I.
Introduction
The business initiative aims to raise funds and has been assigned to a small group of four individuals to evaluate group presentations and
teamwork. The group members' personal differences, motivations for caring about team performance, performance formulae, hurdles, and
proposed development solutions are detailed in the reporting report. To enhance the team's efficiency, collaboration aspects and talents,
including the team leader's personality, perspective, and techniques, must be assessed. The hypothesis that aligns with group performance and
behavior should also be taken into consideration. The statement on team performance, effectiveness, and team members' roles and behaviors will
reflect various ideas and theories.
II. Introduction of team activity
1. The contents of the activities
The activities’ name: Selling Dessert
The content of the project "Selling Dessert" (selling flan and panna cotta) is to generate profits for the purpose of raising funds for charity
activities. The main activities of the project include Production and sale of products, distribution channels, Promotion and marketing, Integration
of volunteer activities.
2. The purposes of the activities
The "Selling Dessert" project focuses on selling flan and panna cotta for profit and raising funds for charitable activities that give social
meaning.
3. The roles of team members
Bui Thi Khanh Tan: Contribute ideas when building content for planning, sales, delivery.
Dinh Thi Tuyet Nhung:
Nguyen Thi My Ngoc:
Vo Nguyen Thanh An: order, sell, determine who requires assistance, and deliver gifts.
4. The timeframe
III. The relevance of personality and perception to teamwork effectiveness
1. MBTI Test
Figure 1: Result of the MBTS Test
According to “16 Personalities”, my personality is described as an Extraverted, Intuitive, Sentimental, and Prospective Campaigner (ENFP) by
the MBTS test. This personality type tends to embrace major concepts and initiatives that represent its members' sense of optimism and
goodwill. This personality's vivacious energy may go in many ways. Campaigners have a special ability to be highly introspective. Even though
they should be focusing on anything else, they can't help but consider the greater significance and purpose of life. These individuals hold the
view that everything and everyone is interconnected and that the transient knowledge they may get from these connections is what gives them
life.
Figure 2: Result of the MBTS Test
2. Big 5 Traits Test
Figure 3:Results of the Big Five Traits Test
According to the big five personality test, Openness to experience is 79%, which shows that I am interested in new ideas and events and are open
to them. The amount of agreeableness is 58%, which shows that I am friendly and caring, but can also stand up for what I believe in. The amount
of conscientiousness is 44%, which means that I think about their responsibilities and pay attention to my work, but not too strict. Neuroticism
was at 46%, which means that my mind was stable and less affected by worry. Extraversion level (Extroverted) is 85%, which shows that I am
active, like to talk to people, and are willing to join in social events. In short, the results of the Big Five Traits test show that I open to new
experiences, friendly, and caring. I am also responsible and less affected by bad feelings, and I tend to be outgoing and active ( Truity, 2023).
3. Perception to the team’s responsibility
3.1 Positive
The results of the MBTI test indicate that the characteristics and features of my personality have favorably affected the management strategies
and performance that I have used, notably in the following ways. Optimism and creative thinking: Optimism and my creative ability may
serve as catalysts for novel concepts and unique methods of planning, making sales, and delivering goods. Customers could be drawn to this, and
it might set me apart from competitors. Positivity in the spirit: If I can experience and project positivity in my spirit, it will be easier for me to
cultivate a social and welcoming working atmosphere, as well as a strong connection with both my coworkers and my clients. Self-observation
and understanding: The skills I've gained via self-observation and inquiry have given me the ability to better understand the requirements and
preferences of my customers, which in turn has afforded me the chance to provide individualized solutions to a variety of issues both now
present and those still to come.
The results of the big five traits test show that I have a high degree of openness to experience (79%), which means that my curiosity in new
concepts and occurrences may assist me in developing original strategies for the sales process. Being receptive to new ideas has the potential to
make a difference in the quality of the goods and services that I provide. Moderate agreeableness (58%): The capacity to demonstrate a warm
and empathic attitude helps generate a convivial and cooperative working atmosphere, both with coworkers and with clients. Moderate
agreeableness is the second highest level of agreeableness. Having the ability to defend my viewpoint, on the other hand, may increase the
likelihood that my thoughts will be heard and considered. Having a moderate amount of conscientiousness (44%), I can guarantee that my job
is completed on time by focusing on my duties and my work. However, dedication and flexibility must occasionally be coupled to ensure that a
focus on planning at work does not inhibit creativity and flexibility in sales. My psychological stability allows me to have a positive attitude and
is less impacted by worry, which contributes to my low degree of neuroticism (46 %). Keeping a positive attitude in this way might be helpful
throughout the management and delivery of the project. High levels of extraversion (85%): Engaging in pleasant relationships with customers
and colleagues by being physically active and having a favorable attitude about social activities. Extroversion helps to establish an atmosphere
that encourages open conversation and is favorable to the development of relationships.
3.2 Negative
The findings of the MBTI test indicate that the following aspects of my personality are constrained because of My capacity to concentrate on
greater issues and the bigger picture might, at times, cause me to overlook certain particulars vital in the process of management and delivery.
Diversity of Ideas: Having various ideas may be beneficial in that it increases diversity and creativity; yet it can also make it challenging to pick
and concentrate on a certain strategy.
Because my personality is based on the findings of the Big Five test, there are certain negative characteristics that I need to take into
consideration to maximize both my management style and sales performance: The combination of empathy and friendliness may sometimes
persuade me to accept other people's thoughts or conclusions without providing my own perspective on the matter. This has the potential to
impact choices about sales as well as project management. I have moderate conscientiousness, which accounts for 44% of the total. A low
degree of neuroticism (46%), which is a good thing, but it should be mentioned that not being excessively optimistic may sometimes lead to a
lack of sensitivity in dealing with difficulties and circumstances.
3.3 Reflect on the value and importance of personality and perception for effective managerial relationships.
When considered as a psychological concept, rather than as significant factors in the functioning of a team, values have received a greater
amount of attention in recent years. When addressing the question of whether personal constructions (such as values) are stable over time,
implies that those that are socially built, such as conformity, are accessible to adjustment. This is the case since these parts of personality are
related to our self-presentation of conduct to others (Hampson, 1988). It is possible that the same holds true for other personality paradigms,
such as the concept of "emotional intelligence." Another approach to analyzing stability through time is to look at it from an intra-personal point
of view. Pratch and Jacobowitz (1998) were the ones who came up with the phrase "integrative capacity," and they applied this concept to the
efficiency of individual leadership. Integrative capability reflects integrative activity across all levels and functions of personality. This includes
not just the cognitive (integrative) complexity of a person's personality, but also their emotive, motivational, fantastical, and, ultimately,
unconscious phenomena.
The significance of personality and perception in group activities is well-documented in a multitude of scholarly articles within the fields of
psychology, organizational behavior, and sociology. The significance and importance of these factors can be comprehended from multiple
viewpoints. The topic of inquiry pertains to the concepts of leadership and decision-making. The functioning of a group can be significantly
influenced by the perception of leadership qualities within it. The significance of perception in leadership effectiveness was highlighted in a
study conducted by Lord, De Vader, and Alliger (1986) and published in the "Journal of Applied Psychology." The way individuals perceive
leadership attributes, such as charisma and expertise, significantly impacts their inclination to follow and provide backing to leaders. The
perceptions have the potential to influence the process of decision-making and the ultimate outcomes of the group. Conflict Resolution: It is
frequently observed that conflicts arise within groups as a result of divergent personalities. Jehn and Mannix (2001) conducted a study published
in the "Academy of Management Review" that underscored the significance of personality traits and conflict perceptions in influencing group
outcomes. The identification and comprehension of personality-related factors contributing to conflict can facilitate the development of effective
conflict management strategies and the fostering of collaboration within groups. The performance and productivity of a group can be influenced
by individual perceptions of both their own roles and the roles of others within the group. These perceptions have the potential to affect an
individual's level of motivation and subsequent performance within the group setting. The significance of perceived task importance and
autonomy in improving group performance was underscored in a study conducted by Hackman and Morris (1975) and published in the "Journal
of Applied Psychology." When individuals perceive their tasks as having significance and possess a sense of autonomy over their work, they
tend to exhibit higher levels of engagement and productivity.
3.4 Argue the importance and significance of personality and perception in group activities.
The following is an argument for the relevance and importance of them, which is based on the findings of two personality tests as well as my
approach to working in groups:
Creating variety while maintaining equilibrium: Personality is the foundation upon which the variety and equilibrium of a team are built. People
with contrasting personalities contribute a variety of distinct abilities and points of view, which, when combined, complement, and complement
each other. The personality trait known as "Campaigner" is one that, when combined with creativity and the ability to think in a flexible manner,
may help to cultivate an atmosphere in which the team is open to new ideas. Concurrently, it fosters coherence and productiveness, as follows:
The personalities of the individuals involved influence how they communicate with one another and collaborate. It is helpful to develop a happy
and engaging work atmosphere, support the brainstorming and promotion of ideas, and successfully handle conflict when you have a good
understanding of the personalities of your coworkers.
Discovering new points of view via participation in group activities is the purpose behind my perception. The unique viewpoints of all
individuals contribute significantly to the expansion of the available options in terms of both ideas and methods. Everyone contributes their own
unique viewpoint to the discussion of the issue; bringing these perspectives together enables the group to develop better and more varied
answers. When you can see things from the perspective of your colleagues, you may improve your connections with them and increase their
level of trust. It is possible to lessen conflict and foster collaboration if one has the capacity to grasp how other individuals perceive a situation or
issue. This contributes to improved decision making and the ability to solve problems. When people have different points of view, it may lead to
more thoughtful and deliberate decision making. Integrating several points of view enables you to assess all the potential outcomes and choose
the approach that will provide the greatest results.
IV. Motivation and effective workforce.
Motivation is a term that originates from the concept of "motive," which refers to the internal needs, desires, wants, or drives experienced by
individuals. Motivation refers to the procedure of inciting individuals to engage in actions that lead to the achievement of objectives (Usher et
al., 2012).
The classification of workplace motivation theories can be broadly categorized into two main types: process theory and content theory
(Campbell et al., 1970). Based on the Content theory, which focuses on identifying the factors and needs that motivate and inspire employees'
behavior and performance. Content theories of motivation primarily center on the internal factors of employees that serve to energize and guide
their work-related behavior (Lynne, 2012). Content theories of motivation categorize motivations as the result of internal drives that motivate
individuals to act or strive towards their personal satisfaction. The content theories of motivation are primarily rooted in early theories that
sought to trace the origins of action back to internal drives. The primary theories regarding motivation's major content are Maslow's hierarchy of
needs, Alderfer's ERG theory, Herzberg's Two-Factor Theory, and McClelland's Theory of Needs (Lynne, 2012). In summary, content theories
are grounded in a range of factors that have the potential to impact job satisfaction. Motivation theories falling within the realm of Content
theory posit that all individuals employed within an organization possess a uniform set of needs. Consequently, this perspective enables
organizations to anticipate the specific attributes that ought to be inherent in each job (Lynne, 2012). In contrast, process theories place emphasis
on the behaviors exhibited by employees, which are driven by their individual needs. Employee motivation is contingent upon the fulfillment of
their job-related expectations and alignment with their personal values. This theory encompasses the examination of how various factors, such as
employees' expectations, needs, values, and comparisons, interact with their job tasks to ascertain the level of motivation. This field of study
pertains to the investigation of the factors that drive and sustain individual behavior within the context of self-directed cognitive processes in
humans. There exists a range of workplace motivation theories that fall under the classification of process theory. These theories collectively
emphasize the importance of acknowledging employees' diverse needs and the cognitive processes that underlie these variations (Lynne, 2012).
These theories focus on the origins and determinants of employees' behaviors, as well as the underlying motivations that influence the magnitude
and orientation of such behaviors. The primary theoretical frameworks concerning motivation include Vroom's expectancy theory, Adam's
equity theory, Latham and Locke's goal-setting theory, and Skinner's reinforcement theory.
V. Team management and team-working effectiveness
VI. Conclusion
