| Characteristics | Plants are innovators and inventors and can be highly
creative. They provide the seeds and ideas from which major developments spring.
Usually they prefer to operate by themselves at some distance from the other
members of the team, using their imagination and often working in an unorthodox
way/ They tend to be introverted and react strongly to criticism and praise.
Their ideas may often be radical and may lack practical constraint.
They are independent, clever and original and may be weak in communicating with other people on a different wave length. |
| Function | The main use of a PL is to generate new
proposals and to solve complex problems. PLs are often needed in the initial
stages of a project or when a project is failing to progress. PLs have usually
made their mark as founders of companies or as originators of new products.
Too many PLs in one organisation, however, may be counter-productive as they tend to spend their time reinforcing their own ideas and engaging each other in combat. |
| Characteristics | Resource Investigators are often enthusiastic, quick off the mark, extroverts.
They are good at communicating with people both inside and outside the company.
They are natural negotiators and are adept at exploring new opportunities and
developing contacts. Although not a great source of original ideas, the RI is
effective when it comes to picking up other people's ideas and developing them.
As the name suggests, they are skilled at finding out what is available and what
can be done. They usually receive a warm reception from others because of their
own outgoing nature.
RIs have relaxed personalities with a strong inquisitive sense and a readiness to see the possibilities in anything new. However, unless they remain stimulated by others their enthusiasm rapidly fades.
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| Function | RIs are good at exploring and reporting back on ideas, developments or resources outside the group. They are the best people to set up external contacts and to carry out any subsequent negotiations. They have an ability to think on their fee and to probe other for information. |
| Characteristics | The distinguishing feature of Chairmen is
their ability to cause others to work towards shared goals. Mature,
trusting and confident they delegate readily. In interpersonal
relations they are quick to spot individual talents and to use them
in the pursuit of group objectives. While CHs are not necessarily
the cleverest members of a team, they have a broad and worldly
outlook and generally command respect.
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| Function | CHs are well placed when put in charge of a team of people with diverse skills and personal characteristics. They perform better in dealing with colleagues or near or equal rank than in directing junior subordinates. Their motto might well be 'consultation with control' and they usually believe in tackling problems calmly. In some firms CHs are inclined to clash with Shapers due to their contrasting management styles. |
| Characteristics | Shapers are highly motivated people with a lot of nervous energy and a great need
for achievement. Usually they are aggressive extroverts and possess strong drive.
SHs like to challenge others and their concern is to win. They like to lead and to
push others into action. If obstacles arise, they will find a way round. Headstrong
and assertive, they tend to show strong emotional response to any form of
disappointment or frustration.
SHs are single-minded and argumentative and may lack interpersonal understanding. Theirs is the most competitive team role.
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| Function | SHs generally make good managers because they generate action and thrive under pressure. They are excellent at sparking life into a team and are very useful in groups where political complications are apt to slow things down; SHs are inclined to rise above problems of this kind and forge ahead regardless. They are well suited to making necessary changes and do not mind taking unpopular decisions. As the name implies, they try to impose some shape or pattern on group discussion or activities. They are probably the most effective members of a team in guaranteeing positive action. |
| Characteristics | Monitor Evaluators are serious minded, prudent individuals with a built in immunity from being over enthusiastic. They are slow in making decisions preferring to think things over, Usually they have a high critical thinking ability. They have a capacity for shrewd judgements that take all factors into account. A good ME is seldom wrong. |
| Function | MEs are best suited to analysing problems
and evaluating ideas and suggestions. They are very good at weighing
up the pros and cons of options. To many outsiders the ME may appear
as dry, boring or even over critical;. Some people are surprised
that they become managers. Nevertheless, many MEs occupy strategic
posts and thrive in high-level appointments. In some jobs success or
failure hinges on a relatively small number of critical decision.
This is ideal territory for an ME, for the man who is never wrong is
the one who scores in the end.
|
| Characteristics | Team Workers are the most supportive
members of a team. They are mild, sociable and concerned about
others. They have a great capacity for flexibility and adapting to
different situations and people. TWs are perceptive and diplomatic.
They are good listeners and are generally popular members of a
group. They operate with sensitivity at work, but they may be
indecisive in crucial situations.
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| Function | The role of TW is to prevent interpersonal problems arising within a team and thus allow all team members to contribute effectively. Not liking friction, they will go to great lengths to avoid it. It is not uncommon for TWs to become senior managers especially if line managers are dominated by Shapers. This creates a climate in which the diplomatic and perceptive skills of a TW become real assets, especially under a managerial regime where conflicts are liable to arise or to be artificially suppressed. TW managers are seen as a threat to no one and therefore the most accepted and favoured people to serve under. Team Workers have a lubricating effect on teams. Morale is better and people seem to so-operate better when they are around. |
| Characteristics | Implementers have practical common sense
and a good deal of self-control and discipline. They favour hard
work and tackle problems in a systematic fashion. On a wider front
the IM is typically a person whose loyalty and interest lie with the
Company and who is less concerned with the pursuit of self-interest.
However, IMs may lack spontaneity and show signs of rigidity.
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| Function | IMs are useful to an organisation because
of their reliability and capacity for application. They succeed
because they are efficient and because they have a sense of what is
feasible and relevant. It is said that many executives only do the
jobs they wish to do and neglect those tasks which they find
distasteful. By contract, IM will do what needs to be done. Good IMs
often progress to high management positions by virtue of good
organisational skills and competency in tackling necessary tasks.
* previously referred to as "Company Worker". |
| Characteristics | Completer Finishers have a great capacity
for follow through and attention to detail. They are unlikely to
start anything that they cannot finish. They are motivated by
internal anxiety, yet outwardly they may appear unruffled.
Typically, they are introverted and require little in the way of
external stimulus or incentives. CFs can be intolerant of those with
a casual disposition. They are not often keen on delegating,
preferring to tackle all tasks themselves.
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| Function | CFs are invaluable where tasks demand close concentration and a high degree of accuracy. They foster a sense of urgency within a team and are good at meeting schedules. In management they excel by the high standards to which they aspire, and by their concern for precision, attention to detail and follow-through. |