How do individual differences (e.g., personality, value, perceptions, attitudes, motivation and performance) affect team dynamics?

Extraversion: According to results, i am an introvert. Getting answers from within or not looking outside for stimulation is described as an introvert nature. I do enjoy the company and like to be around with people. However, it is not necessary for me to be with people around for stimulus.

Extraversion can be described as a love for being around others, being social, and outgoing. This is often a positive trait however; it also is difficult for an extrovert to work well alone. Being an extrovert is a weakness at times because I find that I have a harder time being motivated and staying on track when I work in a solitary environment. I see this often in the office, during the traditional work week of Monday-Friday I am very productive. On these days I will interact with hundreds of people. If I work from home or work on the

Teams have become very common and effective since they have proven to be effective in areas as cost reduction, developing new and innovative products, and improving quality (Effective Human relation, 2008). Team development is supported, in fact, required by almost all managements today, but still it may take quite a long time for the members to learn the task and activities and to fit themselves in the particular environment. Team work may vary as the organization or company varies. Team work involves a lot of important aspects such as relationships, cooperation, learning, leadership etc. since a team works together in

Extraversion- Extraversion is marked by pronounced engagement with the external world. McCrae & Costa (1997) believe there is a good deal of variation in what makes up this factor. Extraverts enjoy being with people, are full of energy, and often experience positive emotions. Extraverted employees tend to be enthusiastic and action-oriented (Carver & Scheier, 2000), like

Introduction: In the given statement "simply put, teams will be the primary building block of performance in the high performance organization of the future. As a result, effective top managers will increasingly worry about both performance and the teams that will help deliver it" (p. 239, The Wisdom of Teams). Authors Jon R. Katzenbach and Douglas K. Smith conversed with several individuals in more than thirty organizations to figure out where and how groups function best and how to upgrade their adequacy. They uncover: The most critical component in group success who exceeds expectations at group authority. Furthermore, why they are infrequently the most senior individuals Why company wide change relies on upon groups. Furthermore, more comprehensive and demonstrated compelling, The Wisdom of Teams is the fantastic first stage of making groups an effective apparatus for accomplishment in today 's worldwide commercial center.

After taking the Project 2 assessment, I found that I have an agreeableness, conscientiousness, and openness to experience personality (Project 2 Assessment, 2017). At times, I can sympathize with people’s feelings. Usually, I can have a better understanding of why someone is thinking a way if I understand what they think. I am completely a conscientiousness person. I always want to do well with any task that is in from of me. Also, I am always thinking and planning things to do.

All with differing skills and levels of experience, to allow a service to be provided efficiently and effectively. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interdependency. There is usually not as much room for conflict when working as a team. The team also does not rely on groupthink to arrive at its conclusions.

Openness to experience refers to people who are 'curious, original, and broad-minded ' (Van Veina, and De Dreu, 2010) as well as people who 'reflects intellectual, cultural, or creative interests ' (Driskell et al., 2006, p.254), people who are very open to experiences tend to be more cooperative and tolerant and flexible, they are able to accept change which can lead to an open atmosphere in teams which may allow team members to feel more confident in putting forward ideas. People who are not open to experiences are less flexible and don 't appreciate change as much, if this trait is common in a team it could lead to more disputes or a very closed minded approach to a task.

Work Team development is a dynamic and often difficult process. Most teams find themselves in a continuos state of change and development. Eventhough, most teams never reach full stability, there is a general pattern that describes how most teams evolve. There are five stages of team development, the first stage is forming. In this stage there is a great deal of uncertainty about the teams purpose, structure and leadership. Members are testing the the waters to determine what types of behaviors are acceptable. This stage is complete when members began to think of themselves as part of the team. The second stage is called storming. In this stage there is much intragroup conflict.Team members accept the existence of the team, but there is resistance to the control that the team imposes on individuality. Conflict can arise from numerous sources within the team setting but generally falls into three categories:communication, factors, structural factors and personal factors (Varney, 1989/Townsley). In addition, there is conflict over who will control the team.

Teams have become a mainstay in the way America does business. Teams started as social-technical-business experiments and have since vaulted their way into the American business environment. Led by Deming’s Total Quality Management movement the development of teams has become the standard acceptable structure for a majority of organizations today. Throughout my work experience and my university based education the concepts and theories about the use and need for teams have been stressed. Personally, my position of the use of work teams, based on my personal experiences t is that most organizations should slow-down in the use of teams and carefully hand pick specific tasks and assignment in which a

What is a group? A group consists of two or more people who interact with each other and share a common purpose (Erofeev, Glazer, & Ivanitskaya, 2009). A team is a type of

The purpose of this paper is to identify the criteria needed for making team selections along with the factors to manage a team effectively. Once I have defined the criteria for team making and management, I will elaborate on how an individual 's personality affects the workplace.

Every group can become a team if its members are committed to a common purpose, set specific performance goals and hold themselves mutually accountably for the team’s performance which can increase the chance of success of a project.

In the discipline of personality psychology, it is crucial for researchers to conduct studies using universal terms and scales, so that they may effectively compare results and further their line of research. However, when it concerns personality traits, such a comprehensive catalogue has not always been available – in fact, it has taken until up until the late 20th century to develop a list of essential personality traits and create scales that measure these dimensions reliably (John, Naumann, & Soto, 2008). The current set of these widely used traits is called the “Big Five” personality traits, and encompasses five broad dimensions - Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness. Of the five, this paper will focus on Conscientiousness, a trait that describes individuals with impulse control who are highly organized, thorough, planful, efficient, responsible, reliable, and dependable, to name just a handful of characteristics associated with the trait (John, Naumann, & Soto, 2008). Those low in the trait, on the other hand, are more frequently careless and irresponsible (McShane & Steen, 2012). Although studies have shown Conscientiousness to be a predictor of various life outcomes such as health and longevity, this paper will focus on the findings that support Conscientiousness as a predictor of job performance and, when one is high in the trait, success in

The purpose of this essay is to inform individuals of the extent to which an individual’s personality can affect their performance as an employee. Research on personality has recently shown the versatility of using personality traits for predicting job performance. Proof from Barrick & Mount(1991); Hough(1992); Salgado (1997); Tett, Jackson & Rothstein (1991) all confirm that personality traits are definitely linked with work performance, with some traits such as ‘extraversion’ predicting success across different jobs. Other traits are linked with specific outcomes or specific jobs. For example, conscientiousness links with success in jobs such as sales and management as well as with training performance. However, very little research has examined the mechanism through which personality traits influence performance.In this essay I will be looking at these traits and talking about how they can predict an employee’s performance. I will also be exploring the big five different personality types and linking these to the performance of an employee.