Individual Assignment
MGT/521
April 4, 2011
Professor: Eddie Aprile

Abstract
Societies are inherently a collection of people working together to achieve an objective. Every person in the society has their own distinctive morals, values, and experiences that contribute to the success or failure of that society. In place are fair laws, rules, and regulations that keep societies from falling into anarchy such as there are tools and strategies available to build successful teams in the workplace. Effective team building starts by establishing the team's core values and never breaking them. During the formation of the team it is essential to create a team charter in order to mutually define the purpose of the team, determine the goals of the team, and how the team will work together to achieve its objectives. The team charter frames the expectations of each team member and serves as the document of record for performance accountability.
Analysis of a Team Charter “Chartering is the procedure by which a team meets at the beginning of its process to describe its mission or task, set its goals, secure commitment by members to the achievement of those goals, make its plans, and allocate its resources (University of Phoenix, 2004, p. 4). The team charter is a document created by the members of the team to define individual responsibilities, expectations, and rules of conduct. The charter establishes communication protocol, escalation procedures for underperforming members, and expectant behavior of each team member regarding his collaboration efforts. The charter will be used as a tool to improve team member performance and to help the individual achieve greater professional competence as a member and leader of work teams (University of Phoenix, 2004).
Analysis of Personalities Great teams can focus each individual's strengths while hiding his weaknesses in the strengths of others. Collaboration on a team project in itself does not guarantee success. Analyzing the personality types and skills of the team reveal the compatibility of the team members and who should be assigned what tasks to complete. To understand the dynamics of our team, each team member underwent self assessment testing to determine his personality traits, how well he trusts others, and how well he listens. Using the results of the testing we will analyze how well we will work together and adapt our team charter to successfully complete our goals. Our team is designated Team B. The team consists of five individuals residing in different time zones throughout the United States. Four out of the five team members have multiple years of management experience with increasing levels of responsibility and personnel management. To determine our personality traits, The Jungian 16-Type Personality Assessment (Pearson Education, 2007e) was taken by each of our team members. Of the team members who reported, three of five members are ‘E’ (Extroverted), and ‘N’ (Intuitive). Two of five members who reported are ‘T’ (Thinking) and one of five members who reported is ‘F (Feeling). Two of five members who reported are ‘J’ (Judging) and one of five members who reported is ‘P’ (Perceiving). The second assessment taken by the team was Do I Trust Others. Scoring of the assessment reflected that four of five team members had high ‘faith-in-people’ and would choose college majors consistent with people-oriented occupations. The final assessment was How Good Are My Listening Skills. Scoring of the assessment reflected that four of five team members have acquired good listening skills whereas one of five needs improvement.
Improving Performance As posited by Bateman and Snell (2004), the key element of effective teamwork is commitment to a common purpose. To meet the team’s objectives and ensure the completion of tasks, the team will perform best by delegating assignments to members according to each member’s skills and personality. Three team members exhibit the following personality traits; ENTJ, ENFJ, and ENTP (me). According to the Jungian 16-Type Personality Assessment (Pearson Education, 2007e) any of the three individuals would demonstrate the leadership qualities to help guide the team to achieving its goals. In consideration of the second and third assessments, scoring indicates that the team is of similar mindset and it could be concluded that Team B is a homogeneous group and would work well together.
Conclusion
Though innate talent certainly plays a factor in team performance, the best teams are not solely talent driven. Great teams are flexible enough to evolve methods that work effectively for each member of the team. Team performance is sharpened by rapidly testing and evolving methods that work for each team member, despite personality differences, skill sets, and critical thinking skills.

References

Bateman, T. S., & Snell, S. A. (2004). Management: The New Competitive
Landscape (6th ed.). New York: McGraw-Hill/Irwin. pp. 424-449.

University of Phoenix. (2004). Learning Team Toolkit. Available on the University of Phoenix student/faculty website: http://ecampus.phoenix.edu (April 4, 2011).

University of Phoenix. (2007). Jungian Personality Self-Assessment Library. Retrieved from University of Phoenix, MGMT521 - Management website.