PPA How to Manage

Sample Report

PRIVATE & CONFIDENTIAL - J THOMAS

MANAGING

J Thomas responds well to a friendly, democratic management style that is rule-orientated and supported by standard operating procedures. He will want to develop a personal relationship with his manager and work colleagues. He usually works best in a team, where the emphasis is on co- operation rather than competition. However, he will want the opportunity to gain the appreciation of team colleagues and a share of the limelight.

J Thomas is probably best suited to roles that allow him to assist, advise or persuade others via the use of his personal expertise. He will seek an individual role within the team, expecting his manager to direct and focus his efforts.

It is important that his manager understands that J Thomas has an innate need to avoid error, and will want the opportunity to discuss his role and duties privately. He normally expects to be monitored. J Thomas will look for frequent reassurance from his manager and colleagues that he is doing a good job.

MOTIVATING

J Thomas is motivated by knowing what is required of him, democratic relationships with his boss and colleagues, security of tenure, freedom of speech, public recognition, a sense of belonging, and personal attention.

His manager can underpin the foregoing by the provision of a clear job specification, group activities inside and outside the work place, the opportunity to discuss both work and personal problems, a contract of employment, people to talk to, public praise, a team role, and frequent feedback.

Incentives should recognise contribution to the team, co-operation, loyalty and quality of work. Incentive rewards should be team-orientated and made publicly. Remuneration should be related to people skills, reliability and specialist expertise, and could include fringe benefits such as a company car, pension or health care etc.

COMMUNICATING

J Thomas enjoys communicating. He responds well to a relaxed, even paced, verbal communication style that is both factual and expansive. He will want to talk with his manager and colleagues as opposed to receive messages. However, it is likely that he will prefer to impart and receive instructions, commitments and other official types of communication in writing.

Be aware that he will want to know the purpose as well as the requirement of most communications, be they written or verbal. A relaxed, conversational approach that details specific content are key to effectively communicating with J Thomas.

DIRECTING

J Thomas dislikes interpersonal conflict and as a result, is unlikely to deliberately act in a controversial manner. Day-to-day control should not pose a major problem. However, he is inclined to allow others to impose and can spend more time than is practicable giving assistance. This can lead to a backlog of work and extended time schedules. His manager must therefore make clear to him from whom he can and cannot accept demands on his time. Where possible, provide him with rules that allow him to say "no" without fear of rebuff.

SUPPORTING

J Thomas normally dislikes having to make quick, harsh or unpopular decisions. His manager can provide effective support by the introduction of standard decision making procedures, excluding the need to make harsh or unpopular decisions from his remit.

In addition, J Thomas can be somewhat apprehensive of change, especially if it is abrupt or unexpected. His manager can provide effective support by preparing and discussing with him any proposed changes, well in advance of their implementation.

DELEGATING

J Thomas usually enjoys tasks that require him to assist or help others in or outside the team. Consequently, he is susceptible to appeals for help. This can result in him taking on more work than is practicable, resulting in a reduction in performance and productivity. His manager will therefore need to check that his willingness is matched by his capacity, before delegating fresh tasks.

When delegating new work that is outside his normal remit, it is important that his manager provides a thorough explanation of requirement, and where possible, the preferred method and approach. The key to the delegation of any task is detailed explanation of requirement and purpose.

DISCIPLINING

J Thomas is unlikely to deliberately challenge established authority. Consequently, the need to discipline should be minimal if he is given clear rules to work by, standards to maintain and reporting requirements. In addition, his manager should make clear his position in the organisational hierarchy and limit any authority to specific tasks related to his expertise.

If the need to discipline does arise then a rule-orientated, counselling approach should be adopted, with the emphasis on putting things right rather than reprimand. All rules and procedures should be followed. However, J Thomas may accept deviations if the necessity for them is discussed, explained and agreed beforehand. It is highly unlikely that J Thomas will view leniency as a weakness.

DEVELOPING

J Thomas's basic characteristics suggest that he has the potential to fulfil a variety of people-orientated, administrative roles, including teaching and training functions. However, the latter will depend on education, experience and intelligence. In addition, it is likely that J Thomas has the ability to engender a sense of trust in others. This could be extremely useful in a counselling role.

He is normally appreciative of and responsive to training designed to enhance or develop people skills and any of the aforementioned qualities. While training to improve his assertiveness may appear desirable, it is unlikely to prove worthwhile.