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. 1


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)



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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

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4

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

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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)

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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 Boss-

Subordinate Interaction style ........................................................... 76 9.1.5 Emotional

Expressiveness ........................................................................ 80 9.1.6 Colleague

delight ...................................................................................... 83 9.1.7 Execution

style.......................................................................................... 87

10 Chapter 9 .................................................................................................. 90IDSG.Govt. College, Chickmagalur. 6


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 Boss-

Subordinate 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



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

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8

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 IDSG.Govt. College, Chickmagalur. 9


MERITTED ................. 73 TABLE 17: TENDS TO TAKE DECISION THAT ARE

‘PEOPLE ORIENTED’ RATHER THAN ‘COMPANY

ORIENTED’ ........................................................................... 73

8



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 .......... IDSG.Govt. College, Chickmagalur. 11


81 TABLE 35: USUALLY CALM, NOT DISTRUBED BY

PRESSURE.............................. 82 TABLE 36: IS DEPENDABLE FOR

SUBORDIANTES................................................... 83 9



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



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 one’s ability to

relate well to others. Yet it’s 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 one’s relationships, hamper one’s

performance, and add needless stress to one’s life. Fortunately, it’s possible to manage

such differences so work relationships are enhanced, productivity is increased, and there’s

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 people’s outer behaviors rather than one’s differences in their inner

states. Merrill used the newly available computer technology and recently developed

statistical technique to group people into four styles. Merrill’s 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 Merrill’s 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, it’s 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.



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 person’s 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, one’s level of assertiveness is the degree to which

others see one’s 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



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 Move faster Gesture more

vigorously Have more intense eye contact Be erect or lean forward, especially when

making a point Speak more rapidly Speak louder Speak more often Address

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 Move slower Gesture less vigorously Have less

intense eye contact Lean backward even when making a point Speak less rapidly

Speak more softly Be slower to address problems Decide less quickly Be less risk-

oriented Be less confrontational Be less direct and less emphatic when expressing

opinions, making requests, and giving directions



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

Here’s 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 Express more concern about the human aspects of issues Prefer working

with people Dress more casually Be less structured in their use of time. More

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 IDSG.Govt. College, Chickmagalur. 19


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 Systematic and well-organized The more data and

facts, the better. Risk-averse Comfortable in solitude 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



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 driver’s 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 that’s 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 Doesn’t 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



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 high-

energy 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



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. Analytical, who are usually quite and less emotional, avoid

participation and emotional involvement. In backup, people’s behavior becomes

inflexible. They respond not to what the interpersonal situation calls for but to the stress

they’re 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 They try to impose

their thoughts and plans They seem unbending, closed to other ideas They show a



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,

amiables’ desire to avoid conflict and appease others goes overboard Everyone knows

when an expressive is in backup.

It doesn’t take long to know a driver is in backup An amiable slips into backup

unobtrusively Analyticals in Backup: Avoiding Analyticals also like to avoid

interpersonal tension – they are quiet, emotionally reserved and prefer to work alone

When stressed they avoid both emotional expression and interpersonal involvement If

emotional withdrawal doesn’t 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 person’s style. Flexing one’s 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 Be aware when style differences are affecting working

relationships.

Adjust body language and the way we say things to match the other’s 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

the beginning of a conversation to start out in sync. Relax the style, but then flex when

the others person’s 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



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 Don’t 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 Don’t 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 Don’t gloss over problems Speak

in practical, results-oriented terms o Focus on the results of the action being discussed o

Emphasize that it’s 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 Don’t be a stickler for rules Analyticals Flexing to

Amiables Make genuine personal contact o Don’t 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 person’s 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 amiable’s

contributions o Lend a helping hand Provide structure o Be sure the amiable’s 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 Don’t

overdue facts and logic o Edit out of your conversation any facts that aren’t absolutely

necessary to making your point o Don’t overdue the appeal to logic o Don’t 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 IDSG.Govt. College, Chickmagalur. 25


contact o Don’t 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 what’s 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

Don’t 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 expressive’s feelings o Don’t overreact to the expressive’s highs and

lows o Show more feelings yourself o Demonstrate more enthusiasm o Don’t read too

much into the expressive’s volatile verbal attack Cooperate with the expressive’s

conversational spontaneity o Allow enough time for the conversation o Keep a balance

between flowing with an expressive’s 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 expressive’s fun-loving side o

Don’t 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 expressive’s

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 Don’t gloss over problems Communicate on the expressive’s

wavelength o Communicate face-to-face o Try to support the expressive’s vision o

Focus on the big picture o Don’t 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 Don’t 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



33 o Talk about what you think rather than about what you feel o Don’t upset

yourself over the analytical’s 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-and-

wait 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 Don’t 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 Don’t 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



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 Don’t 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 Don’t gloss over problems Cut to the chase o

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 Don’t 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 what’s 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 expressive’s feelings o Don’t

overreact to the expressive’s highs and lows o Show more feelings yourself o

Demonstrate more enthusiasm o Don’t read too much into the expressive’s volatile verbal

attacks



37 Cooperate with the expressive’s conversational spontaneity o Allow enough

time for the conversation o Keep a balance between flowing with an expressive’s

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 expressive’s fun-loving side o Don’t 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 expressive’s contribution o Let the expressive be in the

spotlight Communicate on the expressive’s wavelength o Summarize face-to-face

communication in writing o Try to support the expressive’s vision o Steer clear of the

nitty-gritty o Don’t 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

Slow your pace o Talk slower o Don’t create unnecessarily tight deadlines o

When it comes to making decisions, don’t 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 Don’t interrupt o Don’t

finish the other person’s sentences Don’t come on too strong o Decrease the intensity of

your eye-contact o Don’t 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 analytical’s 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 Don’t 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 Don’t create unnecessarily tight IDSG.Govt. College, Chickmagalur. 29


deadlines o When it comes to making decisions, don’t 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 Don’t interrupt o Don’t finish the amiable’s

sentences Don’t come on too strong o Decrease the intensity of your eye-contact o Don’t

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 person’s 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 amiable’s contributions o Lend a helping hand o Provide structure o

Be sure the amiable’s 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 Don’t create unnecessarily tight deadlines o When it comes to making decisions, don’t

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 Don’t

interrupt o Don’t finish other people’s sentences Don’t come on too strong



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 amiable’s

contributions o Lend a helping hand Expressives Flexing to Drivers Be more task-

oriented 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 Don’t upset yourself

over the analytical’s 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 Don’t create unnecessarily tight

deadlines o When it comes to making decisions, don’t 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 Don’t interrupt o Don’t finish other people’s

sentences Don’t 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 o Be on time o Get right to business o Be a bit more

formal Deemphasize feelings o Limit your facial expressions o Avoid touch o Talk

about what you think rather than about what you feel o Don’t upset yourself over the

analytical’s 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

Don’t upset yourself over the analytical’s impersonal, unfeeling manner Be systematic o

Set high standards o Plan your work o Develop superior procedures o Continually IDSG.Govt. College, Chickmagalur. 31


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 Faster-

paced Less likely to use small-talk or use anecdotes

More likely to use small-talk or use anecdotes



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



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."



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.



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 self-

improvement 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.IDSG.Govt. College, Chickmagalur. 40


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 Myers-

Briggs, 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 FIRO-

B[tm]. Otto Kroger Associates OKA is a well-respected organization development firm

with associates all over the country. IDSG.Govt. College, Chickmagalur. 41


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.



CHAPTER - 3

PROBLEM STATEMENT

An employee’s 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” To analyze the concept of “style flex” in adjusting the patterns of employee

behavior

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



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



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



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 GOALS SO AS TO ARRIVE AT ‘WIN-WIN’

SOLUTIONS

16%

0%

21% 0%

Never Not Often Not Applicable Usually Always Ambigous

63%


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.IDSG.Govt. College, Chickmagalur. 47


67



68

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 68IDSG.Govt. College, Chickmagalur. 49


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

interactionsIDSG.Govt. College, Chickmagalur. 51


69



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

disagreementIDSG.Govt. College, Chickmagalur. 53


70



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



72

9.1.3 DECISION MAKING STYLE

Table 14: POSTPONES DECISION MAKING UNTIL ABSOLUTELY

INEVITABLE

17% 0% 50% 33% 0% 0%



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



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

73IDSG.Govt. College, Chickmagalur. 57


74

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



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



76

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.



76



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

77IDSG.Govt. College, Chickmagalur. 63


78

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



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.IDSG.Govt. College, Chickmagalur. 66


79



80

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



81

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



82

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



83

9.1.6 COLLEAGUE DELIGHT

Table 36: IS DEPENDABLE FOR SUBORDIANTES


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



84

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



85

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


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



86

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



87

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



87



88


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


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



89

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



90

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.



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 organization’s hierarchy.

7.

Most of them are able to agree to a disagreement.

90



91

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.



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 subordinate’s feelings and also tries to convey

his/her emotions and feelings.

91



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 pro-

actively. 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



93

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



94

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.



WEBSITES VISITED

http://developers.sun.com/toolkits/articles/personality.html

94



95

2. 3.

www.humanlinks.com http://www.southwest.cc.nc.us/careerfocus/fall03/style.htm

95



96

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 :

____yrs Thinking Styles 1. Generates new ideas Never Not often Not applicable

Usually Always Ambiguous? 2. Tries to come up with solutions to problems that

might arise Never Not often Not applicable Usually Always Ambiguous?

3. Focuses on 'finishing' or closing the task at hand rather than planning on how to do so

Never Not often Not applicable Usually Always Ambiguous? 4. Is open to

new ideas, creative solutions generated by subordinates 96



97 Never Not often Not applicable Usually Always Ambiguous? 5. Is

able to forecast a possible situation that can arise Never Not often Not applicable

Usually Always Ambiguous? 6. Thinks of ways to 'utilize' persons with

complementary goals so as to arrive at 'win - win' solutions Never Not often Not

applicable Usually Always Ambiguous?

Communication Styles 7. Shares information about company, business, policies

and future direction only to a few 'favourite' subordinates Never Not often Not

applicable Usually Always Ambiguous? 8. Forces his/her views to be accepted by

the use of position power Never Not often Not applicable Usually Always

Ambiguous? 9. Provides 'space' for sub-ordinate to express himself/herself Never

Not often Not applicable Usually Always Ambiguous?

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98 10. Jumps from one topic to another during interaction/s Never Not often

Not applicable Usually Always Ambiguous? 11. Style of communication

depends on his/her 'mood' Never Not often Not applicable Usually Always

Ambiguous? 12. Is able to agree to a disagreement Never Not often Not

applicable Usually Always Ambiguous? 13. Constantly reminds subordinates

about his/her experience levels and position so as to ensure conformity Never Not

often Not applicable Usually Always Ambiguous? Decision making styles 14.

Postpones decision making until absolutely inevitable Never Not often Not

applicable Usually Always Ambiguous? 15. Never follows up on a decision to

observe it's effect/s Never Not often Not applicable Usually Always

Ambiguous?

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99 16. Open to reverse a previous decision if merited Never Not often Not

applicable Usually Always Ambiguous? 17. Tends to take decisions that are

'people oriented' rather than 'company oriented' Never Not often Not applicable

Usually Always Ambiguous? 18. Often misses out on the immediate necessity in

interests of a larger perspective while taking decisions leading to problem/s Never

Not often Not applicable Usually Always Ambiguous? 19. Waits for bosses to

take decisions Never Not often Not applicable Usually Always

Ambiguous? 20. Calls for an official meeting before taking any decision Never Not

often Not applicable Usually Always Ambiguous? 21. Expects subordinates to

consult before taking any decision Never Not often Not applicable Usually

Always Ambiguous?

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100 Boss-subordinate Interaction styles 22. Inspiring high energy among

subordinates Never Not often Not applicable Usually Always Ambiguous?

23. Unapproachable Never Not often Not applicable Usually Always

Ambiguous? 24. Usually likes to see subordinates busy - even inventing activites just to

keep them busy Never Not often Not applicable Usually Always

Ambiguous? 25. Tends to do things by himself/herself so as to do it 'right' Never Not

often Not applicable Usually Always Ambiguous? 26. One can learn something

by working with him/her Never Not often Not applicable Usually Always

Ambiguous? 27. Usually likes others to treat him or her with respect, admiration and

personal loyalty and reciprocates the same Never Not often Not applicable

Usually Always Ambiguous?

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101 28. Tends to treat subordinates as less important or less significant people.

Prefers to go by designation and status Never Not often Not applicable Usually

Always Ambiguous? 29. Allows subordinates to make mistakes and is supportive to

rectify Never Not often Not applicable Usually Always Ambiguous?

Emotional expressiveness 30. Tends to release pent up stress on subordinates Never

Not often Not applicable Usually Always Ambiguous? 31. Is able to spread

positive emotions among subordinates Never Not often Not applicable Usually

Always Ambiguous? 32. Easily upset by critisism Never Not often Not

applicable Usually Always Ambiguous? 33. Provides support to subordinates

when required pro-actively Never Not often Not applicable Usually Always

Ambiguous?

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102 34. Takes time to convey his/her feelings or emotions Never Not often

Not applicable Usually Always Ambiguous? 35. Usually calm, not disturbed by

pressure Never Not often Not applicable Usually Always Ambiguous?

Colleague delight 36. Is dependable for subordinates Never Not often Not

applicable Usually Always Ambiguous? 37. Generally trustworthy Never

Not often Not applicable Usually Always Ambiguous? 38. Is comfortable with

regular tasks (even if repeated) as required by his/her position Never Not often

Not applicable Usually Always Ambiguous? 39. Hesitates to work in a team

setting with subordinates Never Not often Not applicable Usually Always

Ambiguous? 40. Is fine with an informal setting

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103 Never Not often Not applicable Usually Always Ambiguous? 41.

Cannot keep a secret/confidential information Never Not often Not applicable

Usually Always Ambiguous? 42. Tends to delegate repetitive work and keep the

interesting work to himself/herself Never Not often Not applicable Usually

Always Ambiguous?

Execution styles 43. Is sensitive to the value of time Never Not often Not

applicable Usually Always Ambiguous? 44. Delivers results for commitments

made Never Not often Not applicable Usually Always Ambiguous? 45.

Over-promises, Under delivers Never Not often Not applicable Usually

Always Ambiguous? 46. Under-promises, Over-delivers Never

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104 Not often Not applicable Usually Always Ambiguous? 47. Ability

to ask tough questions that get right to the heart of the matter Never Not often Not

applicable Usually Always Ambiguous? 48. Reward those who do rather than say

they will Never Not often Not applicable Usually Always Ambiguous?

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