.

NFs hunger is not centered on things but people, they seekrelationships.

Writers, Novelists, Dramatists, Television Writers, Play Writers,Journalists, Poets, Social Servicing People, Priests come under thiscategory. Technical and scientific writers tend to be NTs.


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Mating of Characters

People generally seek out their opposites.

Opposite temperaments (Characters)

NF Vs NT SP Vs SJ

Opposite types are more attractive to

each other than opposite temperaments.


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The types are paired as follows:

INTP (Architect) ESFJ (Seller)

ENTP (Inventor) ISFJ (Conservator)

INTJ ( Scientist) ESFP (Entertainer)

ENTJ (Field Marshal) ISFP (Artist)

INFP (Questor) ESTJ (Administrator)

ENFP (Journalist) ISTJ (Trustee)

INFJ ( Author) ESTP (Promotor)

ENFJ (Pedagogue) ISTP (Artisan)


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Skills in speaking, listening,probing and feed back

Skills in the above communications are very essential tobecome successful in life.

Speaking

While speaking care shall be taken in the following aspects.

Sitting or standing position (posture)

Voice (proper voice)

Clarity

Expressions

Zones selection (Intimate Zone, Personal Zone, PublicZone)

Proper listening


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Listening

REASONS FOR USING ACTIVELISTENING AS AND INFLUENCING

TOOL

ATTITUDE MANIFESTED IN ACTIVELISTENING

People tend to believe that they

Have a right to be heard

Importance attached to building

Trust

Poor listening builds mistrust and

Frustration

Respect and consideration for

People

Leader obtain commitment to their

vision of the organization by

listening to those that are

supposed to implement it

Awareness of own filters

(evaluative listening)

If leaders do not give quality time

they end up having to give

quantity time.

Awareness of fact that there are no

leader without followers.


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Skills involved in activelistening

DOs DONTs

Use conducive listening

posture

Use distracting body posture

Use appropriate eyecontact

Use inappropriate eyecontact

Reflect the others core

message

Ignore feelings

Reflect the others corefeelings

Assume people read you

Manage expectations Intentions


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Examples of Statements to Demonstrate Listening

So you think .

You feel because.

It sounds like ..

Let me see if I understand. As you see it

So .

Then the issue . From your point of view .


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Examples of what not to do when giving evidence of listening Dont criticize or evaluate

That wont work

Thats not a good idea Dont give advice

Stand upto to him

Have you tried talking to him?

Dont try to solve the problem

There are probably a number of ways you could get him toagree

Dont give your own point of view

If I were you Id approve her request

Dont express sympathy - Poor you

I feel bad about the way he is treating you. You deserve better.

Dont agree with speaker- Your point of view is valid I see your point, and youre right

He is incompetent, isnt he?


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PROBESProbes are statements or questions designed to elicit relevant data from another

person or to get additional information.Purpose of Probing Attitudes manifested in Probing

Go beyond information present Awareness of the importance/danger of

owning problems

Clarify otherpersons feelings Awareness of frequent confusion between

listening and agreeing

Clarify otherpersons thinking Awareness of distinction between own

agenda and otherpersons agenda

Difference between facts and

opinions

Importance of not allowing agenda to mix by

accident.

Difference between reasons

and feelings

Test own

assumptions/hypothesis

Mutual problem solving


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DOs DONTs

Ask open-ended questions Criticize

Ask one question at a time Give advice

Give time to answer Give your opinion

Reinforce answers verbally

and/or with body language

Suggest the answer

Use silence appropriately Interrupt the answer

Fill silences instantly


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Feedback/Recognition

To identify, in my personal performance,

strengths and soft spots in usingfeedback/recognition skills.

To increase my awareness of how to

become intentional in the use of feed backand recognition techniques.


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PURPOSES OF FEEDBACK ATTITUDE OF AN EMPOWERINGFEEDBACK

To help the person know howhe/she is performing

One of the leaders mainresponsibilities is to provide

meaningful reinforcement for

effective and efficient work

performance.

To recognize success and

good performance

Work that is recognized and

rewarded gets repeated.

To encourage the other to

consider new perspective

and/or behavior and

Quality of work life is essential

for productivity.

To express your point of view

in such a way that the other

can hear it; to minimize the

others need to be defensive

Commitment comes from

people that feel valued and

appreciated.


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Skills involved in giving useful feedback Described behavior rather than evaluate the

person.

Be specific rather than general. Focus on behavior that the receiver can do

some things about.

Speak only for yourself, not other or the group.

Use I statements to accept responsibility foryour own perceptions and feelings.

Make sure you are giving the feedback to behelpful not punitive.

Try to give positive feedback three times moreoften than negative feedback.

Check for clarity and accuracy of understanding.


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DOs DONTs

Describe behavior Evaluate behavior

Give specific examples Generalize/use labels

Focus on actionable behavior Over load

Use I message Use Youshould message

Describe consequences Ascribe motives

Check for clarity of

understanding

Assume clarity


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HELPFUL LISTENINGBEHAVIORS

HELPFUL PROBING BEHAVIORS

Set an inviting climate Probed deeper for content

Used effective body language Asked clarifying questions

Paraphrased Asked one question at a time

Reflected core message Asked open ended questions

Reflected Core feelings Give time to respond


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HELPFUL FEEDBACKBEHAVIORS

UNHELPFUL FEEDBACKBEHAVIORS

Made agenda clear Proceeded at random

Established positive climate Established confrontational climate Described behavior Evaluated behavior

Gave specific examples Generalized/used labels

Invited analysis of behavior Accused the person

Focused on actionable behavior Blamed

Described consequences Ascribed motives

Used impact statements Used blaming statements

Checked for clarify of understanding Assumed clarify

Out come

Staff member developed new

perspective

Staff member acknowledged

dysfunctional behavior

Staff member was empowered to

improve


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Situational Leadership

Development level

Development level is defined as

(1) the followers job knowledge and skills(competence) and

(2) the followers motivation and confidence(commitment).

The more competent and committed the more

responsibility the subordinate can take for

directing his or her own behavior. It is importantto remember that development level is task

specific.


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Depend upon competence and commitment levels

the followers can be divided into four types.

D1 - Low competence, High Commitment (Leadershould Tell, Show & Enforce).

D2 - Some competence, Low commitment (Leadershould Tell, Show, Observe & Manageconsequences).

D3 - Moderate to High Competence, Variablecommitment (Leader should behave: two waycommunication, feed back, encourage, shareconsequences).

D4 - High Competence, High Commitment (Leadershould behave: Two way communication,objectives, performance indicators, workingrelationship).


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Directive Behavior: The extent to which a leader engages in one

way communication, spells out the follower role,and tells the follower, what to do, where to do it,when to do it and how to do it and then closelysupervise performance. Three words can beused to define directive behavior: Structure,

Control and Supervision.Supporting Behavior: The extent to which a leader engages in two way

communication, listens, provides, support and

encouragement, facilitates, interaction andinvolves the follower in decision making. Threewords can be used to define supportivebehavior: Praise, Listen and Facilitate.


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Situational Leadership

The four leadership styles

S 1Leader identifies the problem (s).

Leader sets goals and defines roles.

Leader develops an action plan to solve problem(s).Leader controls decision making about what, how, when, and withwhomthe problem should be solved or the task completed.

Leader provides specific directions and engages largely in one-waycommunication.

Leader initiates problem solving and decision making.

Leader announces solutions and decisions.Leader closely supervises and evaluates the work of followers.


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S 2Leader identifies the problem(s).

Leader sets goals.Leader develops an action plan to solve problem(s) andthen consults with the follower.

Leader explains decision to follower and solicits his orher ideas; two-way communication is increased.

Leader supports and praises followers initiative.

Leader makes the final decision about procedures andsolutions after hearing followers ideas, opinions, andfeelings.

Leader continues to direct followers work.Leader evaluates followers work.


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S 3Leader involves follower in problem solving and

goal setting.Leader asks follower to define how the task is tobe done or how the problem is to be solved.

Leader provides assurance and support,resource, and ideas if requested.

Leader and follower share responsibility forproblem solving and decision making.

Leaders role is to actively listen and facilitateproblem solving and decision making on the partof the follower.Leader works with follower to evaluate thefollowers work.


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S 4Leader jointly defines the problem(s) with the follower.

Leader and follower collaboratively set goals.Leader allows follower to develop an action plan, andfollower controls decision making about how, when, andwith whomthe problem should be solved or the taskdone.

Leader and follower agree on performance indicators.

Leader and follower agree on working relationship.

Leader allows follower to evaluate own work.

Leader allows follower to take responsibility and receive

credit.


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Temperament in leading

The degree in which we get what we wantis the measure of our leadership.

A follower is one who does what a leader

wants in order to please the leader. The primary job of the leader is

appreciation of his subordinates.


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How to Appreciate Subordinates?

Appreciating the SPs SPs feel happy if their clever facile ways they work are appreciated

by their leader.

SPs need frequent appreciation

SPs feel happy if their boldness, bravery, cleverness are recognized

and appreciated. Standard operating procedure make the SPs restless and impatient.Hence, the leader shall be flexible with them.

Appreciating the SJs SJs feel happy if they are appreciated for their carefulness,

thoroughness and accuracy of work, hard work.

SJs need abundance of appreciation, although they will havedifficulty in showing their pleasure when recognition is given.

SJs are irritated by others who do not employ standard operatingprocedure.


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Appreciating the NTs NTs want to be appreciated for their ideas.

Appreciation by management of a routine task well done

would not only not delight an NT, but might even makehim suspicious of the manager.

The qualifications of the person rendering appreciationare vital to NT.

NT become irritated when asked to do some thing that is

illogical or violates reason or principles.Appreciating the NFs NFs value expressions of appreciation which are more

personal than those valued by NTs.

It is important to NF that his feelings as well as his ideas

are understood by others and he wants constant feedback concerning both as verification.

NFs become irritated when treated impersonally as ifthey were only their job or office.


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Temperament in Managers

It is not enough for a manager to

appreciate and understand the

temperament of his sub-ordinates, he also

must know how his own temperamenteffects his leadership.


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SP Manager at work

Easily negotiable, trouble shooter, diplomat and beachmaster.

He is negotiable for every thing.

He is not saddled with rules, regulations, policiestraditions, contracts and old relationships.

He is very flexible, open minded can change position

rather easily. He loves to take risks, love to gamble, love to solve

problems in crises.

SP Managerial Strengths

He deals with concrete problems in expeditious manner. He can adopt easily to new situations.

He welcomes and seek change.


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Possible weaknesses

He is reluctant to pay attention to theory and may beimpatient with abstractions.

He can not remember commitment and decisions of thepast.

Dealing with colleagues

The SP Manager easily responds to the ideas of others if

they are specific. He is flexible, patient, open minded and adoptable in

working with others who generally find the SP leadereasy to get along with.

The SP leader verbalizes appreciation easily.

Contributions in a Management team

The SP probably will be at his best in verbal planningand decision making.


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SJ Manager at work He values policies, contracts, and standard operating procedures

and he is called as traditionalist, stabilizer or consolidator.

He has a very special sense of social responsibility. He works hard.

He develops new procedures for the maintaining old procedures.

Managerial Strengths The SJ manager easily does those things which create stability in

the system.

He is decisive and he enjoys the decision making process.

He understands the values of an organization as they exist and triesto conserve these values.

He respects and follow the rules and expecting his subordinates andsuperiors to follow the same.

The SJ manager will run efficient meetings and will be comfortablewith well ordered agenda.


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Possible weaknesses as a Manager The SJ manager may be some what impatient with

projects which get delayed by complications.

He maybe inclined to decide issues too quickly and attimes may not notice new things which need to be done.

He is likely to hold that some people are good and somepeople are bad and the latter should be punished attimes blaming.

Dealing with colleagues He wants his colleagues to get to the point and stick tothe point.

He wants the facts and likes stable, sensible reliablepeople.

He may find it easier to comment on his own and othersweaknesses than their strengths.

Contributions in a Management Team He is excellent at plan, execution and operationalization.


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NT Managers at work He is inspired and energized by being asked to do some kind of

architectural or engineering job.

He prides himself on his technical knowledge. When asked to design some thing the NT manager goes happily towork.

He is not interested in maintenance or in consolidation.

This leader can be adamant and stand on principles no matter whatthe price.

He cannot bear for either himself or others to make the samemistake twice.

He expects a great deal from himself and only a little less fromothers.

He may have communication problems.

Managerial Strengths The visionary leader is the architect of change.

He is interested in the principles on which the organization is built oris to be built.

He can plan and construct capables.

P ibl k M


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Possible weaknesses as a Manager He is actively involved in creative process but once his castle is designed

he is willing to allow some one else to take over execution and construction.As a result he may find that his designs and plans were not carried out tohis satisfaction. He seldom blames others for this failure.

People may find him cold and distant and may have difficulty in approachinghim.

colleagues may not feel comfortable in commenting on the homely events intheir lives and thus the NT manager can become isolated from other thanbusiness activities of people with in the organization.

Dealing with colleagues

He enjoys solving problems and when faced with colleagues problems. He has the courage of his convictions and is willing to stand alone againstthe crowd if he believes that he is right.

His self power awareness causes him to be non competitive

He may leave the organization if his talents are not used.

Contributions in a management team

He can contribute the theoretical structure and develop useable alternativesfor actions being considered.

The structures the NTs develop are apt to take into consideration thebenefits for the entire system as well.

NF M t W k


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NF Manager at Work He is first and foremost people oriented.

His focus is on the individuals within the organization.

His focus is primarily on the potentialities of his staff. With his verbal fluency, he can be an enthusiasticspokesman for his organization.

As an appreciator he is outstanding.

With his gift of language seems to know somehow how

to say the right things at right time to expressappreciation.

Managerial Strengths He usually has a tongue of silver and communications

through speech his caring and enthusiasm.

He forgets very easily yesterdays negative. Motivated himself by positive comments rather than

negative ones and tends to see the positive in othersand events.


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Possible weaknesses as a Manager He may find that other peoples priorities and eat up much of his

time because he is so responsive to inter personal transactions.

He can find himself viewed as the champion of two opposing groupsbecause he has listened to both sympathetically and hascommunicated understanding.

Dealing with colleagues He hungers for personal contacts and goes out his way to seek

these especially the extraverted NF.

He is sociable and enjoys being with his staff, whether socializing orworking.

Contribution in a management team If an organization does not have an NF leader on a team members

of the organization may find the environment cold, inhuman, joyless,dull and complain about the absence of companionship.

On a management team, other team members are apt to enjoyworking with the NF and find him supportive attentive to their pointsof view.


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PP5 Management Skills

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