A special category within demographic characteristics is the presence or absence of a person with a disability in the team. This kind of individual difference is included to provide insight that disability/ies do not hinder individual performance within a team; in fact, an individual with disability perform as efficiently as those individuals who are non-disabled. This distinction encourages employers to hire disabled workers because they serve as good motivation and inspiration for the team to perform their tasks satisfactorily.
Beyond demographic characteristics, cultural differences operate more strongly to influence and affect the creation and development of a high performance team. There are five differences that exist within the broader category of cultural characteristics: competency, personality, value, attitude, and perceptual differences. These differences center on the internal aspect of team diversity, wherein the behavior of each member is gauged based on their cultural characteristics.
Competency-based difference looks into the work performance and appraisal of the individual about himself/herself. Competency may be aptitude- or ability-based: the former is identified as a person's capability to do something, while the latter reflects a person's existing capacity to perform various tasks needed for the job, which necessitates the utilization of both knowledge and skills.
Personality differences are the over-all profile of the individual, a holistic combination of his/her characteristics that make him/her distinct with other members of the team. Identifying the personality of the individual is vital in determining what particular tasks or area of expertise is more appropriate for him/her to accomplish. Personality traits also determine the kind of problem solving-style the individual adopts in performing with the team. These problem-solving styles are categorized into four: sensational-thinkers, the decisive and dependable thinkers of the team; intuitive thinkers who are creative and perceptive; sensation-feelers, who are pragmatic and analytical; and intuitive-feelers, who are charismatic and people-oriented. These different approaches to problem...
The organization identified its key goals which became its vision statement. They key goals included customer satisfaction, simplification of communication between the taxpayer and agency, increased compliance rates and maximization of revenue. Elliott Hibbs, director of the Arizona Department of Revenue, is excited about the results his department has managed to achieve by creating a high performance organization where value matters. He explained: "Previous administrations had done great work
The organization has these and it helps to bind the members of the organization together. We see someone with a company shirt at the football game, we say "hi," because we're all working together. It is the same thing with high performance teams. Everybody works together, so the team needs its own culture to help motivate itself -- it is an organizational subculture that makes the high performance team
From the beginning there must be an acknowledgement, on diverse teams, of different workers communications styles. Self-awareness and awareness of others is crucial rather than willed ignorance and the ignoring of such differences. For example, when a woman knows that her tendency to say 'I'm sorry' is often misinterpreted by her male colleagues, she is less likely to use this method of communication in a reflexive manner. Likewise, a colleague
According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to
H3. The higher the domestic market competition, the more likely the organization use of high performance organizational practices. H4. The higher the international market competition, the more likely the organization use of high performance organizational practices. H5. The higher the domestic market competition, the less likely the organizations adopt bureaucratic structure. H6. The higher the international market competition, the less likely the organizations adopt bureaucratic structure. H7. The higher the percentage of organizations adopting
High Performance in a Learning Organization Every business must have a specific, routine way, through which it conducts its daily operations. Often times, the people at the head of the organization must take into account various personalities, modalities of work, etc. In order to ensure that the organization both functions smoothly and attains its goals. Often as well, routine operations must be rethought in order to be recreated in a
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