Individual Differences

2427 Words May 7th, 2006 10 Pages
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,
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Mediation was facilitated by an external consultant which highlighted Aaron Hamill 's selective perception of basing his interests, background, experiences and attitudes ahead of team success was only detrimental to the organisation 's common goal (Robbins, Millet & Waters-Marsh, 2004), premiership success. McCelland 's (1961) theory of needs contributed to Hamill 's behaviour. Captaincy is power, and McCelland 's (1961) model highlights a key motivator is a need for power. Generally employees are motivated by achievement and an affiliation within an organisation. Many diverse organisations consist of employees motivated by more than achievement and affiliation, and power is the key driver for performance. The individual difference categorised situational constraint (Mitchell, Green & Wood, 1981), generating organisational disharmony. Management highlighted a rotational captaincy policy created a pool of opportunity. A specific skill set to captain was not a pre-requisite. Every individual employee had the ability to captain the club. All players introverted or extroverted, tall or short, even culturally diverse, had the capacity to become a leader of the team. St. Kilda FC used the captaincy policy to embrace diversity to gain the competitive advantage (Buhler, 1993) – a diverse team full of leaders.

Abraham Maslow (1982, pg 55) espoused "if the only tool you have is a
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