D (Dada) Maseko(Key competences ) - 12-09-2016 04-27-57 PM (003)

The Margerison-McCann Team Management Wheel

ExplorerPromoter

AssessorDeveloper

ThrusterOrganiser

ConcluderProducer

ControllerInspector

UpholderMaintainer

ReporterAdviser

CreatorInnovator

®

D. (Dada) Maseko

These are your major and related role preferences on theMargerison-McCann Team Management Wheel.

The Team Management Systems logo and Team Management Wheel are registered trademarks.

Name:

Organisation:

Major Role:

Related Roles

Key Preference Areas

:

:

D. (Dada) Maseko

Sub-Saharan Africa BrandAmbassador

Explorer-Promoter

Creator-Innovator

Assessor-Developer

Exploring, Organising, Advising

Your personal Team Management Profile provides you with information about your work

preferences. It is a starting point for consideration and discussion of how you approach your work

and your interactions with others in the workplace.

All work teams need to consider eight key activities essential for high-performance:

Advising

Innovating

Promoting

Developing

Organising

Producing

Inspecting

Maintaining

Gathering and reporting information

Creating and experimenting with ideas

Exploring and presenting opportunities

Assessing and testing the applicability of new approaches

Establishing and implementing ways of making things work

Concluding and delivering outputs

Controlling and auditing the working of systems

Upholding and safeguarding standards and processes

Your own work preferences have been derived from your responses to the Team Management

Profile Questionnaire. While you may work in any of the areas of the Wheel, your highest

preference area, or Major Role, has been identified together with two Related Roles which

indicate your next highest preference areas. All the roles are displayed on the Team Management

Wheel shown at the front of this Profile. The Linker role at the centre is the responsibility of all

team members.

Note that the Team Management Profile Questionnaire does not measure skill or experience - you

may have good abilities in areas of work where you have low preferences. However, where there

D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 20161

is a good match between your preferences and the demands of your job, you are more likely to

enjoy work, develop skills and perform well. Where a group is made up of individuals with

complementary work preferences, it has a higher chance of being effective.

Your roles on the Team Management Wheel arise from your preferred approaches to work in four

different areas:

how you relate with others

how you gather and use information

how you make decisions

how you organise yourself and others.

These four work preference measures are shown on the next page as bipolar scales ranging from 0

to 30 either side of a centre point.

For example, on the first work preference measure, the length of the bar to the left shows the

extent to which you relate to others at work in an extroverted way. The bar to the right indicates

the extent to which you relate to others at work in an introverted way.

Similarly the second measure indicates the extent to which you gather and use information in

either a practical or creative way. The third measure looks at the extent to which you make

decisions in either an analytical way or according to your beliefs, and the fourth measure

determines whether you like to organise yourself and others in a structured or flexible way.

By subtracting the lower score from the higher one for each measure, a net score is obtained. This

is indicated by a black vertical line. These are E: 11; C: 13; B: 3; S: 2 and are the foundation of

your major role preference.

D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 20162

WORK PREFERENCE MEASURES

How You Relate With Others

How You Gather and Use Information

How You Make Decisions

How You Organise Yourself and Others

Extrovert Introvert

Practical Creative

Analytical Beliefs

Structured Flexible

30 20 10 0 10 20 30

30 20 10 0 10 20 30

30 20 10 0 10 20 30

30 20 10 0 10 20 30

3D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016

OVERVIEW

Explorer-Promoters enjoy work with a lot of variety attached to it. If the job becomes routine or

dull, then it is likely they will go in search of some new project or venture that can stimulate them.

Normally, they will have a high energy level, providing the work is challenging, seen to be of

some importance and with a useful purpose. They are important members of any team. Their

outgoing approach, combined with their desire to see new initiatives advanced, is a force for

change and adaptation. The term Explorer-Promoter is, therefore, an appropriate one for people

who prefer to work in this way.

As an Explorer-Promoter, you will find it easier than many others to establish good relationships

with colleagues. Indeed, it is probable you will value a work environment where people are

friendly and considerate, and appreciative of the work you are doing. You do not like sitting in an

office for long periods by yourself, thinking about the situation and planning in a detached,

analytical way. You prefer to talk through your ideas, even if they are half-formed. Indeed, you are

likely to be stimulated by the comments that others make, even if you disagree with them.

However, you like this kind of challenge and confrontation to be done within a group that is

warm, supportive, and friendly and, therefore, look to build a team of people with whom you can

have easy-going but interesting and exciting relationships.

While you enjoy other people's views, it is likely you will have clear ideals, standards and

convictions which guide your decision-making. Indeed, you will be loyal to these ideals and to the

people who support them. Occasionally, you may be so concerned with these concepts and the

way they are expressed by people whom you admire, that you may underestimate your own

contribution.

A great strength is your vision and imagination. You may sometimes feel you have dealt with a

problem before, even if it is a new one, insofar as you have an intuitive feel of what should be

done.

You probably spend a lot of time looking at the possibilities and opportunities for new initiatives


and, to this extent, can sometimes be very optimistic. You may be interested in the overall plan

and will not spend too much time gathering detailed facts. Others may say you have lots of ideas

but don't concentrate enough on the detail. If this is so, you need to look at the balance of your

team and bring in other people to complement your strengths.

You can organise people and things without too much preparation or planning. You rely on your

'sixth sense' to tell you what is right. This is usually a combination of insight, combined with

strong values and beliefs, telling you what is appropriate or inappropriate.

Overall, you tend to adopt a role where you Explore and Promote opportunities, always pressing

for improvements which may be of help to those in need or less fortunate than yourself. When you

believe in the end being pursued, you can work twice as hard and encourage others to do so as

well. You enjoy a job with a great deal of variety, where you can use your verbal skills and

abilities to express yourself. Project work, where you can move from one project to another, can

be of interest to you.


LEADERSHIP STRENGTHS

It is your outgoing approach, combined with your creative insight, which has a major influence on

your leadership style. Sometimes you can be enthusiastic and even impulsive, particularly when

you believe strongly in the issues at stake.

People appreciate your leadership when you give spontaneous praise for jobs well done, discretion

based on clear objectives, and support when problems arise. You have an inclination to do these

things, but often lack of time intervenes because you take on so many projects. You may need to

be tough on your priorities.

You will put forward your views strongly and expect others to follow your leadership. You

usually have great confidence in your ideas and feel others must share them. If people do not

understand and support your plans, you will usually be surprised.

You can be tolerant of others who share your beliefs and perhaps do not always give constructive

criticism when it is needed. Some may say you are good-hearted and always look for the best in

others. You see yourself as trustworthy and expect others to be likewise. Consequently, you may

be surprised when people let you down.

You can often be persuasive with audiences when communicating your views and putting together

a very wide picture on issues which are seen by others to be rather intangible and complex. Your

gift for expression is particularly forceful when you are advocating a line of action based on your

personal values. Indeed, some may say you don't always support your ideas and beliefs with

sufficient facts and hard evidence, but rely too much on your conviction.

Your management approach is quite entrepreneurial and you will not be put off when others tell

you your ideas will not work. You will push forward in the face of much opposition to achieve

what you think is right. It is this characteristic which ensures the success of many entrepreneurial

managers.


Because you can organise, often without planning, you probably feel others can or should do so

also. However, many people like to know what they are going to do well in advance and find it

hard to follow some of your moves.

When you do have a high need to structure time and priorities, you will want to see action rather

than just ideas. It is probable you will often be involved in co-ordinating others to get a job done.

This you can do and in fact do well, particularly if you believe in the objective being pursued. You

tend to lead from the front rather than from behind.

You are often at your best when leading a new project. By contrast, leading a team doing a

repetitive task may not inspire you as much. The challenge comes in finding new ways, new

methods and new avenues. You tend to be much better at going forward to Explore and Promote

new initiatives than at maintaining existing, well-tried systems.


DECISION-MAKING

You will tend, to a large extent, to judge issues on your creative ideas, personal beliefs and values.

This is a powerful combination. While you will go out and gather facts and opinions, you will be

guided by your inner convictions. Where your beliefs and the requirements of the situation

coincide, this is fine, but you may find personal conflicts when your own principles tell you to do

one thing and the situation demands other behaviour.

You can be extremely influential in persuading others to make a decision in the direction you

suggest. Indeed, you are probably surprised when others do not accept your views and direction.

Above all, you do not like putting off decisions. Having gone out and made the effort to talk to

people, you like to get your ideas moving forward. Some will say you want to move too quickly at

times.

Nevertheless, you respect people's views and will spend a lot of time talking to others, getting

their opinions and putting forward your own. You don't like to offend people and often try to

establish a decision that will have wide support, providing it does not infringe your basic

convictions. Usually though, you will be uncompromising on matters that are fundamental to your

beliefs.

If you feel a decision is right, you will push for what you believe is correct, regardless on some

occasions of the rules, procedures, and possibly the costs. When you do feel strongly, others may

say you don't listen sufficiently well and will do what you intend to do regardless. This is where

the combination of strong beliefs, together with your need for action, can lead to a rushed

decision.

You often follow your intuition when dealing with complex problems with no easy solutions. You

may not be able to explain your hunches, but at times feel a decision should go in a particular

direction, even though you don't have hard evidence to support it.

You probably enjoy situations which involve a fair degree of complexity, rather than problems


which can be solved through the application of known methods and principles. Seeing a creative

way of reaching a conclusion is fascinating to you and the decision process can be as important as

the ultimate outcome.

You probably feel you involve people a lot in the decision-making process because you talk to

them a great deal. You may wish to check out this assumption to see if they really do feel

involved, in the sense that they can influence you, as opposed to their being influenced by you.

The more experienced you are, the better able you will be to handle this important balance.

Overall, you will welcome the opportunity to have a role where you can make decisions, although

at times you may be impatient to get quick results so that you can move on to the next project.


INTERPERSONAL SKILLS

You will usually find it easy to meet others in a variety of work situations. Indeed, you will

probably seek out various opportunities to meet and discuss ideas and developments. You will

usually avoid the situation where you are a back-room person working on your own.

You get many of your best ideas talking with others and search out stimulating company if it is

not naturally available. This may take the form of joining community groups, particularly those

which have an important social purpose, such as to help others in need.

You see the possibilities in situations clearly - both good and bad - and feel the need to do

something to help. You are particularly sensitive to other people's feelings and will often go out of

your way to offer assistance. You strive for what you believe is right and authentic, and will

persevere until you win or lose. While you like harmony and co-operation, you will oppose those

you feel stand against your ideals.

The co-ordination of others towards a goal that you believe in is a strong force in your life. You

may well be seen as an enthusiastic, energetic, promoter of causes. You will also be creative in

getting the necessary resources to achieve your objectives.

You may tend to develop interpersonal relationships where people are for you or against you, as

you are a person who has views that are not easy to ignore. While you work hard, you also believe

you should play hard and will often take an active role in recreational and social activities.

At times you may feel responsible for others and have a sense of guilt if they do not perform well.

You also give generously of your time to those who wish to discuss issues with you. This often

means you don't have enough time for yourself and those close to you. Interpersonal relationships

are important to you, but you also need to establish priorities on a regular basis in this area.

People often appreciate your interest and support, and your willingness in a leadership role to give

autonomy and initiative, even though this may not be said openly. However, you need to follow


up to ensure people honour the discretion by performing well on a regular basis.


TEAM-BUILDING

You can develop an effective work team, because of your ability to communicate easily with a

wide variety of people and indicate to them a vision of where the team should be going. You can

also draw out the best in people through your recognition of their abilities and your willingness to

help on an individual basis. For you, everyone in the team has assets that can be developed, even

if they are currently liabilities.

You tend to take an optimistic view of what can be done and may ask the team to take on a lot of

work. At times, this is done without a clear plan being established and you improvise to

accommodate things. You may enjoy this challenge and do it well, even though it could upset

others.

Depending on the task, it is probably vital to have people with a high Controller-Inspector

orientation and also a Thruster-Organiser focus on your team. It will also be valuable to have

someone who can support your ideas and beliefs with facts and relevant data, so a Reporter-

Adviser could be a good addition.

You may need to look carefully at establishing someone in your team, who can comment in detail,

in an objective way, on the proposals and ideas you have. Of course, such a person will operate in

a different way to you. They will be more detached, more dispassionate, probably much quieter

than you, and certainly more detail-oriented. They may work at a slower, but more systematic,

pace than your own. You may find such people hard to work with, but they can usually

complement your work preferences and approach. If they are practical, they will provide the hard

data to help you support your ideas and enthusiasm.

You work hard to develop a team which works in a co-operative, harmonious way. You will

probably not relish conflict with those who work closely with you and share your beliefs. Some

may even say you are too easy on individuals who do not perform properly and should be

disciplined. You may feel such people need to be reformed, rather than punished.


Overall, you will welcome the opportunity to lead a team which has tasks that involve Exploring

and Promoting new initiatives in exciting areas. You will put a lot of personal effort into

discussing with team members the aims and ideals you feel can be attained. Often the team

becomes enthused and you then have to negotiate the 'political' support in the wider organisation

and the environment to achieve success. This may take up a lot of your time and, if so, you need to

have people on the team who can implement your ideas.


AREAS FOR SELF-ASSESSMENT

In working with others it is important for you to understand how they see you. In this way, it is

possible for you to develop an approach that relates your own strengths to the needs of others. The

following points should, therefore, be borne in mind:-

You often tend to speak as you feel. There may be a need to think things through more

carefully before you give your views on a number of issues, particularly those with

‘political’ implications. You should gain support from others in advance, as well as have

detailed facts to back up your case.

You may also take on too many projects at once and will sometimes have to reduce these

in order to make sure certain things happen on time. There is a possibility you may

overlook important facts and detail, and not work out the practical aspects of your ideas. If

this is so, it is important to have someone working with you who can support you in these

areas. This is particularly important in a leadership role, where you can provide the vision

and encourage others, but then may require someone to look after the details if action is to

follow.

When it comes to decision-making, you tend to judge things on the basis of your ideals

and beliefs. There are occasions when it is equally important to be more detached and

work out the costs and benefits in detail. If you feel you do not have the time or the

inclination to do this, then you need to select people from the Controlling sectors of the

Team Management Wheel to work closely with you on these issues.

You can sometimes be a little impulsive and rush into judgements too quickly. Therefore,

it is important to make sure there are people working with you who can help you to get all

the facts and reach a conclusion that will stand the test of time.

Within the context of the Team Management Wheel, you will certainly enjoy the Explorer role


and will have firmly-rooted views on how things should be organised. Overall, your Profile will

enable you to work out new avenues for development and push towards firm action by

implementing the decisions that are required.


KEY POINTS OF NOTE FOR EXPLORER-PROMOTERS

You will tend to be an enthusiastic initiator of new ideas and ventures.

Your personal beliefs, rather than detached analysis, will drive your overall direction.

You can often give generously of your time to others and have little time left for your own

personal activities.

You see the possibilities, both good and bad, through strong imagination.

You are willing to lead and expect others to follow.

You can often read the motives of others, and understand them and their problems well.

You have a strong sense of what is right and wrong.

You can be impulsive and make decisions on feelings not facts.

You have a stronger intuition than many others and can 'see' things when there is no hard

evidence.

You have the gift of expression and can be good with words.

You value harmony and co-operation, but can be a strong opponent if crossed.

You are usually optimistic and may make assumptions which need to be tested in practice

before action takes place.

You care for others and are willing to help those in need.


You can come up with innovative ideas, although you may not be as interested in the

detailed work associated with implementation.

Your basic interests lie in exploring and developing new initiatives and ideas.

You can be patient and tolerant of others who share your beliefs, but a tough opponent of

those who don't.

You welcome complex, rather than routine problems.

You seek authenticity, truth, and trust in personal relationships.

You can put a lot of effort into developing the abilities of your colleagues and friends.

You can be easily bored and like variety in work.

You like to be with people and can spontaneously encourage them to improve through

your enthusiasm and interest.

You can be influential in groups, but need to listen carefully to others in order to avoid

mistakes in decisions.

You press to get things organised and decided, although you may not always follow

through to action, because other ideas and new projects get in the way.

Your personal likes and dislikes can influence your decision-making to a degree.

You talk a lot and often generate your best ideas in conversation.


You often enjoy project work and have a strong commitment to situations that accord with

your personal beliefs.


RELATED ROLES

In the constructs of the Team Management Profile Questionnaire, you scored strongest in the areas

of extroversion and creative information-gathering. These two factors have combined with your

scores on the other factors to locate you in the Explorer-Promoter sector of the Team Management

Wheel. Here, you will enjoy promoting new ideas and exploring ways of introducing change to

your organisation. Your related roles appear on either side of the Explorer-Promoter sector and

this northern part of the Wheel is an area where you are 'at home'. You will be quick to recognise

the need for innovation and your entrepreneurial side can be of great value to your organisation.

While on balance, when it comes to decision-making, you are likely to be strongly influenced by

your beliefs, you are nevertheless quite analytical in the way you approach problems and will

usually go through the processes of logic and reason before making your decisions. At these times,

you are more likely to be wearing your Assessor-Developer 'hat'. Here, you will enjoy developing

prototypes, new markets or products and analysing which is the best way of implementing your

ideas. Usually though, your current work has to match up with your beliefs as to what is worth

doing. Given this, you are quite capable of using your technical skills to develop ideas or

opportunities to their optimum, sometimes using very innovative approaches.

When your beliefs combine with your ideas, you can be a powerful force to reckon with. At these

times you can be strong, with a gift for expressing yourself well in conversation and persuading

others to take a particular course of action. However, this strength may become a weakness if

over-played and you might sometimes become over-optimistic and fail to see the limitations in

your proposals. When you are creating and developing your ideas you may be seen by others as

being on a 'high' as you can be very outgoing and exciting to be with. Conversely, when your ideas

are ignored by others, or people overly criticise you, there are times when you can be 'low' or

'down in the dumps'.

While on balance you prefer to work to a plan and deadlines, there are times when you are likely

to be more flexible in the way you organise your work and the work of others. This will show

itself when you are tackling particularly complex problems, which are ambiguous and have many


different angles. Here, you will be in more of a Creator-Innovator role, enjoying the challenge of

these problems. In this mode, you may well spend a lot of time gathering relevant information and

consulting others before taking action.

Sometimes you may be difficult to manage, not because you are argumentative, but because you

like to do things in your own way and make changes as and when you feel it appropriate to the

task at hand. There may sometimes be a conflict between the need for you to express your creative

talents to your own satisfaction and the demands for action placed upon you by the organisation.

You can usually visualise where the organisation should be going in the longer-term. It may well

frustrate you that others are so tied up with the day-to-day operational issues that they cannot see

the longer-term objectives. You will see the importance of developing strategic decisions affecting

the three, five and even ten-year perspective. However, you may need to pay attention to how

people can get from their present position to where you see they should be. In this regard, you can

benefit from working with someone who has a slightly more practical approach - perhaps

someone from the Concluder-Producer sector of the Team Management Wheel.


WORK PREFERENCE DISTRIBUTION

The Team Management Wheel highlights your major role preference and two related roles. In

terms of the eight Types of Work that define the critical tasks of a team, these roles indicate the

top three task areas that you prefer to work in.

It is possible to extend your scores on the Team Management Wheel beyond the top three task

areas to produce a work preference distribution that indicates your level of preference for all eight

Types of Work. This information is valuable when it comes to allocating work among team

members, as Team Management Systems theory states that all eight Types of Work are critical to

Promoting

Developing

Organising

Producing

Inspecting

Maintaining

Advising

Innovating

®

25%

16%

10%

8%

5%

9%

11%

17%


the success of a team. If several team members have the same major and related roles, it is worth

looking at the individual work preference distributions to determine whether there is a significant

difference among team members in the less preferred work areas.

Your work preference distribution is shown with 100 percentage points distributed across all eight

Types of Work, indicating those tasks that you like best and those that you like least. If the

percentages are similar, you will be relatively comfortable working on any task. If there is a gap of

more than 15 percentage points between the highest and lowest scores, there may be some tasks

that you definitely like and others that you dislike.

When allocating tasks, it seems sensible for there to be some overlap between your work

preferences and the team tasks that need to be undertaken. If you are spending a lot of time in

areas that are not your preference, it may affect your enjoyment and wellbeing at work. Likewise

if you are working solely in Types of Work that strongly match your work preferences, you may

be ignoring important personal development opportunities in areas of lower preference.

It is important to remember that work preferences and competence are unrelated, and you may

perform well in Types of Work for which you have a low preference. However, it is important to

get the right balance between working to your preferences and working against them. Our research

shows that a two-thirds/one-third balance works well for many people, and that problems with

dissatisfaction can occur when the ratio moves significantly in the opposite direction. Working to

your preferences will help establish conditions at work where your mental and psychic energy can

flow freely.


LINKING

At the centre of the Team Management Wheel is the Linker role, defined not by preferences, but

by the skills that all team members need to develop. Linking Skills comprise people linking, task

linking and leadership linking.

Of importance to all team members are the People Linking Skills, particularly the skill of

Communication. A useful technique to try here is Pacing - varying your communication style so

that it matches other people’s role preferences. The successful implementation of Pacing skills

helps avoid conflict and leads to more productive interactions.

Below are some key points that team members should consider when interacting with an

Explorer-Promoter major role preference like yours. Read each point and consider whether you

would like the other person to act like this when they are communicating with you. Highlight

those points that you definitely agree with and share them with your team members. This may

help them understand ‘what makes you tick’ and how they can better meet your needs.

In order to link more effectively with you, the person you are interacting with could:

Explore ideas with you in conversation.

Not force you to a decision until things have been fully talked through.

Balance idea generation with converging on results and actions.

Avoid attacking any strong beliefs you may hold.

Respect your feelings on those issues that passionately concern you.

Speed up their speech delivery (if necessary) to match yours and try to talk with 'colour' in


their voice rather than in a monotone.

Record key points in writing after discussions with you, so as to avoid misunderstandings.

Be punctual to meetings.

Stick to agendas.

Realise that your mind may wander onto more important things and so learn techniques

that make you want to listen to them.

Not overload you with too much information.

Summarise the content of conversations but make sure they focus on your 'feelings' as

well as the 'facts'.

Use visual representations (perhaps on a whiteboard) to help them get their point of view

across.

Give you options to explore rather than suggesting a unique solution, when wanting a

decision from you.


NORM DATA

In the table(s) below you can see how your scores compare with others in specific groups of

people from our database.

For example, in the first table 23.3% of people prefer a more extroverted approach to work than

you; 76.7% have a more introverted preference.

Total worldwide sample

Sample Size: 303711

You

More Extroverted Than You

More Practical Than You

More Analytical Than You

More Structured Than You

More Introverted Than You

More Creative Than You

More Beliefs Orientated Than You

More Flexible Than You

23.3% 76.7%

87.9% 12.1%

87.6% 12.4%

58.3% 41.7%

Worldwide gender sample: Male

Sample Size: 163314

You









22.3% 77.7%

86.7% 13.3%

90.0% 10.0%

57.5% 42.5%


Worldwide gender sample: Female

Sample Size: 111405

You









24.8% 75.2%

89.6% 10.4%

83.8% 16.2%

58.9% 41.1%


MEDIAN DATA

What is a Median?

The median score is the point where 50% of people within the sample have a higher net score and

50% have a lower net score.

Take a look at your own scores and compare them with the medians for the groups shown below.

Your Scores E:11 C:13 B:3 S:2

Median Scores for Other Groups

Total worldwide sample E: 2 P: 2 A: 12 S: 4

Worldwide gender sample: Male E: 1 P: 1 A: 13 S: 4

Worldwide gender sample: Female E: 4 P: 3 A: 10 S: 4


DISCLAIMER

© 1984 - 2016, version 8.72 Bellcastle Pty Ltd. Produced on 12/09/2016. All rights reserved. No

part of this report may be reproduced, stored in a retrieval system, or transmitted in any form or by

any means, electronic, mechanical, photocopying, recording or otherwise without the prior

permission of the copyright holders.

The Profile descriptions given here relate to the information provided in the Team Management

Profile Questionnaire. While utmost care and attention have been taken, the authors and

publishers stress that each Profile is based on general observations and they cannot be held

responsible for any decisions arising from the use of the data, nor any specific inferences or

interpretations arising therefrom.


Individual Summary

Name

Organisation

D. (Dada) Maseko

Sub-Saharan Africa Brand Ambassador

Major Role

1st Related Role

2nd Related Role

Explorer-Promoter

Creator-Innovator

Assessor-Developer

E:11 C:13 B:3 S:2

25 14 14 27 19 22 22 20E I P C A B S F

Raw Scores Net Scores

E:25P:14

A:19S:22

I:14C:27

B:22F:20

E:11

C:13

B:3

S:2

Organising

Producing

Inspecting

Maintaining

Advising

Innovating

Promoting

Developing

Work Preference Distribution

25%

16%

10%

8%

5%

9%

11%

17%

Software DetailsReport Type Language Version

Managerial English (International) 8.72

Printed Date Processed Date

12/09/2016 04:28:11 PM 12/09/2016 04:27:47 PM

Folder

Edrington

10%

8%

5%

9%

11%

17%

25%

16%

Documents

D (Dada) Maseko(Key competences ) - 12-09-2016 04-27-57 PM (003)