In this section we address these issues diversity

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Chapter CR / Exercise 1
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In this section, we address these issues. DIVERSITY [1073] [1074] [1075] [1076] [1077] [1078] [1079] [1080] [1081] [1082] [1083] [1084] [1085] [1086] [1087] [1088] [1089] Enjoy Safari? Subscribe Today
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Chapter CR / Exercise 1
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3/29/2017 11. Groups and Teams ­ Organizational Behavior, Third Edition 7/27 In Chapter 2 , we explored in depth the impact of demographic diversity on group performance. Some studies have found negative effects for demographic diversity, others have found positive effects, and still others have found no effect. Another type of diversity that can impact team performance corresponds to differences in important beliefs among team members. Much of the research on belief diversity has taken place in the context of senior management teams, exploring how differences in beliefs regarding the attractiveness of various strategies/goals impact management­team performance and consequently firm performance. Consistent with research on demographic diversity, the impact of belief diversity on performance has been mixed. Overall, the effects of demographic and belief diversity on team performance seem to depend on several factors: Type of task . Diversity seems to have more positive effects when the team's tasks require complex problem solving such as that demanded by the pursuit of innovation and creativity. Experiences with diverse teams at McKinsey are consistent with this idea. Outcome . Diversity may have a positive effect on performance but a negative effect on members' reactions to the team and subsequent behaviors, such as turnover. Time . Diversity can have negative effects in the short run but positive effects in the long run. Type of diversity . If team members are diverse on factors that lead them to have different performance goals or levels of commitment to the team the relationship between diversity and performance can be negative. Fault lines . If team members exhibit diversity along two or more dimensions and those dimensions converge, then diversity can be negative. For example, team members on a product development team might fall into the following two camps: (1) older male engineers and (2) younger female marketers. In this case, age, gender, and functional background converge such that two quite different subgroups exist. PERSONALITY The relationship between members' personalities and team performance can be quite strong, but the exact relationship depends on the type of task that the team is trying to accomplish. Researchers have several ways of determining the personality of the team; however, all methods are based on aggregating individuals' scores. The personality traits that have important effects on team performance include agreeableness (the ability to get along with others and cooperate) and emotional stability (the tendency to experience positive rather than negative emotions). Also, the greater the degree of conscientiousness among team members, the higher the team's performance tends to be. This is particularly true when the team's task involves planning and performance rather than creativity. It appears that agreeable team members contribute to team performance by

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