Concepts of Individuals Difference Part2

General Objectives
At the end of this training participants will

be able to :
 Understand the concept of individuals
difference and the role of individuals
behaviour in team building .
 Understand team and the team building
process
 Apply effective team building techniques
By Taye A. and Temesgen D.

1
Structure of the presentation
2. Concepts of Individuals Diffrence (diversity)
2.1 Determinants of individuals diffrence
2.2 Individuals Personality
2.3 Social Perception
2.4 Attitude
2.5 The role of individuals diffrence in a team building process
2
Structure of the presentation
3) Understanding Work Team
3.1 Basic concepts of s group
3.3 Basic concepts of a team
3.4 Group Vs team
3.5 Stages of Team Development
4) Techniques of Effective Team Building
4.1 Team Cohesiveness
4.2 Team Design (team charactersics, team composition and team size)
4.2 Social loafing
5) Summary and Conclusion
3
Part Two:
Concepts of Individuals
Difference

4
Session Objectives
 Describe individuals difference and
determinants of individuals difference
 Distinguish between different types of
individuals personality
 Describe social perception and barriers of
social perception
 Conceptualize work related attitudes
 Evaluate the roles of individuals difference in
team building process
5
Concepts of Individuals Difference
Brainstorming Questions
 What is your perception about work force diversity?
 Is Diversity an opportunity or a threat? Why or why

not?
 What do you think are main reasons for individuals

difference (diversity)? ( why the behavior of people in
an organization is found to be different)?

6
Individual difference…
 Diversity is now a fact of organizational life .
 Today's managers are expected to put more effort to

deal with work force diversity than those who used to
deal with more homogeneous work groups in
traditional work settings. Why?
 Individual difference: refers to the way in which

factors such as personalities,
personalities perceptions,
perceptions attitudes,
values and ethics are differ from one individual to
other.
By Taye A. and Temesgen D. 7
Individual Difference: Personality
 Personality is set of unique but stable
characteristics that sets each individual apart from
others.
 Personality is defined as those relatively enduring
aspects of an individual that form a basis for
predictions of his or her future behavior.
 In short, personality refers to the lasting ways in

which a given person is different from all others.

Personality

Determinants of Personality
 Genetic Factors- factors that influence physical and
mental characteristics are found to be genetically
determined
 Social Factors- early socialization, which includes
interactions with parents, siblings and peers, has an
effect on personality and behavior in later life.
 Situational Factors - education, critical incidents
and other environmental forces shape personality

Important Personality Characteristics

 Type A and Type B personality
 Locus of control
 Self monitoring
 Self esteem
 Self efficacy
 Positive and negative effects

 Type A’s
 show high levels urgency (they are always in a hurry) and are
aggressive
 tending to work faster on many tasks
 inpatient with other persons, and frequently grow angry if
some one delays them in any way
 prefer to work by themselves rather than with others (team)
 Type B’s:
 work hard and have considerable drive, but they feel no
pressing conflict with people or time
 do better in tasks involving complex judgment, accuracy
rather than speed, and working as part of a team

 Locus of control: an individual’s general belief about
internal (self) versus external (situation ) control
 Internal locus of control: those people who believe that
what happens to them (success or failure) are as a result of
their efforts.
 External Locus of control: those people who believe that
what happens to them (success or failure) are as a result of
circumstances beyond their control (chance, or other
factors).
 Internals are good in participatory decision making
and team work than externals

 Self monitoring: the extent to which people base their
behavior on cues from people and the environment or the
situation
 High self monitors: people who behave (act) according
to the situation or the environment
 Low self monitors: people who don’t act (behave)
according to the environment but act from internal state.
That means they don’t change themselves while the
situation changes
 High self monitors, respond more readily to work group
norms, organizational culture, and supervisory feedback
 They are very good in team work because of their ability to
assume flexible roles and low self monitors

 Positive and negative affects
 Positive affect: an individual’s tendency to
emphasize positive aspects of himself, other
people and the world
 Negative affect: an individual’s tendency to
emphasize negative aspects of himself, other
people and the world
 Positive affects are good in team works than
the negative affects ones’

Individual Difference: Perception
 Perception: is a process of collecting, organizing and
interpreting information about us and surroundings
 Social Perception: a process of interpreting
information about another person (understanding
others)
 Understanding others is essential for interacting
with them effectively.
 In organizations, almost everything that takes
place involves human interaction, which can be
strongly influenced by perceptions

Individual Difference: Perception
 Factors that leads to inaccurate perception of other people are:
 Selective Perception: choosing information that supports
our view
 Stereotype: generalization about the group of people
 First Impression: forming a long lasting opinion about
the person based on initial (first time )contact
 Implicitly personality theory: developing mini theories
that guide us to determine how people look and behave
 Self-fulfilling Prophecies (expectation); our
expectation about the person affects the way we interact
with other people

Attitude
Individual Difference: Attitude
 Attitude: is an individual’s positive (good) or
negative (bad) feeling about objects, people, events
or other issues
 Attitude can also defined as an individuals general
affective (feeling), cognitive (knowledge) and
intentional response towards objects, other people,
themselves or social issues

Attitude Formation (Determinants of Attitude)
 Direct Experience: direct e with the person, objects,
issues or other events. Attitude formed due to direct
experience is stronger and cause for resistance to
change.
 Social Learning: Learning from family, peer groups,
religious organizations, organization, culture etc…
shape attitude in an indirect manner

 Work related attitudes
 Job Satisfaction: a positive or negative feeling
(emotional state) resulting from the appraisal of
one’s job or job experience or duty.
 Organizational Commitment: defined as an
attitude towards the organization or the group as
a whole reflecting the individuals:
 Acceptance of its goals
 Willingness to expand efforts
 Intention to remain with the organization or the group

Activity 1
Take a moment and refine answers you provided in the
barinstorming sessions
 List down core causes of individuals diffrence taking into
acount the experiences of your organization?
 What are the importance of individuals difference in team
formation? What do you think are contributions of work
force diversity (individuals difference) to team building
process? How have you your organization dealt with work
force diversities?
 Consider a group which you have been a member and
mention some of the challenges of effectiveness of the team?

Part Three:
Understanding Work
Team

Session Objectives
After this training participants will be able to:

 Describe group and team along with their basic
characteristics.
 Distinguish between team and group.
 Understand stages of team development.

Brainstorming
 Have you ever participated in a working
group/team in your organization? For what
purpose?
 What have you experienced, good or bad?
 What do you think are the difference

between a team and a group

Group
 Is a collection of individuals:
 That may or may not have common purpose.
 Who have relations to one another that make

them interdependent to some significant
degree.

Team
 Is a group of people:
 Who need to work together closely to get a task done
well.
 With complementary skills who are committed to a

common goal/purpose, with performance targets and
approach for which they hold themselves accountable.
 Organized to work together to accomplish a set of

objectives that cannot be achieved effectively by
individuals.

Team Vs Group

A B

Group Team
 Oriented towards team goals
 Task and individual oriented
and agendas
 Low level of interdependence  High level of interdependence

and synergy
 Avoid risks  Risk is accepted
 Leadership is solo  Leadership is shared
 Membership selection is not

 Membership selection is
that much important important
 Competition is with the

 Competition is inward outsiders
Gro up
Team
 Performance is measured  Performance is measured
indirectly, by leaders influence directly by collective work
on others procedure
 No membership obligation  Members feel sense of
ownership
 No commitment to goal  Commitment to goal jointly
established
 Are told what to do, no  Take initiative to contribute to
creativity organizations success
 Skills and talents developed

 Training is individualistic are for success of team goals,
synergy
 May or may not participate in  Group decision making
decision making
Team Building
“Coming together is a beginning. Keeping

together is progress. Working together is success.”
Henry Ford

Brainstorming Question
Why do you think is team work important
to the organization?

Why Team?
• The power of team is greater than the individual
• Good team work will produce synergy. /The total sum of
results of teams working separately is always less than
teams working together./
• Demand of today’s competition
• Complexity of work process
• Need for improved quality and quantity of output
• Introduction of Participative management, employees

empowerment, self management

Advantages of Teams to the Organization:

Team Building
 Is the process of working with a team to clarify its
task and how team members can work together to
achieve it.
 It’s main purpose is to create synergy.

 Synergy = team members together achieve
more than each individual can.
( 2+2=5)

Principles of Team Basics
Meaningful
purpose Clear
Small
numbers performance
TEAM goals
BASICS Well-defined
Mutual
accountability Working
Complementary approach
skills

Stages of Team Development
Performing
Norming
Storming
Existing teams
Forming might regress
back to an earlier Adjourning
stage of
development

Life Highlights (Game)
 Close your eyes for one minute and
consider the best moments of your lives.
 This can include moments
 You’ve had alone,
 You’ve shared with family or friends;
 Professional successes,
 Exciting life adventures.

Forming
 In this stage:
 Most team members are positive and polite.
 Some are anxious, as they haven't fully understood
what work the team will do.
 Others are simply excited about the task ahead.
 Members typically keep their true feelings private
 A leader should play a dominant role here, because team
members' roles and responsibilities aren't clear.
 This stage can last for some time, as people start to work
together, and as they make an effort to get to know their
new colleagues.
The One Question (Game)
 Imagine you are going to interview an applicant to

babysit your kid, what one question would you
ask?
(Think of the one which is more important and
critical for you)

“Working together isn’t always easy”

Storming
 People start to push against the boundaries established in

the forming stage.
 Storming often starts where there is a conflict between
team members' natural working styles.
 Some may question the worth of the team's goal, and they
may resist taking on tasks.
 This is the stage where many teams fail.

Norming
 People start to resolve their differences, appreciate
colleagues' strengths, and respect leader’s authority.
 Team members know one another better,
 they may socialize together, and
 they are able to ask one another for help and
provide constructive feedback.
 People develop a stronger commitment to the team
goal, and show good progress towards it

Coin Logo (Game)
 Take out the coins you have in your

pockets, purses, and wallets and place
them on the table in front of you
 Create your group logo using the coins
in 10 minutes. (Other materials such as pens,
notebooks, wallets, etc. can also be used in creation of
the logo)

Performing
 Hard work leads, without friction, to the achievement
of the team's goal.
 The leader, can delegate much of the work, and can

concentrate on developing team members.
 It feels easy to be part of the team at this stage, and

people who join or leave won't disrupt performance

Adjourning
 Is a stage of task accomplishment and eventual
disengagement/disbandment
 Putting closure on tasks
 Members are acknowledged for their contributions and the
overall group success.
 Common for temporary teams that separate when the
project is completed
 Putting closure on relationships
 Members who have developed close working relationships with
colleagues, may find this stage difficult, particularly if their
future now looks uncertain.
Part Four:
Techniques of Effective
Team Building
51
Session Objectives
After this training participants will be able to:
 Describe factors affecting team building
 Identify ways to make a team effective

52
Brainstorming
 What do you think are the qualities of a
good team?
 With a partner, make a list of what makes a
team effective? List them.
 Think about your own work teams – what
potential conflict do you think are there?
 How can this be dealt with?

53
Coming together is a
beginning, staying
together is progress,
working together is
success.
Henry Ford

54
Team Cohesiveness and
performance

Team Cohesiveness
 Refers to the tendency of a team to stick together and remain
united to satisfy objectives and members satisfaction
 It also refers to the overall force that cause individuals to

remain in a group
 Strength of the bonds linking the group members to the

group, the unity of the group, the feeling of attraction for
specific group members
 Cohesiveness is important because it has been found to be

related with team productivity.

56
Cohesion & Performance
Performance
Success
Cohesion

Three major consequences of cohesiveness:
1. Greater interaction (participation) between groups
2. Lower turnover and absenteeism
3. Higher productivity
N.B Cohesiveness is important because it has been found

to be related group productivity

Discussion point
 What are Factors affecting Group

cohesiveness and performance?

Factors affecting team cohesiveness
 Team size: large group size (5, 7, 9) assumed to be
optimum number to create effective group
 Performance of the team members: success and
attractiveness of the group, improves cohesiveness a
 Skill complimentary:
 Communication: more easily members communicate
freely with each other, the greater the likelihood of group
cohesiveness
 External threats: When there exist threats in the
environment, high degree of cohesiveness

Group Properties—Cohesiveness
Increasing
IncreasingGroup
GroupCohesiveness
Cohesiveness
1.
1. Make
Makethe
thegroup
groupsmaller.
smaller.
2.
2. Encourage
Encourageagreement
agreementwithwithgroup
groupgoals.
goals.
3.
3. Increase
Increasetime
timemembers
membersspend
spendtogether.
together.
4.
4. Increase
Increasegroup
groupstatus
statusand
andadmission
admissiondifficultly.
difficultly.
5.
5. Stimulate
Stimulatecompetition
competitionwith
withother
othergroups.
groups.
6.
6. Give
Giverewards
rewardsto tothe
thegroup,
group,not
notindividuals.
individuals.
7.
7. Physically
Physicallyisolate
isolatethe
thegroup.
group.

5.6 Social loafing by Ringelmann
Social Loafing
 The tendency for individuals to expend less effort when working
collectively than when working individually
 He compared the results of individual and group performance on
a rope-pulling task.
 Groups of three people exerted a force only two-and-a –half
times the average individual performance
 Groups of eight collectively achieved less than four times the
solo rate.
 However this conclusion has a western bias: It’s consistent with
individualistic cultures, like the USA and Canada, that are
dominated by the self-interest.
 It is not consistent with collective societies where individuals are
motivated by in-group goals. For instance, People’s Republic of
China and Israel.
Group Properties—Size
Social Loafing
The tendency for individuals to expend less effort when working
collectively than when working individually
Performance
Other
OtherConclusions
Conclusions
)
•• Odd
Oddnumber
numbergroups
groupsdodo
g
d
n better than even.

te
afi better than even.

ec
l o
p
Ex
e to •• Groups
Groupsofof55toto77perform
perform
u better
a l(
d better overall thanlarger
overall than larger
t u or smaller groups.
or smaller groups.
Ac
Group Size
Questions for reflection
 What is your experience about social loafing?
 Possible solutions to address the problem social
loafing

Managing teams and groups for high performance
Social loafing/
•The human tendency to put forth less effort in a group than
individually.
•Results in possibly lower group performance and failure to

attain group goals
Reducing social loafing

•Make individual efforts identifiable and accountable.
•Emphasize the valuable contributions of individual members.
•Keep group size at an appropriate level.

Roles of Team Members
 Clarity at the start helps to reduce friction-
roles/ shared goals/ conflict resolution…
 Allows people to get credit for their

achievements
 Clear responsibility and timelines for tasks

avoids undue last minute pressure
 Roles need to be shared where possible to
avoid boredom and assist in retention
Factors Critical for Effective Teams
 Team Goals
 Team Structure
 Roles within Teams
 Timelines for Teamwork

Basic Team Skills
The following features are fundamental to good
teamwork:
 Trust : making sure you meet all commitments and
maintain confidentiality when required
 Sharing information: to assist others do their job
 Flexibility: show a willingness to cooperate and help

others when possible
 Good manners: doing small, simple things, eg. thanking

colleagues for their help

Team Communication
Teams need to master 3 types ofcommunications:
 The team members need to communicate well
with each other.

 The team needs to communicate well with other
teams at work.
 The team has to communicate directly with their

external customers.

Conflict Resolution
 Because of an inability to resolve conflict the
team may splinter and sub-groups may form.
 Anticipate conflict, know why it arises and
have personal and team strategies to deal with
it.
 Importance of protocols to manage conflict
and other problems
"Don't blame the people. Blame the system"

Any Questions
72 Temesgen D.
By Taye A. and
መልካም መንገድ
73 Temesgen D.
By Taye A. and
WE wish you success in your Team
work and the whole life journey!!!
April 2017

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General Objectives

At the end of this training participants will

By Taye A. and Temesgen D.

By Taye A. and Temesgen D.

By Taye A. and Temesgen D.

By Taye A. and Temesgen D.

 Is Diversity an opportunity or a threat? Why or why

 What do you think are main reasons for individuals

By Taye A. and Temesgen D.

 Today's managers are expected to put more effort to

 Individual difference: refers to the way in which

 In short, personality refers to the lasting ways in

By Taye A. and Temesgen D. 8

By Taye A. and Temesgen D. 9

By Taye A. and Temesgen D. 10

Important Personality Characteristics

By Taye A. and Temesgen D. 11

By Taye A. and Temesgen D. 12

By Taye A. and Temesgen D. 13

By Taye A. and Temesgen D. 14

By Taye A. and Temesgen D. 15

By Taye A. and Temesgen D. 16

By Taye A. and Temesgen D. 17

By Taye A. and Temesgen D. 19

By Taye A. and Temesgen D. 20

By Taye A. and Temesgen D. 21

By Taye A. and Temesgen D. 22

By Taye A. and Temesgen D. 23

After this training participants will be able to:

 Distinguish between team and group.

 Understand stages of team development.

By Taye A. and Temesgen D. 24

 What have you experienced, good or bad?

 What do you think are the difference

By Taye A. and Temesgen D. 25

 That may or may not have common purpose.

 Who have relations to one another that make

By Taye A. and Temesgen D. 26

 With complementary skills who are committed to a

 Organized to work together to accomplish a set of

By Taye A. and Temesgen D. 28

By Taye A. and Temesgen D. 30

By Taye A. and Temesgen D. 31

 Low level of interdependence  High level of interdependence

 Avoid risks  Risk is accepted

 Leadership is solo  Leadership is shared

 Membership selection is not

 Competition is with the

 Skills and talents developed

“Coming together is a beginning. Keeping

By Taye A. and Temesgen D. 34

By Taye A. and Temesgen D. 36

• Demand of today’s competition

• Complexity of work process

• Need for improved quality and quantity of output

• Introduction of Participative management, employees

By Taye A. and Temesgen D. 37

By Taye A. and Temesgen D. 38

 It’s main purpose is to create synergy.

By Taye A. and Temesgen D. 39

By Taye A. and Temesgen D. 40

By Taye A. and Temesgen D. 41

 Exciting life adventures.