Management Report

Sally Sample

03/09/12

Integro Ltd
3 Portersgate Rise
Clonsilla
Dublin,   15
00353868266365

Management Report

The primary purpose of this Management Report is to provide you, the Manager, with information concerning Sally’s significant behavioural tendencies and preferred style of performing her job.  This information is intended to augment and not replace any other sources of work-related data. This report will confirm or clarify your impressions and alert you to new considerations regarding Sally’s compatibility with the demands of her position.  You will also get a good picture of her potential for growth and development within your organisation.
This report will help you to understand your colleagues better in all aspects of your work with them. Combined with your knowledge of their work performance, this information can help you better understand any difficulties that an employee might be encountering. It also contains valuable information with respect to training needs.

SUMMARY OF PRIMARY BEHAVIOURAL TENDENCIES
This section of the report summarises Sally's typical behavioural tendencies with regard to five critical job-related components. The purpose of this information is to help you to identify and make full use of Sally's strengths, and to help her to manage those areas that might be limiting her effectiveness.
1 - Productivity
•	She can become critical of others who do not share her sense of urgency.
•	Setting high standards for productivity, she emphasises getting the job done.
•	Self-motivated, she stays on the move.
•	Focusing on concrete objectives, she prefers the practical, down-to-earth approach.
•	Sally takes pride in efficient solutions, as she values time.
•	Even though she prefers to deal with the immediate task, Sally needs to see the eventual results of her own work.
•	She subscribes to the idea that time is a resource not to be wasted.
•	Often, Sally sets goals which are difficult to reach.

2 - Quality of Work
•	Though she is decisive and quick to take action, Sally has a casual interest in details and routine tasks.
•	Although she generally shows a commitment to quality work, Sally prefers activities where exactness and attention to detail are not critical.
•	She is capable of producing good quality work. However, she tends to be more results-oriented than process-oriented.
•	Generally, she makes an effort to organise her own work. However, she can become impatient with details.
•	She is not highly motivated by detail work. However, her attention to details and accuracy should be satisfactory.

3 - Initiative
•	She will pursue an opportunity in an aggressive and independent manner.
•	With the loss or reduction of freedom to determine how tasks are accomplished, she might experience frustration.
•	Forward-looking, Sally is comfortable with change and risk.
•	Sally is confident of her own judgement.
•	Capable of assessing a situation, she can take action when required.
•	Sally accepts responsibility for her actions.

4 - Teamwork
•	Concerned with the importance of each person's contribution to the attainment of overall objectives, she believes that if everyone does their job individually, the team's success is assured.
•	Generally willing to work as part of the team, she shares ideas and information with others. However, Sally can become impatient with the need to co-ordinate her own efforts and objectives with the abilities of others.
•	Direct and demanding, Sally tells people what to do in a forceful, confident manner.
•	Usually, she listens to others and takes an objective view of situations.
•	Generally, she develops an adequate working relationship with others.
•	She is generally effective working in groups.
•	Tending to relate to individual needs, she will encourage individual expression.

5 - Problem Solving
•	Decisive and self-assured, Sally has a tendency to make quick decisions.
•	When immediate action is required, she can be counted on to respond quickly.
•	Sally tends to be a quick and decisive problem solver. However, she might fail to consider long-term consequences, or to include all critical factors in more complex situations.
•	She tends to challenge the 'status quo'.
•	She is likely to stress pragmatic approaches based on commonsense and practical experience.
•	She might experience frustration when required to check back frequently and report on methods and processes rather than results.

SUGGESTIONS FOR INCREASED EFFECTIVENESS
This section relates to some behavioural tendencies that Sally might want to modify or improve. The significance of these behavioural tendencies takes on meaning as they are related to her current position, career and/or personal goals.
1 - Productivity
•	Do not lose sight of the long run in her attempts to get immediate results.
•	Realise that others may need time to adjust to her quick decision-making style.
•	Recognise the need for realistic thinking about implementation with the support necessary to reach challenging goals.
•	Recognise her least favourite tasks and find ways to complete them more efficiently, thus freeing up time for more interesting work.
•	Try to be more selective when considering which new tasks to take on and learn to say "no".
•	Guard against becoming so involved and motivated that she sets over-optimistic goals.

2 - Quality of Work
•	Take the time to work out the steps in a process in writing before beginning a project.
•	Concentrate on her ability to follow through on a project.
•	Sally might produce higher quality work if she were more consistent in attending to critical details.
•	Utilise the abilities of others to check work for completeness and details.
•	Focus more attention to the critical task details and analysis which are required for quality results.

3 - Initiative
•	Learn how and when to challenge policies and supervision.
•	Try not to force action when there is no need to do so.
•	Understand that often the established way of doing things is based on solid reason; be aware that precedents may exist.
•	Do not automatically make changes just because something has been done the same way for a long time.
•	It is ok to push her ideas, but she must also respect the ideas of others. She can be enthusiastic about her own ideas, but must try not to criticise someone else's.

4 - Teamwork
•	Look for points of agreement and common interest, especially if you disagree with what someone is saying.
•	Spend more time explaining her reasoning process rather than just announcing conclusions.
•	Listen to, and be considerate of, the thoughts, feelings and experiences of others.
•	Avoid an either/or approach to people and relationships.
•	Be willing to delay her individual work to assist others with high priority group projects.
•	Sally might improve the comfort level of team members and the flow of productive ideas by showing greater sensitivity to other viewpoints.
•	Practice becoming more of a team player.
•	Negotiate desired outcomes on a 'win/win' basis instead of a 'win/lose' basis.
•	Ask others for suggestions, seeking their view.
•	Participate with others, without being in charge.

5 - Problem Solving
•	Explain steps in her reasoning process instead of announcing her conclusions.
•	Acknowledge others' opinions. Make a rational case as to why her idea might work better, or work to integrate the two different ideas so as to capture the best of both.
•	Avoid sharp criticism of others.
•	Focus her thinking directly on the relevant issues of a problem.
•	Try to understand all levels of a situation by getting input from others.
•	Objective viewpoints can help her avoid problems and predict the optimal amount of time needed to reach goals. Become more willing to listen to others.
•	Talk to people with varied backgrounds to get different perspectives on the same problem. Make more contacts outside her immediate work group or business area.

RESPONSE TO JOB-RELATED STRESS, FRUSTRATION AND/OR CONFLICT
When experiencing stress, frustration and/or conflict in a job setting, Sally may:

•	Become decisive, self-assured and bold.
•	Take a direct, aggressive approach. Get straight to the point.
•	Become self-reliant; rely on her own strengths and capabilities.
•	Probe and persist to get at hidden resistance.
•	Persist in following up with others until a clear-cut decision is made.
•	Be quick to respond to emergencies and resolve problems.
•	Accept the risk of change and uncertainty.

If, however, the level of stress, frustration and/or conflict becomes intense and/or continues over an extended period of time, there may be a tendency to:

•	Overstep policies, respond without checking with proper authority.
•	Become argumentative, making it difficult for others to compromise and reach agreement.
•	Become impatient, critical and fault-finding.
•	Force action when there is none needed.
•	Act with a lack of tact and diplomacy.
•	Become overly vigilant and 'combat-ready', making others feel defensive.
•	Sacrifice thought for action and may overwhelm others with a feeling of emergency.
•	Press others too hard, not allowing them 'breathing space' to decide.

WORK MOTIVATION
This section of the report describes the different types of incentives, rewards and conditions that are most compatible with Sally's behavioural tendencies and motivational style.  In motivating her, consider providing:

•	Freedom from controls, close supervision and organisational constraints.
•	Opportunity to control, to be in control of people and situations.
•	The opportunity to be in charge, to be assertive, to be the leader.
•	A high sense of urgency, pressures, critical deadlines.
•	Opportunities for personal accomplishments, more responsibility.
•	Clearly defined goals, measurable results.
•	Individual incentives for achieving goals.
•	Short-term goals, immediate results.
•	Situations where she is held accountable solely for results rather than for how the results are achieved.
•	The freedom to determine her own rules and outcomes.
•	Opportunity to solve challenging problems.

MOTIVATIONAL ENERGY
Motivational Energy (ME) reflects the intensity that an individual shows and how she approaches most situations. Sally's ME indicates that she will approach most situations with a rather high intensity and suggests that she might be inclined to show one or more of the following behavioural tendencies:

•	Sally has a strong tendency to undertake tasks that are considered important in her own judgement, even though this is not necessarily consistent with the priorities of the team or the manager.
•	As she tends to push her own viewpoints, she sometimes has difficulty considering the ideas of others.
•	Because she is capable of stating her position firmly and with conviction, she might be perceived by others as arrogant and demanding.
•	Inclined to push her own viewpoints, Sally may be slow in considering the ideas of other group members. As a result, she could become excluded from the group's information flow.
•	Because she is so direct and forceful, others might have difficulty asking questions, clarifying instructions and pointing out potential problems.
•	Whilst capable of making good decisions, she may not always use a systematic approach. By rushing important decisions, she will sometimes miss some important information or forget to involve key people.
•	Sally prefers to take shortcuts whenever possible.
•	Quick to respond to emergencies and problems, she might be inclined to respond without checking policies or clearing them with the appropriate authority.
•	Generally, Sally makes decisions in a timely manner. However, occasionally she may rush an important decision before considering all the available information.
•	Although capable of being an effective problem solver, she does not always use a systematic approach.
•	She might make remarks that are untimely or not very tactful. If overdone, this may offend others.