When it comes to extraordinary successes, innovation and the culture of innovation are like top-class sports – only truly high-performance teams stand on the winners’ podium. The Team Management System (TMS) analyzes the work preferences of team members and helps to find the right role for everyone in the team or innovation project.
The Team Management Profile was developed back in the early 1980s by Dr. Charles Margerison and Dr. Dick McCann. The TMS currently has an extremely wide acceptance in many companies worldwide and to date over 1.25 million Team Management Profiles have been created.
The TMS is both a working methodology and a typology built on scientifically based feedback. The TMS has been extensively researched scientifically worldwide and today has an enormous database.
The Team Management System is focused on the tasks, preferences and behaviors on the job. At the heart of TMS is an appreciation for the differences in people – and how we can bring out everyone’s strengths in business. Every country, every sport and even every industry has its own language. TMS is the language that helps teams communicate extremely effectively and achieve high performance.
With the TMS, you optimally assemble diverse teams for innovation work in relation to work preferences.
Areas of use and corridors of benefit:
– Development of innovative high performance teams
– Mentoring of high performance teams
– Building a culture of innovation
– Establishment of continuous improvement processes (CIP)
– Active future management
– Goal-oriented change management
– Cooperation trainings
– Diversity management
– Management of interdisciplinary teams
– Management of multicultural teams
– Team design that promotes innovation
– Effective management of creative meetings
– Development of successful thinking strategies
Eight key work functions are extremely important to any successful project. High-performing teams know that if any one of these job functions is not filled, then efficient and successful work is not possible in the long run.
Equally important are work preferences for high-performance teams. At the top end of the market, professional skills alone are often no longer enough. Preferences are just as important. They show in which work we are really motivated from within. The Team Management Profile is able to reliably measure preference expressions.
Digitally driven change processes succeed above all when employees in companies understand the opportunities and risks as well as their own role in the world of new technologies and work consistently on the future viability of their employer. When the people involved can focus on what they do best by leveraging digital business potential and automating routine processes.
Ideally, employees and teams are deployed according to their inclinations, processes can be improved and innovation ambitions of organizations get tailwind. In the digital transformation of organizations and their workforces, it makes perfect sense to analyze and understand the work preferences of the employees involved in greater detail when it comes to unfolding team performance. By using TMS, organizations can ensure that excellent diverse teams are assembled to get closer to the goal of developing innovative high-performance teams.
Team Management System (TMS) stands for a set of tools for systemic organizational and human resource development developed by Australian scientists Charles Margerison and Dick McCann in the mid-1980s. The basis is a personality test based on self-description (also called TMP – Team Management Profile) with statements on decision-making, information processing, organizational and communication behavior (source: Wikipedia).
Margerison and McCann discovered that there are eight task areas, all of which are seminal to lasting success.
However, each person likes to perform only two to three activities of these eight task areas. These work preferences describe the important contribution everyone makes to team success and the specific behaviors behind them. All this is shown by the Team Management Profile, which is created by a scientifically validated questionnaire with 60 questions. Organizations working with the TMS can uncover “blind spots” and eliminate them through balanced team constellations.
The eight job functions in the Team Management Profile are:
– Advise: Gather and share information
– Innovate: Generating new ideas and experimenting with them
– Promote: Exploring new opportunities and convincing others of them
– Develop: Evaluate and test the applicability of new approaches
– Organize: Establish and initiate procedures and processes.
– Implement: Deliver the desired work output with established systems and processes.
– Monitor: Control and, also in detail, verify the functioning of systems.
– Stabilize: Maintaining and safeguarding values, standards and processes
Areas of application of the TMS method:
– Team development
– Team composition in start-ups
– Management development
– Composition of agile teams
– Change management in municipal structures
– Management training
– Career development
– Diversity training
– Organizational development
