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DOMINANCE
(POWER)
COMPLIANCE
(POLICY)
ACTIVE BEHAVIOURS
PASSIVE BEHAVIOURS
INFLUENCE (PEOPLE)
STEADINESS (PACE)
System Uses
Recruitment
Job Assessment Training & Development Appraisal
Team Development
Aptitude & Ability
Available Reports
Main Report: Personal Profile Analysis Additional Reports: How to Manage Compatibility Assessment Candidate Feedback Job / Candidate Comparison Management Audit Sales Audit Admin / Tech Audit Call Center Audit General Questionnaire Management Interview Questionnaire
Personal Review
Career Guidelines
Motivating people to act Generating enthusiasm Cultivating relationships Making favourable impressions Radiating optimism
Developing specialist skills Concentrating on the job at hand Completing work thoroughly Maintaining consistency Persistence
Concentrating on detail Enforcing quality and directives Monitoring and controlling Improving quality and standards Fact finding and assessing risk
Modifying To Manage
The guidelines on behaviour changes on the following slides demonstrate that in order to gain commitment and maximize performance, managers must adapt and vary their behavioural style towards that of the people whom they manage.
Modifying To Manage
High D managers tend to make quick decisions without consultation or concern for their impact on others.
This attitude may bring FAILURE. The self-aware D modifies behaviour in order to enjoy better results and maximize success.
Modifying To Manage
High I managers rarely consider their impact on others. They set out to establish a personal relationship with everyone through talk, charm, eye contact and touch. This approach may bring REJECTION. The disciplined I modifies behaviour in order to gain respect as a leader.
Modifying To Manage
High S managers tend to value convention and consistency even when they may be inappropriate.
This procedural approach may cause others to challenge the status quo and produce INSECURITY. The confident S modifies behaviour once he or she has the skills and competence to do so, in order to create a stable framework for professional performance.
Modifying To Manage
High C managers tend to be somewhat rigid in their approach to others, expecting everyone to be as detailed and logical as they are. This approach may generate CONFLICT. The enlightened C modifies behaviour in order to ensure that individuals have the flexibility to achieve optimum performance in their own way.
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