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Impact of diversity on individuals
Impact of diversity on individuals
Impact of diversity on individuals
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MGT 2530 Final Exam
2. What are teams? (2 points) How are they different from groups? (2 points) What are the barriers to effective teams? (2 points). What is groupthink? (1 point) What is social loafing and why does it occur in a group context? (2 points) What can you do to prevent social loafing? (1 point).
A team is a group of people who come together for a specific purpose. Teams are helpful in performing difficult, time-consuming tasks. Some examples of teams include sports teams, teams to complete tasks at the workplace etc. The size and composition of a team is decided upon depending on the task at hand.
A group is simply a collection of two or more individuals who interact with each other and have a sense of collective unity. Groups
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By having a workforce of individuals with different backgrounds and life experiences, more ideas are generated during the decision making process. This results in having decisions that are not only creative but are high in quality. In addition, having a multi-demographic workforce helps the company relate to a diverse crowd of people and create products or services that can better fit the needs of individuals within different demographics. These diverse individuals will understand the tastes and preferences of others like them and will be able to act accordingly with their business strategies. For instance, if a chip company hires an employee with an Asian background, they might create chip flavors that would attract other Asian individual’s similar tastes. Diversity can also positively impact satisfaction and performance in the workplace. The staff of a company will feel more comfortable working in a diverse setting where they feel they are being treated equally. This sense of equality ultimately leads to higher performance and studies have shown that having a diverse workforce is positively related to high …show more content…
A lot of people notice a phenomenon where one does not treat others fairly if they appear to be “different” from them. This occurs most commonly because of the similarity-attraction phenomenon. What this means is that people are more attracted to others who look similar to themselves. It is not that one is intentionally discriminating against one who is not “of the same kind” rather, they happen to get along and feel more comfortable around someone who they feel they can relate to.
This can be a major issue in the workplace because it is possible that a manager, unknowingly, can treat one employee different than another merely because one looks more similar to themselves. Another example of how this phenomenon can lead to discrimination by a hiring manager, is if they were choosing candidates for a position, they may hire the candidate who resembles themselves even if he or she has less skills and experience than the candidate who appears
Clearly a team is different from an ordinary work group. Workgroups are mainly for members to share information and make decisions so every individual can achieve their
The present study identified social loafing is less likely in collective conditions than coactive conditions although results were non-significant. This study supports the research of Worchel, Rothgerber & Day (2011) as participants who worked in newly formed groups worked harder in the group setting than alone. This was shown to occur due to a number of reasons including group goal setting and group level comparison between participants. Future studies should consider the influences of group tasks for group development. In conclusion, social loafing in collective groups are not significantly less than the coactive condition however results may vary in future experiments due to having new variables, different participants and a change methodology in future experiments.
A team is a group of individuals, all working together for a common purpose. The individuals comprising a team ideally should have common goals, common objectives and more or less think on the same lines. Individuals who are not compatible with each other can never form a team. They should have similar if not the same interests, thought processes, attitude, perception and likings.
Having diversity in the workplace allows for greater growth within a company due to the different opinions and perspectives of people from all walks of life. To remain competitive, many companies are being advised to recruit, develop and retain men and women of all different backgrounds, ages and races (Cox and Blake, 1991). By doing this and also accommodating the needs of their demographically diverse workforce, companies will become much more appealing places to work therefore reducing turnover and absentee
Seven tasks must be included in consideration of team dynamics and structure. The first of which is defining the goal, mission or function of a specific team. The team must know what it is being asked to accomplish. The second area of consideration is assessing what skills, abilities, knowledge or potential to acquire such would be needed amongst selected team members. Identification of potential team members should include an assessment of the skills, knowledge and abilities or the potential to acquire such so that ultimately the team has the building blocks with which to succeed in its mission, goal or function. This assessment must include an understanding of realistic potential contributions by potential team members with the included assessment of whether or not the acquisition of skills and knowledge can be made available through research and analysis.
Businesses that promote diversity in today's global marketplace are better able to attract and retain the best talent. Employing a diverse workforce allows a company to utilize the potential within the job market to its fullest and contributes to overall economic growth and prosperity. Differences among co-workers should not divide a workplace. Rather, differences among co-workers should be used to foster creativity and innovation, thereby driving profitability and business success.
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?
Social Loafing is something everyone has experienced. Most likely if you do not like group work this is one of the main reasons why. Cherry explains social loafing as an event when members of a group have less input per person in a group than they would if they were working by themselves. (Cherry). This challenges the widespread belief that the net output of a group is more than that of an individual and therefore a group will be more productive. In 1913 a researcher named Ringelmann designed an experiment involving rope pulling to test the effect of social loafing. His experiment found that when an individual was placed in a group his or her effort was less than their individual effort. This effect continued to increase as the group size increased. Originally, there was a debate over whether the loss resulted from social loafing or loss of coordination as the group size increased. Latan, William, and Harkins (1979) conducted research that deceived participants into thinking they were working with a group and proved the decrease in effort was from social loafing not coordination loss (Latan, William, & Harkins, 1979).
Organizations in today’s society are adopting a team based structure in their approach to tackle company’s challenges, problems and issues. Team based success stories include Hallmark who had a 200% reduction in design time, which allowed for the introduction of 23,000 new card lines in a single year (Janasz, Dowd, Schneider, 2006). But in saying all this there is a factor which causes the positive effect of team work and team cohesiveness to be affected and that is social loafing. Social loafing is more likely to occur in large teams from 3 members onwards, and is where members in the team apply less effort than when working as an individual. Social loafing appears within every team one way or another, even if it’s in a high functioning or dysfunctional environment (Murphy, Wayne Linden, Erdogan, 1992). Research has shown that a combined team performance required less effort by individuals than if they were to work alone, and therefore the social loafer in the team is able to profit from the work of the others without exerting any of their potential. “Loafers and free riders are allowed to benefit because, in each case, the outcome of the group performance…is shared equally by all group members, regardless of their input.” (Weldon and Mustari 1988, p.33)
In David Wright’s “The Myths and Realities of Teamwork,” (Wright, D., 2013), he outlines six myths that are ubiquitous and perpetuated by many people. Here is a short examination of all six.
The researcher believes, in this fast-changing era, any kind of company or organization should be able to improve the quality of workplace diversity by having some important main factor to boost the new paradigm of a diverse workplace, such as:
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.
A group can be define as ‘any number of people who (1) interact with one another; (2) are psychologically aware of one another and (3) perceive themselves to be a group’ (Mullins, L, 2007, p.299). Certain task can only be performed by combined effort of a group. Organisation can use groups to carry out projects, which will help to achieve its overall aim. However, for the group to be successful they must understand what is expected of them and have the right skill to complete the task. . (Mullins, L, 2006)
There are four different types of teams. These teams are problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Problem-solving teams work together to help find methods to improve the work environment or have suggestions to increase employee’s morale. Self-managed work teams organize the responsibilities of the employee’s such as assigning tasks to individuals, scheduling conflicts, and evaluate employee performances. Cross-functional teams are individuals whom all have experience in the same work field. The individuals come together as a team to incorporate their thoughts, designs, and new ideas to accomplish what the company needs to improve or create. Virtual teams are individuals that work together, but only by technology such as the internet, emails, or web cam.
A team is defined as a small number of people with complementary skills, who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable (Katzenbach et at., 2003). Spatz (2000) and Katzenbach et al. (2003) added elements such as complementary skills, commitment, common purpose and goals, common approach or strategy and mutual accountability are the important elements for a real team. Hackman (1990) had the comparable definition where team, which form by two or more individuals with different set of skill to work adaptively to achieve a common purpose and goal.