This report describes exploratory research into the validity of the Team Management Index (TMI), an instrument developed by C. J. Margerison and D.J. McCann to determine work role preferences of middle managers.
An introductory literature review highlights the importance that team work will have on the effective performance of teams in the future. Applications of the TMI in this regard are described after the technical constructs of the TMI have been explained.
The approach taken to establish validity involved obtaining independent indicators of the concepts measured by the TMI and examining the relationship between these criteria and the TMI scores of the subjects.
Specifically, the study examined the correspondence between subjects' TMI scores, role profiles and the external criteria. A mail survey utilizing the Hoppock Overall Job Satisfaction and Michigan Organizational Assessment Questionnaire was the medium by which the independent measure was obtained. Additionally, anecdotal information was obtained from subjects regarding their most/least rewarding job or assignment and why they found it so.
The subjects surveyed were all Masters of Business Administration students of the University of Queensland who had either a Concluder-Producer or Creator-Innovator TMI profile.
The small number of useable questionnaires returned (26) made significant results hard to achieve/ but indications are that some of the TMI-external criteria relationships may become stronger given a larger sample.
The findings also indicate that for further research into the validity of the TMI certain elements should be controlled in the sample design to enhance the significance of results.