Individual Differences
Assignment 1: Managing Individual Differences
Organisations are comprised of unique individuals usually working in collaborative arrangements. Think of some of the people that you have worked with on one or more projects in an organisation. Referring to theory, in what way did they, through their unique characteristics (such as preferred roles, personality, perception, behaviour, values and attitudes, cultural background, abilities or skills) assist or hinder the organisation in achieving one or more of its goals? What are the implications for managers?
Introduction
The study of individual differences in the workplace is not a new phenomenon. Difference between individuals has been the norm since human existence (Diamante & Giglio, 1994). Understanding individual differences is to acknowledge the varied perspectives and approaches to work, which members of different identity groups evoke (Ely & Thomas, 1996). Behaviours, roles, personalities, perceptions, values and attitudes are different for every employee. Recognising these diverse skill sets among employees and matching them to the most appropriate position is critical in assisting or hindering the achievement of organisational goals. Since individuals are diverse, it is not surprising each individual perceives and operates in different ways. The key for organisations and management is approaching individual diversity as a true opportunity and converting it into a competitive advantage.
A major downfall for individuals and organisations is their tendency to stereotype people as categories, and not recognise the benefits of respecting individual diversity in terms of needs and behaviours, often resulting in conflict. Diversity has the ability to positively impact on the business outcomes achieved by teams. Katz ' (1982) study found that diverse teams often take longer to perform than less diverse teams; however the outcome is of a higher quality. Managers must recognise the critical impact diversity of
Organisations are comprised of unique individuals usually working in collaborative arrangements. Think of some of the people that you have worked with on one or more projects in an organisation. Referring to theory, in what way did they, through their unique characteristics (such as preferred roles, personality, perception, behaviour, values and attitudes, cultural background, abilities or skills) assist or hinder the organisation in achieving one or more of its goals? What are the implications for managers?
Introduction
The study of individual differences in the workplace is not a new phenomenon. Difference between individuals has been the norm since human existence (Diamante & Giglio, 1994). Understanding individual differences is to acknowledge the varied perspectives and approaches to work, which members of different identity groups evoke (Ely & Thomas, 1996). Behaviours, roles, personalities, perceptions, values and attitudes are different for every employee. Recognising these diverse skill sets among employees and matching them to the most appropriate position is critical in assisting or hindering the achievement of organisational goals. Since individuals are diverse, it is not surprising each individual perceives and operates in different ways. The key for organisations and management is approaching individual diversity as a true opportunity and converting it into a competitive advantage.
A major downfall for individuals and organisations is their tendency to stereotype people as categories, and not recognise the benefits of respecting individual diversity in terms of needs and behaviours, often resulting in conflict. Diversity has the ability to positively impact on the business outcomes achieved by teams. Katz ' (1982) study found that diverse teams often take longer to perform than less diverse teams; however the outcome is of a higher quality. Managers must recognise the critical impact diversity of
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