Identity and Negotiating Differences Essay

Topics: Organization, Organizational studies, Personality psychology Pages: 7 (2551 words) Published: October 21, 2013
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

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 our complementary skills and complete this task successfully. Additionally, social needs influence the way we learn to communicate and make friends within the group. Productivity within a group is also an influential aspect to consider. For instance Montebello’s hypothesis (1995) indicates that good teamwork increases productivity and speed. I agree with this hypothesis because working collaboratively leads to consistent production in a short amount of time instead of working as an individual. Hofstede defines culture by saying “It is the collective programming of the mind which distinguishes the members of one group or category of people from another”.(1991: 5) Multicultural teams have become a part of organisations as a strategic and structural element in global businesses and are tended to be creative and adequate to a world wide scale (Halverson & Tirmizi 2008). Dual and Kennedy (1988) believe that a “strong” organisational culture is the key to business success, for instance; diverse employees contribute various ideas and make suggestions for everyday decisions and specific strategies to help the team. Additionally Higg’s framework (1996) was created to help supervisors’ approach the increase of multi-cultural teams and understand the effectiveness of them, Higg’s wanted to leverage cultural diversity and relate it to the performance. This framework is efficient as there was no framework specifically formatted for diverse teams and Higg’s wanted to overcome the cultural differences between employers and a multi-cultural workforce therefore helping to establish the consistency of productivity multi-cultural teams possess in organisational life for example when trying to develop a communications plan, such as specific marketing strategies. While working on marketing projects, people of diverse backgrounds can help to understand the characteristics and habits of people with backgrounds similar to their own (Bianca,2006).This suggests the impact of multicultural...

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