Identity and Negotiating Differences Essay
Explain why you think this theme is important in organisational life using examples from lecture seminar topics.
Source: Lecture 3/7
Theme: Identity and Negotiating Differences: Multicultural Teams/ Personality and Organisational Selection
MUHIDUR RAHMAN
ID: W138971521
“A real team is a small number of people, with complementary skills, who are committed to a common purpose and an approach for which they hold themselves mutually accountable” (Katzenbach and Smith 1993). This highlights the initial idea of a team’s approach and suggests that each individual has different “complementary skills” to supply to the team or organisation. Hence the cultural significance in organisations in this modern day is that the majority of companies have diverse workforces, which could be argued to be efficient or ineffective. Another theme that will be discussed through this essay is Personality, “a relatively enduring pattern of thinking, feeling and acting that characterises a person’s response to his or her environment.” Bratton et al (2010). Personality is a huge factor that needs to be judged in organisations for supervisors to be aware of what type of worker they are hiring therefore concluding whether they can adapt well within the organisation.
There are various factors that influence joining a team; managers will feel more confident when the employees have peers to help on major project. This is demonstrated in Hoerr’s survey (1989) on evaluating team performance in organisations, it is beneficial for productivity and increasing morale. This shows how team work could benefit the workforce and the manager whilst having a strong bond with employees within the organisation. Furthermore, another factor is task achievement for example, in my first presentation at University; I could not complete the tasks given, due to the limited skills that I have acquired. However through working collectively with my peers, we were able to contribute
Source: Lecture 3/7
Theme: Identity and Negotiating Differences: Multicultural Teams/ Personality and Organisational Selection
MUHIDUR RAHMAN
ID: W138971521
“A real team is a small number of people, with complementary skills, who are committed to a common purpose and an approach for which they hold themselves mutually accountable” (Katzenbach and Smith 1993). This highlights the initial idea of a team’s approach and suggests that each individual has different “complementary skills” to supply to the team or organisation. Hence the cultural significance in organisations in this modern day is that the majority of companies have diverse workforces, which could be argued to be efficient or ineffective. Another theme that will be discussed through this essay is Personality, “a relatively enduring pattern of thinking, feeling and acting that characterises a person’s response to his or her environment.” Bratton et al (2010). Personality is a huge factor that needs to be judged in organisations for supervisors to be aware of what type of worker they are hiring therefore concluding whether they can adapt well within the organisation.
There are various factors that influence joining a team; managers will feel more confident when the employees have peers to help on major project. This is demonstrated in Hoerr’s survey (1989) on evaluating team performance in organisations, it is beneficial for productivity and increasing morale. This shows how team work could benefit the workforce and the manager whilst having a strong bond with employees within the organisation. Furthermore, another factor is task achievement for example, in my first presentation at University; I could not complete the tasks given, due to the limited skills that I have acquired. However through working collectively with my peers, we were able to contribute
References: Badiru, A (2005). Handbook of industrial and systems engineering . 3rd ed. New York: CRC Press. p11.Dick, P and Ellis,S. (2005). Groups and Teams. In Intoduction To Organisational Behaviour. 3rd Ed. New York:Mc Graw-Hill Higher Education.116. Brett, J & Kern, C. (2006). Managing Multicultural Teams. Harvard Businss Review. 11 (2), p1. Anderson, N. and Herriot, P. (1997) Selecting for change: how will personnel and selection psychology survive?, in N. Anderson & P. Herriot (eds) International Handbook of Selection and Assessment. Chichester: Wiley, pp. 1-34 Bianca, A Bratton (2010), From Lecture 7 Personality and Organisational selection, Kamala Balu Cattel, R.B Dick, P and Ellis,S. (2005). Groups and Teams. In Intoduction To Organisational Behaviour. 3rd Ed. New York:Mc Graw-Hill Higher Education.116. Coulson-Thomas,C.(1997) Harnessing the Potential of Groups. Survey undertaken for Lotus Development, London Adaption LTD Halverson, B Higgs, M. (1996). “Overcoming the problems of cultural differences to establish success for international management teams” in Team Performance Management: An International Journal: vol. 2 no Judge, T.A and Cable, D.M. (1997) Applicant Personality, Organisational Culture, and organisational attraction. Personal Psychology 50, pp 359-94 Kamala Balu.Individual Differences: Personality & Organisational Selection Lecture 7 notes. Laurie J Mullins (17 June 2004). Management and Organisational Behaviour. 7th ed. London: Pitmanl. 307. Mullins, L. (1996) Management and Organisational Behaviour. London:Pitman Roslyn Frenz Schwartz, B. (1989) Psychology of Learning and Behaviour (3rd edn). New York: Norton Smith and Bond (1996).Team Effectiveness in ComplexOrganisations: Cross‐Disciplinary Perspectives and Approaches Thomas, David C. (2008.) Cross‐cultural Management Essential Concepts. Sage Podsakoff, PM., MacKenzie, S.B., Paine, J.B (2012). Introduction to Personality Tests. Available: http://www.psychometric-success.com/personality-tests/personality-tests-introduction.htm. Last accessed 25th November 2012.