Collection B

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Browsing Collection B by browse.metadata.advisor "Calitz, C. J."

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    'n Bedryfsielkundige ondersoek na die bruikbaarheid van die Myers-Briggs Type Indicator as spanontwikkelingsinstrument
    (Stellenbosch : Stellenbosch University, 1993) Verster, L. G.; Calitz, C. J.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    It used to be that an entrepreneur could build a company on his own. Those days are gone. Today's business environment is so complex and in such a continual state of change that success often depends on the outputs of teams or work groups rather than the efforts of a single person. The necessity for people to work in teams, has led to the development of team development and team building strategies. An instrument often used in this capacity is the Myers-Briggs Type Indicator (MBTI). This psychological instrument is based on Carl Jung's theory of personality types and reports preferences and styles of interaction. Many authors describe the use of the MBTI as a team development instrument, but there seems to be a lack of supportive empirical evidence. This study attempts to investigate the use of the MBTI as a team development instrument to enhance the climate and effectiveness of a team. Teams working in a public service sector, and management teams of different companies took part in MBTI team development sessions. The hypothesis stating that there would be a significant difference in the climate and effectiveness of teams after MBTI team development, were investigated. With the teams in the public sector an effort was made to measure the climate and effectiveness of three experimental groups and a control group before and after the experimental treatment. The same procedure was planned for the management teams. The data of the control group of the teams in the public service sector could not be obtained at the second measurement. The analysis of the data of the experimental teams indicated no significant support for the hypothesis. With further analysis a significant correlation between team climate and team effectiveness was found. The composition of personality types in the teams and the implications thereof are discussed. It came to light that the management teams were not actual work teams, therefore the second measurement was not carried out with these groups. The composition of types within these teams were analysed, discussed and compared to similar research. A number of conclusions and suggestions for further research are made.