The Da Vinci Institute

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1 National Qualification Framework Certificate Programme THE MANAGEMENT OF TECHNOLOGY AND INNOVATION (MOTI) Accredited and offered by The Da Vinci Institute for Technology Management Programme Framework (customised for management development employees)

2 2013 The material within this document is the intellectual property of DMC Process Management, a Research associate of The Da Vinci Institute for Technology Management. This Module was exclusively developed and forms part of a National Certificate Qualification in Business Management. Dissemination of this material to a third party or use of this material outside of the scope of the qualification, will constitute a violation of the intellectual property rights of The Da Vinci Institute for Technology Management (Pty) Ltd and DMC Process Management (Pty).

3 MANAGEMENT DEVELOPMENT NATIONAL CERTIFICATE PROGRAMME LEARNER GUIDE MANAGEMENT DEVELOPMENT NQF LEVEL 5 Myers-Briggs Type Indicator (MBTI) The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department of Education as a private higher education institution under the Higher Education Act, Registration No. 2004/HE07/003

4 MANAGEMENT DEVELOPMENT TABLE OF CONTENT Chapter Content Page 4 MANAGEMENT DEVELOPMENT THE DA VINCI INSTITUTE TEAM MANAGEMENT

5 ANNEXURE SUPERVISORY MANAGEMENT Annexure Description Page A B C D E F G H I J TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 5

6 National Qualification Framework Certificate Programme THE MANAGEMENT OF TECHNOLOGY AND INNOVATION (MOTI) Back Ground to the Myers-Briggs Type Indicator (MBTI)

7 MANAGEMENT DEVELOPMENT One-to-One Leadership In order to understand the strengths and deficiencies of your direct reports a little better, you need to understand yourself better. EVERY step we take no matter how small to understand the needs of the people we strive to serve will increase our bond with them, and move us in the direction of a higher standard of leadership. - Mahatma Gandhi The Myers Briggs Type Indicator (MBTI) is a very good instrument for gaining better selfunderstanding, and understanding of others. This information can be used to inspire, energise and motivate team members. Myers-Briggs Type Indicator (MBTI) Myers and Briggs were a mother-daughter team, both novelists. They were interested in finding ways in which they could get to know what a reader s preferences were, so that they could write best sellers. With this question in mind, they went searching for answers in different psychological theories and eventually ended up with Jung. As they began to develop this questionnaire, the American Psychological Association decided to become involved in the project. Their function was to see that this questionnaire was scientifically founded. Three factors are of the utmost importance when developing a questionnaire that is scientifically founded: One needs to know this is not a Huisgenoot/You questionnaire that has been thought out overnight and published the next day. If a person is tested today, in two weeks time or in two years time, the results should be more or less the same. If, for instance, we were to measure morals, we would have to make sure that we were in fact measuring morals, and not aptitude for that matter. We must be able to compare apples with apples, and more specifically, red apples with red apples. TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 7

8 SUPERVISORY MANAGEMENT Over the years a lot of research has been done on the MBTI and it is widely used in industry. It is utilised to look at compatibility of teams, spouses and partners. This is not to say that people are incompatible, but rather that because people differ from each other, we are so much richer, as we can look at one problem from different angles and can bring different creative solutions to the table. Because we differ from one another, however, we will be more prone to conflict. And because of this, we need to have certain conflict management systems in place to deal with that conflict. Today there is an international society on the MBTI, and an international conference was held in South Africa in Sandton. This project involving the development of the questionnaire was a life-long task. Eventually the mother passed away and the daughter completed the project after 45 years. Most definitely not a huisgenoot/you questionnaire! WHAT IS IT ALL ABOUT? It is important to note that the MBTI is a preference questionnaire, meaning that there are no right or wrong answers. An example of how preferences work is: I like coffee, but I prefer tea this does not mean I don t like coffee. In terms of the theory, there are eight (8) preferences that cluster on four (4) poles: 8 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

9 MANAGEMENT DEVELOPMENT!!!!!!!! TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 9

10 SUPERVISORY MANAGEMENT Characteristics Frequently Associated with Each Type Sensing Types!!!! Intuitive Types ISTJ ISFJ Quiet, serious, earn success by thoroughness and dependability. Practical, matter-of-fact, realistic and responsible. Decide logically what should be done and work towards it steadily, regardless of distractions. Take pleasure in making everything orderly and organized their work, their home, their life. Value traditions and loyalty. ISTP Tolerant and flexible, quiet observers until a problem appears, then act quickly to find workable solutions. Analyse what makes things work and readily get through large amounts of data to isolate the core of practical problems. Interested in cause and effect, organize facts using logical principles, value efficiency. ESTP Flexible and tolerant, they take a pragmatic approach, focused on immediate results. Theories and conceptual explanations bore them they want to act energetically to solve the problem. Focus on the here-and-now, spontaneous, enjoy each moment that they can be active with others. Enjoy material comforts and style. Learn best through doing. ESTJ Practical, realistic, matter-of-fact. Decisive, quickly move to implement decisions. Organise projects and people to get things done, focus on getting results in the most efficient way possible. Take care of routine details. Have a clear set of logical standards, systematically follow them and want others to do the same. Forceful in implementing their plans. Quiet, friendly, responsible, and conscientious. Committed and steady in meeting their obligations. Thorough, painstaking, and accurate. Loyal, considerate, notice and remember specifics about people who are important to them. Concerned with how others feel. Strive to create an orderly and harmonious environment at work and at home. ISFP Quite, friendly, sensitive, and kind. Enjoy the present moment, what s going on around them. Like to have their own space and to work within their own time frames. Loyal and committed to their values and to people who are important to them. Dislike disagreements and conflicts, do not force their opinions or values on others. ESFP Outgoing, friendly, and accepting. Exuberant lovers of life, people, and material comforts. Enjoy working with others to make things happen. Bring common sense and a realistic approach to their work, and make work fun. Flexible and spontaneous, adapt rapidly to new people and environments. Learn best by trying a new skill with other people. ESFJ Warmhearted, conscientious, and cooperative. Want harmony in their environment, work with determination to establish it. Like INFJ Seek meaning and connection in ideas, relationships, and material possessions. Want to understand what motivates people and are insightful about others. Conscientious and committed to their firm values. Develop a clear vision about how best to serve the common good. Organised and decisive in implementing their vision. INFP Idealistic, loyal to their values and to people who are important to them. Want an external life that is congruent with their values. Curious, quick to see possibilities, can be catalysts for implementing ideas. Seek to understand people, and to help them fulfill their potential. Adaptable, flexible and accepting, unless a value is threatened. ENFP Warmly enthusiastic and imaginative. See life as full of possibilities. Make connections between events and information very quickly, and confidently proceed based on the patterns they see. Want a lot of affirmation from others, and readily given appreciation and support. INTJ Have original minds and great drive for implementing their ideas and achieving their goals. Quickly see patterns in external events and develop long-range explanatory perspectives. When committed, organize a job and carry it through. Skeptical and independent, have high standards of competence and performance for themselves and others. INTP Seek to develop logical explanations for everything that interests them. Theoretical and abstract, interested more in ideas than in social interaction. Quiet, contained, flexible and adaptable. Have unusual ability to focus in depth to solve problems in their area of interest. Skeptical, sometimes critical, always analytical. ENTP Quick, ingenious, stimulating, alert, and outspoken. Resourceful in solving new and challenging problems. Adept at generating conceptual possibilities and then analyzing them strategically. Good at reading other people. Bored by routine, will seldom do the same Spontaneous and flexible, often thing the same way, apt to turn relying on their ability to improvise to one new interest after another. and their verbal fluency. ENFJ Warm, empathetic, responsive, and responsible. Highly attuned to the emotions, needs and motivations of others. Find potential in everyone, want to help others fulfill their to work with others to complete tasks accurately and on time. potential. May act as catalysts for Loyal, follow through even in smallindividual and group growth. matters. Notice what others need in Loyal, responsive to praise and their day-by-day lives, and try to criticism. Sociable, facilitate others provide this. Want to be in a group, and provide inspiring appreciated for who they are and leadership. what they contribute. ENTJ Frank, decisive, assume leadership readily. Quickly see illogical and inefficient procedures and policies, develop and implement comprehensive systems to solve organizational problems. Enjoy long-term planning and goal setting. Usually well informed, well read, enjoy expanding their knowledge and passing it on to others. Forceful in presenting their ideas. 10 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

11 MANAGEMENT DEVELOPMENT The MBTI is a non-threatening, learning document that you can now use to look at both the positive areas, as well as your developmental areas. To help you with this, please do the following: 1. Please read through your profile and highlight all that is applicable to you as a person. Remember, this profile is written from the general population. 2. Then give it to someone who knows you very well. Other people often see aspects within us that we are not aware of. With all the information you have now, please summarize your profile: Summary of My Profile 3. After doing so, please list all the positive qualities within your profile. TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 11

12 SUPERVISORY MANAGEMENT 4. Now do the same with the pitfalls within your profile. These are the developmental areas you need to integrate into your greater development plan. 5. Bearing in mind the above, what is the value that you bring to the team? 6. For what aspects do you have to rely on your team members? Identification of Direct Reports MBTI Preferences 12 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

13 MANAGEMENT DEVELOPMENT E Extraversion Sociable, enjoys interacting with others; Enjoys talking, sometimes without thinking first; Easy to get to know; Takes initiative in relationships and work situations; Dislikes and may even avoid having to write; Shows a lot of enthusiasm; Responds quickly, without needing to think much; Learns best through doing and discussing; May sometimes tend to speak before thinking; Is energized by others; Is expressive; When in meetings, likes talking out loud before coming to conclusions I Introversion Focus on internal world of ideas and impressions; Are energized from within themselves; Enjoy detail; Think first, act later; TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 13

14 SUPERVISORY MANAGEMENT Uncomfortable with small-talk; Time alone is important to them, as they need time to figure things out; Prefer to communicate by writing; May find it difficult to think of the right thing to say on the spur of the moment; Are reserved by nature; Keep energy and enthusiasm inside; Need to be drawn out; In meetings, tend to verbalise thought-out conclusions quite well. S Sensing Take information in through the senses; Detail / notice what is actual; Practical / realistic / concrete / factual; Specific and literal when speaking, writing, or listening; Orientated towards the present; Prefer step-by-step / sequential information; Describe the facts first, then the general plan; Rely on experience; Quick to find solutions to practical, concrete problems; In meetings, they are inclined to follow the agenda. 14 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

15 MANAGEMENT DEVELOPMENT N Intuition Intuitive, prefer to take in information through the sixth sense ; Imaginative, prefer fantasy to reality; Innovative / creative; Prefer to consider the broad parameters of a situation; Notice what may be new possibilities; Tend to be general, abstract when speaking or listening; Tend to trust inspiration / make assumptions; Make a general point, then describe the facts; May not always consider the specifics of an assignment; Rely on insight and imagination to encourage discussion; Use a round-about approach in presentations; In meetings, seek to involve other people. T Thinking Organise and structure information logically; Objective enjoy analyzing cause-and-effect; Analytical and precise, consider the pro s and con s of a situation; Impersonal; TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 15

16 SUPERVISORY MANAGEMENT Value justice; Unemotional when decision-making; Logical and impersonal problem-solver; Convinced by cool, impersonal reasoning; Present goals and objectives first; In meetings, prefer to be involved with tasks. F Feelings People-centred values; Understand, appreciate and support others; Subjective, caring, empathetic; Recognise and are sympathetic to impact on others; Strive for harmony; Usually friendly and sociable; Convinced by personal information, enthusiastically delivered; Have a need to be appreciated; Find it difficult to deal with unpleasant matters; Good at analyzing people; In meetings, seeks involvement with people. 16 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

17 MANAGEMENT DEVELOPMENT J Judgement Have a planned and organized lifestyle; Are structured and decisive; Plan systematically and methodically; Have their lives very much under control; Like clearly defined limits; Prefer to handle deadlines and plan in advance; Prefer to ensure that matters are completely settled and finished with; Prefer to discuss schedules and timetables with tight deadlines; Dislike surprises and prefer advance warnings; Expect others to follow through on instructions, and be able to count on this; Like people to state their positions and decisions clearly; Avoid last-minute rushes; May tend to make decisions too hastily; Dislike having to interrupt a project; Like to get right to the point of an issue; In meetings, focuses on the task to be done. TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 17

18 SUPERVISORY MANAGEMENT P Perception Live in a flexible and spontaneous manner; Meet deadlines by doing everything at the very last moment; May seem disorganized, messy and irresponsible; Trust their own resourcefulness; Feel energized by last-minute pressures; Are willing to discuss the schedule, but are uncomfortable with tight deadlines; Enjoy surprises and like adapting to last-minute changes; Expect others to adapt to a situation; Present their views as being tentative and modifiable; May have trouble making decisions; May not follow lists or plans; May postpone unpleasant tasks; Want all the available data on hand, and tend to be curious; Tend to think there is plenty of time, feel time pressures very late; In meetings, focus on the processes to be appreciated. 18 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

19 MANAGEMENT DEVELOPMENT TEAM MANAGEMENT THE DA VINCI INSTITUTE MANAGEMENT DEVELOPMENT 19

20 SUPERVISORY MANAGEMENT 20 MANAGERIAL LEADERSHIP ODYSSEY THE DA VINCI INSTITUTE SUPERVISORY MANAGEMENT

21 BMG100 BUSINESS MANAGEMENT MODULE OVERVIEW BACHELOR OF COMMERCE THE DA VINCI INSTITUTE MANAGERIAL LEADERSHIP ODYSSEY 21

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