TheMyers-Briggs Type Indicator(MBTI) assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. These preferences were extrapolated from the typological theories originated byCarl Gustav Jung, as published in his 1921 bookPsychological Types(English edition, 1923). The original developers of thepersonalityinventory were Katharine Cook Briggs and her daughter,Isabel Briggs Myers. They began creating the indicator duringWorld War II, believing that a knowledge of personality preferences would help women who were entering the industrial workforce for the first time identify the sort of war-time jobs where they would be "most comfortable and effective." The initial questionnaire grew into the Myers-Briggs Type Indicator, which was first published in 1962. The MBTI focuses on normal populations and emphasizes the value of naturally occurring differences.
The purpose of the Myers-Briggs Type Indicator®(MBTI) personality inventory is to make the theory of psychological types described by C. G. Jung understandable and useful in people’s lives. The essence of the theory is that much seemingly random variation in the behavior is actually quite orderly and consistent, being due to basic differences in the ways individuals prefer to use their perception and judgment.
Perception involves all the ways of becoming aware of things, people, happenings, or ideas. Judgment involves all the ways of coming to conclusions about what has been perceived. If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills.
Myers Briggs Type Indicator, a personality test that measures four aspects of people's personalities:
1. Extroverted versus Introverted (E/I)
2. iNtuitive versus Sensing (N/S)
3. Thinking versus Feeling (T/F)
4. Perceiving versus Judging (P/J)
The identification of basic preferences of each of the four dichotomies specified or implicit in Jung’s theory.The identification and description of the 16 distinctive personality types thatresult from the interactions among thepreferences.
Information:Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is calledSensing (S) or Intuition (N).
Decisions:When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).
Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P).
Your Personality Type:When you decide on your preference in each category, you haveyour own personality type, which can be expressed as a code with four letters.
The 16 personality types of the Myers-Briggs Type Indicator® instrument are listed here as they are often shown in what is called a “type table.”
According to theMBTI, there are16 different personalitytypes, which are combinations on how people rank on each of these four characteristics. For example, if a person takes the MBTI and ranks as Introverted, Sensing, Thinking, and Perceiving, that person is an ISTP personality type.
The workplace, like anyplace you bring a bunch of people together, is a jumble of many different personalities. In addition to coworkers who are easy to work with, you will also find difficult people at work. What sets the workplace apart from many other places is that everyone, even the difficult people must cooperate in order to be productive.
Here are five types of difficult people you may meet at work and advice for getting along with each one.
The Chatterbox
This person’s incessant talking is just keeping you from concentrating on your work. Rather than risk insulting your colleague, put the blame on yourself. Tell your coworker you have trouble concentrating while you are listening to her very engaging stories. You'd love to hear them at some other time, just not while you're working.
The Gossip
The gossip seems to know everything about everyone and he wants to share it. Listen to your gossipy coworker quietly. Don't become a gossip too. However, if the gossip being shared is of a very personal nature, for example he shares with you news of another coworker's marital problems, change the subject or say that you don't feel right discussing someone behind his back.
The Complainer
There's always one person in a group who can never find anything about which to be happy. Of course, some of her complaints may be legitimate, but the incessant whining is getting on your nerves. Change the subject whenever the bellyaching begins. Your colleague should get the hint after you do this repeatedly.
The Delagator
We're not talking about those who have a legitimate reason to delegate work to others, for example managers or team leaders. if managers are the only ones who have the authority to delegate and you already have your hands full, then you have to turn down the request. Tell your coworker you have your own work with which to deal.
The Credit Grabber
The credit grabber does not acknowledge any help she receives from others. She accepts all the praise for a project without mentioning that she didn't do it alone. The first time this happens, consider it a mistake. Mention it to your colleague and ask her to let others know about your participation. If she doesn't, or if this happens again, make sure you let others know about the role you played in getting a project done. Then, unless you are mandated to work with this person, refuse to help out again.
The basic premise of the "The McKinsey 7S Framework" is that there are seven internal aspects of an organization that need to be aligned if it is to be successful
The Seven Elements The McKinsey 7S model involves seven interdependent factors which are categorized as either "hard" or "soft" elements:
Hard Elements Strategy Structure Systems
Soft Elements
Shared Values Skills Style Staff
"Hard" elements are easier to define or identify and management can directly influence them: These are strategy statements; organization charts and reporting lines; and formal processes and IT systems.
"Soft" elements, on the other hand, can be more difficult to describe, and are less tangible and more influenced by culture. However, these soft elements are as important as the hard elements if the organization is going to be successful.
Let's look at each of the elements specifically Strategy: the plan devised to maintain and build competitive advantage over the competition.
Structure: the way the organization is structured and who reports to whom.
Systems: the daily activities and procedures that staff members engage in to get the job done.
Shared Values: called "superordinate goals" when the model was first developed, these are the core values of the company that are evidenced in the corporate culture and the general work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for the company.
