The Institute of Team Management Studies collects data from around the world to look at work preferences across a variety of samples. The current database contains more than 151,000 people from 162 countries, 76 industries, and 246 professions. The data for professions is interesting in that it shows significant distribution differences in the way that people like to work. To highlight some of the differences it is worth comparing three profession samples (Bankers, Psychologists, and Electrical Engineers) with the worldwide sample, using the Team Management Wheel. So when you next facilitate a team development or strategic planning workshop, reflect on whether you are 'shortcutting' the road to high performance. The High-Energy Teams model illustrates well the path that needs to be travelled. It's a difficult but clear route 'through a jungle'. Sometimes it's tempting for a team to take a shortcut, but keep in mind that 'shortcutting creates erosion'. Copyright © Team Management Systems.

4. 1.Advising
2.Innovating
3.Promoting
4.Developing
5.Organizing
6.Producing
7.Inspecting
8.Maintaining
Margerison-McCann Types of Work Wheel

5. 





What information is needed?
Why do we need it?
Where will we get it from?
Who will get it?
When will we get it?
How will we get it?

6. Advising

8. Innovating
The Innovating work function involves
generating ideas and new ways of doing
things. Organizations need to introduce
new products and services in order to
keep up with, or one step ahead of,
their competitors. To do this well
requires original thought, imagination
and divergent thinking.

10. Promoting
The Promoting work function is concerned
with 'selling' the benefits of ideas,
products, projects or services to others,
both inside and outside the organization.
This often involves the application of
influencing and presentation skills. High
visibility throughout an organization may be
necessary, as well as the ability to
communicate the team purpose or
organizational vision and plan for the
future.

12. Developing
The Developing work function is
associated with turning concepts into
reality, by taking ideas and producing
practical products and services. In many
cases it may also involve developing
workable and practical solutions when
problems arise. This function is also
concerned with evaluating and
assessing projects and testing out
ideas.

14. Producing
The Producing work function focuses on
outputs to ensure that tasks are
completed to high standards of
effectiveness and efficiency. It is the
function associated with the regular
delivery of products and services,
requiring a systematic approach to work
and an emphasis on the delivery of
outputs on time.

16. Organizing
The Organizing work function involves
organizing people and resources efficiently
by setting clear goals and objectives, and
making people accountable for their
actions. It is also associated with the
implementation of quick, effective action
when problems occur, so that the planned
objectives can be achieved. In summary, it
is the function that ensures the work of
others is focused towards a common goal.

18. Inspecting
The Inspecting function requires an
attention to detail and an emphasis on
the monitoring of systems and outputs.
It is also associated with a focus on
accuracy, ensuring that work outputs are
always delivered to the right quality.
This function is the classic control
function where procedures are regularly
monitored for their efficiency.

20. Maintaining
The Maintaining work function is a support
function that ensures proper standards of
conduct and ethics are upheld and that quality
is maintained. It is also associated with
supporting others in the organization, so that
corporate values and standards are preserved.
Other important aspects of this work function
include facilitating existing procedures and
ensuring that the stated purpose of the team
and/or organization are upheld in day-to-day
activities

22. Linking
Every jobholder needs to implement the skills of Linking
if they are to be successful in their job. Linking is placed
in the center of the Types of Work Wheel because it is a
process common to all eight work functions. For
example, those who have Inspecting as a critical
function in their job must do it in a linking way to avoid
being labeled an 'interrogator'. Those who have
Organizing as a critical function must do it in a linking
way to avoid being seen as too pushy or too demanding.

25. Figure . The Four Measures of Work Preference

34. The key concepts identified by Jung are
briefly summarized below:
Extroversion and Introversion - describing
how people prefer to relate with one other;
Sensing and Intuition - explaining how
people prefer to relate to their world;
Thinking and Feeling - defining how people
prefer to interpret their world.
Judging and Perceiving - dimension on
how people responded to their world.

37. The Extrovert - Introvert measure is
based on how people relate with one
another at work. Do they need to talk
through their ideas or are they
happier thinking through ideas by
themselves? Do they enjoy a variety
of tasks or prefer to concentrate on a
few tasks at a time?

38. The Practical – Creative measure looks
at how people gather and use
information at work. Are they down-toearth people who enjoy working with
tested ideas and are patient with routine
work? Or are they bored by routine work
and enjoy searching for new ideas and
new ways of doing things?

39. The Analytical - Beliefs measure
looks at how people make their
decisions at work. Once they have
the necessary information, do they
make decisions based on facts and
logical analysis? Or do they make
decisions based on principles and
personal values?

40. The Structured - Flexible measure looks
at the way people organize themselves
and others in the work place. Do they like
clarity, order and a systematic approach
to delivering outputs to budgets and time
constraints? Or are they so informationoriented that they regularly change their
mind and delay decisions until they have
all the data?

45. Figure . The Four Measures of Work Preference

47. Types of work wheel showing work preferences

48. Figure . The Margerison-McCann Team Management Wheel

51. Reporter-Adviser
Reporter-Adviser - people who enjoy giving and gaining information
Reporter-Advisers enjoy gathering
information and putting it together in a
way that makes it easily understood.
Usually they are patient people who
prefer to have all the information before
they take action.

53. Reporter-Advisers represent the classic advisory role on
the Team Management Wheel. They are excellent at
gathering information and putting it together in such a
way that it can be readily understood. They are patient
people who prefer to have all the information before they
take action. This can cause others to accuse them of
procrastination, but Reporter-Advisers will typically
respond: "How can I take action unless I have all the
information?" Reporter-Advisers do not enjoy conflict and
have 'antennae' that can detect a potential conflict well
before it happens. Usually they move to defuse the
conflict or position themselves, well away from any direct
effects.

54. Creator-Innovators
Creator-Innovator - those who like to come up with new
ideas and different ways of approaching tasks
Creator-Innovators enjoy
thinking up new ideas and new
ways of doing things. Often
they are very independent and
will pursue their ideas
regardless of existing systems

56. Creator-Innovators are people who are very much
'future-oriented' and will enjoy thinking up new ideas
and new ways of doing things. Usually they are very
independent and will pursue their ideas regardless of
present systems and methods. Creator-Innovators are
sometimes accused (usually by their opposites on the
Wheel) of 'having their head in the clouds', but this is
usually because they are looking to the ideas of the
future rather than the practicalities of today. They will
tend not to be very structured in the way they go about
things and may sometimes appear disorganized and
absentminded.

57. Explorer-Promoters

59. Explorer-Promoters are excellent at taking ideas and promoting
them to others, both inside and outside the organization. They enjoy
being with people and will usually have a network of people that
they use when gathering information and testing out opportunities.
Usually they are advocates of change and are highly energized,
active people with several different activities on the go at once. They
enjoy being 'out and about' and are good at bringing back contacts
and resources that can help the organization move forward.
Explorer-Promoters are usually entrepreneurial in their approach
and they can be very persuasive. They are often influential and can
talk easily, even on subjects where they are not experts. They are
excellent at seeing 'the big picture' and developing an enthusiasm
for an innovation among other people. However they are not always
interested in 'controlling' and 'organizing' and they may not pay
sufficient attention to details.

60. Assessor-Developers
Assessor-Developer - those who prefer work where they
can analyze alternatives and develop ideas to meet the
practical constraints of the organization
Assessor-Developers usually
display a strong analytical
approach and are at their best
where several different
possibilities need to be analyzed
and developed. They are often
sociable, outgoing people who

62. Assessor-Developers
usually display a strong
analytical approach and are at their best where several different
possibilities need to be analyzed and developed. They are often
sociable, outgoing people who enjoy looking for new markets or
opportunities. Assessor- developers are located between explorers
and organizers they therefore exhibit both of these characteristics.
They may not think up good ideas for themselves but are excellent
at taking ideas of others and making them work in practice. They re
usually good product development manager. They like organizing
new activities and respond well to such challenges, taking an idea
and pushing it into a work able scheme. Once the activity has been
set up and proven to work they will often lose interest, prefering to
move on to the next project, rather than engage in production and
control of the output.

63. Thruster-Organizers
Thruster-Organizer - people who like to
thrust forward and get results
Thruster-Organizers are people who enjoy
making things happen. They are analytical
decision makers, always doing what is best
for the task, even if their actions sometimes
upset others. Their great ability is to get
things done, and for this reason they are
often found working in project management
positions.

65. Thruster-Organizers are people who enjoy making things
happen. They are analytical decision-makers, always doing
what is best for the task even if sometimes their actions upset
others. Their great ability is to get things done, and for this
reason they are often found working in project management
positions. They will 'thrust' forward towards a goal, meeting
conflict head-on if necessary. They emphasize targets,
deadlines and budgets, and will ensure that people are
organized to take action. Thruster-Organizers will usually
prefer to work to a plan and in a structured manner so that
objectives are clearly set out and everyone in the team knows
what has to be achieved and when. They will set objectives,
establish plans, work out who should do what and then press
for action. They tend to be task-oriented and in their pursuit of
goals may sometimes ignore people's feelings. This more than
anything else gets them into difficulties with their subordinates
and colleagues

66. Concluder-Producers
Concluder-Producer - those who prefer working in
a systematic way to produce work outputs
Concluder-Producers are practical
people who can be counted on to
carry things through to the end.
Their strength is in setting up plans
and standard systems so that
outputs can be achieved on a
regular basis, in an orderly and

68. Concluder-Producers are strongly practical people who
can be counted on to carry things through to the end.
Their strength is in setting up plans and standard
systems so that output can be achieved on a regular
basis in a controlled and orderly fashion. For this reason
they usually do not like rapid change, as it interferes with
the efficient systems they have established for doing the
work. For Concluder-Producers the challenge lies not in
dreaming up new ideas but in doing the work effectively
and efficiently. Therefore they are often more patient
than others with routine work, as the drive for them
comes from a 'job well done'.

69. Controller-Inspectors
Controller-Inspector - people who enjoy focusing
on the detailed and controlling aspects of work
Controller-Inspectors are quiet,
reflective people who enjoy the
detailed side of work, such as
dealing with facts and figures.
They tend to be careful and
meticulous and can spend long
periods of time on a particular

71. Controller-Inspectors are quiet, reflective people who enjoy
the detailed side of work and like dealing with facts and
figures. They are usually careful and meticulous and can spend
long periods of time on a particular task, working quietly on
their own. This stands in direct contrast to the ExplorerPromoters who need a wide variety of tasks to engage their
attention, and people around them with whom they can
interact. Controller-Inspectors are comfortable working within
the rules and regulations that have been established in the
organization. They would probably argue that the rules have
been made to ensure that the organization works in the most
efficient manner and therefore everyone should obey them.
For this reason they enjoy working in situations where their
output is guided by organizational or governmental
regulations

72. Upholder-Maintainers
Upholder-Maintainer - those who like to uphold
standards and values and maintain team excellence
Upholder-Maintainers are people
with strong personal values and
principles which are of prime
importance in their decision making.
Usually they have a high concern
for people and will be strongly
supportive of those who share the

74. Upholder maintainer are people with strong
personal values and principles which are of prime
importance in their decision making. usually they have
high concern for people and will be strongly supportive
of those who share the same ideals and values as they
do. they prefer to work in a control-oriented,
supportive way, making sure things are done to their
standards. They prefer the advisory role in the
background. they will not react in an extroverted, quick
tempered way but in a more resilient manner. Upholder
maintainer who is in support of the team is an
invaluable member, providing guidance and help on
issues that need to be well thought through, on terms
of principles rather than just economics.

77. Figure . The Four Measures of Work Preference

79. The first step is to score on the following scale
Tell yourself what you score on extrovert and introvert scale, minus the
smaller value from greater one which will decide either you are
extrovert or introvert : for example
your score Extrovert = 22
your score Introvert = 1o
your score Total
=
11
So score tells us a person is

80. Similarly on other three scales
Above sore fells us a person is
, and

86. THIS PERSON MAJOR ROLE IS
ASSESSORDEVELOPER
Assessor-Developers
Click Here

87. Happiness at Work: Engagement
Work Preferences are
dimensions of individual
differences in tendencies to
show consistent patterns of
relationships, thoughts,
feelings and actions in the
work environment.

88. Happiness at Work: Engagement
Work Preferences
determine the
conditions we set up to
allow our mental and
psychic processes to
flow freely.

89. Happiness at Work: Engagement
They guide our behavior,
but if we have to work
outside them at various
times then we can
usually cope.

90. Happiness at Work: Engagement
Preferences are just another
name for what we like doing.
Often our preferences at work
are different from our
preferences outside of work.