How do individual differences (e.g., personality, value, perceptions, attitudes, motivation and performance) affect team dynamics?
ANALYTICAL ESSAY
How do individual differences (e.g., personality, value, perceptions, attitudes, motivation and performance) affect team dynamics?
The importance of groups and teams have become a major focus in the business world today. Organizations have started to realize that the evolution from an individual to a team management approach is a priority in present day. The reality is that much of an organization’s work is accomplished directly or indirectly through teams, which are used as means of growing effectiveness and efficiency. Any organization is constantly changing and evolving (Scarnati 2005). Naturally, group procedure and conflicts are influenced by the choice of team member selection and directly impact required results. Creating an effective team takes time and will determine the level of productivity.
In order for a group to be successful it is important that its members are able to meet and discuss their ideas. This is made a lot easier if members’ schedules are complementary, i.e. members are able to meet at mutually agreed times without too much trouble. Part of what makes group work worthwhile is members’ diversity. Ensuring a group has a number of different perspectives, values and ways of thinking will add to the wealth of ideas created for a task in most cases. However, when people arrive at work they bring with them their individual traits and personalities (Dalal, R. S,2005). Regardless of a person 's position or responsibilities in the workplace, personality plays a role in how a person approaches a team, completes a task and interacts with other members of that team.
Personality encompasses a person’s relatively stable feelings, thoughts, and behavioural patterns (Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J,2001). To work effectively in a team, it is helpful to understand the personalities of different employees. Having this knowledge is also useful for placing people into the most suitable jobs and
How do individual differences (e.g., personality, value, perceptions, attitudes, motivation and performance) affect team dynamics?
The importance of groups and teams have become a major focus in the business world today. Organizations have started to realize that the evolution from an individual to a team management approach is a priority in present day. The reality is that much of an organization’s work is accomplished directly or indirectly through teams, which are used as means of growing effectiveness and efficiency. Any organization is constantly changing and evolving (Scarnati 2005). Naturally, group procedure and conflicts are influenced by the choice of team member selection and directly impact required results. Creating an effective team takes time and will determine the level of productivity.
In order for a group to be successful it is important that its members are able to meet and discuss their ideas. This is made a lot easier if members’ schedules are complementary, i.e. members are able to meet at mutually agreed times without too much trouble. Part of what makes group work worthwhile is members’ diversity. Ensuring a group has a number of different perspectives, values and ways of thinking will add to the wealth of ideas created for a task in most cases. However, when people arrive at work they bring with them their individual traits and personalities (Dalal, R. S,2005). Regardless of a person 's position or responsibilities in the workplace, personality plays a role in how a person approaches a team, completes a task and interacts with other members of that team.
Personality encompasses a person’s relatively stable feelings, thoughts, and behavioural patterns (Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J,2001). To work effectively in a team, it is helpful to understand the personalities of different employees. Having this knowledge is also useful for placing people into the most suitable jobs and
References: McShane, S.L.M, 2013. Organizational behavior. 5th ed. the university of western australia: McGraw-Hill/Irwin. Individual behavioral components & team dynamics - Research Papers - Saswatbarpanda. 2014. [ONLINE] Available at: http://www.studymode.com/essays/Individual-Behavioral-Components-Team-Dynamics-1596353.html Dalal, R. S. (2005). A meta-analysis of the relationship between organizational citizenship behavior and counterproductive work behavior. Riketta, M. (2002). Attitudinal organizational commitment and job performance: Ameta-analysis. Journal of Organizational Behavior, 23, 257–266. Borman, W. C., Penner, L. A., Allen, T. D., & Motowidlo, S. J. (2001). Personality predictors of citizenship performance. International Journal of Selection and Assessment, 9, 52–69; Dalal, R. S. (2005). Salgado, J. F. (2002). The big five personality dimensions and counterproductive behaviors. International Journal of Selection and Assessment, 10, 117–125; Zimmerman, R. D. (2008). Roberts, B. W., Walton, K. E., & Viechtbauer, W. (2006). Patterns of mean-level change in personality traits across the life course: A meta-analysis of longitudinal studies. Psychological Bulletin, 132, 1–25.