Introduction to organization and management understanding individual differences

Jump to navigation. Individual differences are the ways in which people differ from each other. Every member of an organization has its own way of behavior. It is important for managers to understand individual differences because they influence the feelings, thoughts, and behavior of employees. Individual differences can be divided into two categories:.

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Introduction to organization and management understanding individual differences

Content:

• Organizational Behavior - Quick Guide
• Organization Management - Meaning, Need and its Features
• The role of diversity in organizational resilience: a theoretical framework
• Understanding and Managing Organizational Behavior
• 3.7 Conclusion
• Influences on Decision Making: Individual Differences and Organizational Constraints
• Individual Differences
• Chapter 1: What Is Organizational Behavior?

Organizational Behavior - Quick Guide

Financial aid available. Organisations have changed and now, more than ever, personnel management is crucial to organisational success. Via structured learning activities video lectures, quizzes, discussion prompts and written assessments you will be exposed to the latest best-practice leadership strategies to enable your employees to achieve more at work.

As the world continues to undergo dynamic change, this course will prepare you to be the one to lead your team and your organisation into the dynamic work environments of tomorrow. Explain how individuals may differ across a range of attributes including their personality, values, perceptions, and emotions. Macquarie is ranked among the top one per cent of universities in the world, and with a 5-star QS rating, we are recognised for producing graduates who are among the most sought-after professionals in the world.

Since our foundation 54 years ago, we have aspired to be a different type of university: one focused on fostering collaboration between students, academics, industry and society. We often think of people at work in terms of their expertise, their experience or their jobs, but to lead effectively, you have to understand different personalities, values, and attitudes.

These are the attributes that may not be included in a job application but can have a substantial impact on the way people work, communicate and respond to leaders. In this course, industry experts will provide insight on how understanding individual differences has helped them to create a more productive and happier workplace.

Ultimately, you will take a closer look at yourself as a leader and how you can make better decisions to optimise your team. As you move through this week, you will be asked to complete some quizzes that are designed to help you understand different concepts. Be prepared to think openly and answer honestly — this is an exciting journey into the psychology of people at work! Welcome to Week 2 of the Know Your People course. This week you will explore diversity and inclusion in organisations.

You will learn about the challenges for leaders in an increasingly diverse workplace and pay close attention to the benefits that diversity can provide — especially if you have the right expertise and perspective. This week draws on learning from Week 1 by highlighting the importance of individual differences in our thinking about diversity.

You will also think about how perception and perceptual bias might be important in more diverse workplaces. You will also look at different types of diversity and different levels — we often think of diversity in terms of gender, age or nationality, but to take full advantage of diversity, we need to look beyond these bio-demographic aspects of people at work and focus on deeper-level differences, such as differences in the way people think and their viewpoints.

These may not be as easy to detect but they are critical to understanding how diversity can help organisations be more innovative and competitive. You will explore some of the remarkable outcomes that leaders have generated by creating more inclusive workplaces and take a closer look at how you can lead more inclusively. Be prepared to think differently about differences — this could be the key to unlocking the real potential of people at work! Welcome to Week 3 of the Know your people course.

This week you will explore motivation in organisations. You will learn about what motivates people and the actual process of motivation. Both are important when you make decisions about rewards, organising work and even relationships at work and we draw on more than fifty years of research to design a motivating job. Thinking about motivation is often restricted to monetary rewards but we need to look more closely at issues of meaning and commitment if you are to really understand motivation.

You will pay close attention to the difference between extrinsic and intrinsic motivation to answer the question: does money motivate? The answer might surprise you! You will also look at different types of rewards and think critically about the role of punishment at work. Be prepared to challenge your thinking about traditional rewards — especially money — the most effective motivators are often invisible!

Welcome to Week 4 of the Know your people course. This week you will explore conflict and emotions in organisations. Most of us think of conflict as inherently negative — something that we should avoid at work. But is harmony always better than friction? Is there a time when rocking the boat is a good idea? In an effort to answer these questions, you will learn about different types of conflict and their impact on the way people interact and think.

You will also look into the role of emotions at work. Conflict and emotion often go hand-in-hand but emotions play a much greater role in our working life than you might think. Its not just about how you feel either; emotions can have a powerful influence on the way you think. Welcome to Week 5 of the Know your people course.

This week you will explore teams in organisations. Most of you work or have worked in teams and know that teams are a growing feature of organisational life. The benefits of teams are often extolled, from greater innovation to increased satisfaction for members, but there are many who claim that teams can be problematic. They can allow some members to do little work while others carry a heavier load.

There can also be great potential for conflict and tension in teams. This can cause a dilemma for leaders who want to take advantage of the many positive outcomes that teams can achieve without risking interpersonal hostilities.

This week you will look at the factors that contribute to effective teamwork — you will examine how you can design and lead a team to maximise its potential. Welcome to the final week of the Know your people course.

You all work in increasingly global and connected work environments. For many of you, this means that you lead people from different cultural backgrounds; for others it means leading people who have lived and worked in different countries. Although this is a reality for many leaders, few people really understand the challenges and real advantages that this provides.

To help you reap some of these benefits and avoid the pitfalls , you will explore how you can understand and leverage cultural differences. You will also learn about leadership across distance and truly global leadership: leading across countries and we explore the challenges of expatriate leadership.

This week, I interview Professor Brendan Boyle, a leading scholar in international business and human resource management, and Dr Narender Sharma, who has extensive experience leading in multinational corporations. Together their research and international experience will help you develop important cross-cultural leadership skills! Enjoyable course. Some of the English transcripts do need work as pretty much every one has at least one mistake and often many more.

I would highly recommend this course for people interested in understanding human behavior at an organisational level. It was very informative and traveled at an interesting pace. I thought this course was excellent. The lectures were clear and short enough to keep engaged. The readings and ted talks etc were so interesting and I just really enjoyed soaking it all up! I enjoyed the course and would like to recommend some other colleagues to learn this.

It is very instructive specially for supervisors and leaders in the organisations. Become an adaptable leader, ready to face the challenges of the disrupted workplace. This Specialization will equip you with the skills to lead and navigate the ever-changing global environment we now work in.

Access to lectures and assignments depends on your type of enrollment. If you take a course in audit mode, you will be able to see most course materials for free. To access graded assignments and to earn a Certificate, you will need to purchase the Certificate experience, during or after your audit. If you don't see the audit option:. When you enroll in the course, you get access to all of the courses in the Specialization, and you earn a certificate when you complete the work.

Your electronic Certificate will be added to your Accomplishments page - from there, you can print your Certificate or add it to your LinkedIn profile. If you only want to read and view the course content, you can audit the course for free. More questions? Visit the Learner Help Center. Leadership and Management. Organisational behaviour: Know your people. Thumbs Up. Professor Rebecca Mitchell.

Enroll for Free Starts Jul 2. Offered By. About this Course 69, recent views. Flexible deadlines. Shareable Certificate. Beginner Level. Hours to complete. Available languages. What you will learn Explain how individuals may differ across a range of attributes including their personality, values, perceptions, and emotions.

Analyse the implications of workplace diversity, including challenges and potential benefits. Explain the motivational characteristics of work and apply these to job design. Analyze the role of team dynamics and composition in the team performance.

Instructor rating. Offered by. Macquarie University Macquarie is ranked among the top one per cent of universities in the world, and with a 5-star QS rating, we are recognised for producing graduates who are among the most sought-after professionals in the world. Week 1. Video 6 videos. Course welcome and introduction 2m.

Values and attitudes 8m.

Organization Management - Meaning, Need and its Features

So basically what is an organization? Organization can be defined in many ways but simply saying organization can be defined as a team or bench of people who work together to achieve a common goal. An organization can be divided into 3 aspects. One is it will be designedly coordinated.

The role of diversity in organizational resilience: a theoretical framework

It is human tool for the human benefit. It applies broadly to behavior of people in all type of organization such as business, government, schools, etc. It helps to explore and provide an understanding of all the factors that are necessary to create an effective organisation. Organizational behavior is based on a few fundamental concepts which are relevant to the nature of people and organisations. There are some basic assumptions in organizational behavior such as, 1 difference between individuals; 2 a whole person; 3 behavior or an individual is caused; 4 an individual has dignity, 5 organisations are social systems; 6 mutuality of interest among organisational members; 7 holistic organizational behavior. There are many factors that affect an individual, a group and an organisation. For example factors individual factors like personality , perception , learning , attitude , job satisfaction and motivation. Group factors like leadership , power and politics , communication and conflicts.

Understanding and Managing Organizational Behavior

Financial aid available. Organisations have changed and now, more than ever, personnel management is crucial to organisational success. Via structured learning activities video lectures, quizzes, discussion prompts and written assessments you will be exposed to the latest best-practice leadership strategies to enable your employees to achieve more at work. As the world continues to undergo dynamic change, this course will prepare you to be the one to lead your team and your organisation into the dynamic work environments of tomorrow.

3.7 Conclusion

Everything about yourself affects how you see things in your day to day life. Your beliefs, your attitudes, your experiences all shift your point of view in a way that is specific to you. This can sometimes be a good thing, as a different perspective on a topic or task can allow group members to find multiple solutions. However, it can be negative if your perception of things begins to cloud your judgement or is severely altered from what it should be. While you do have some degree of control over your own perception and attribution towards things-usually by making a conscious effort to take a second look-you cannot control the perception and attribution of others.

Influences on Decision Making: Individual Differences and Organizational Constraints

Values refer to stable life goals that people have, reflecting what is most important to them. The values that are important to people tend to affect the types of decisions they make, how they perceive their environment, and their actual behaviors. Moreover, people are more likely to accept job offers when the company possesses the values people care about. Value attainment is one reason why people stay in a company, and when an organization does not help them attain their values, they are more likely to decide to leave if they are dissatisfied with the job itself. What are the values people care about? There are many typologies of values. One of the most established surveys to assess individual values is the Rokeach Value Survey.

Individual Differences

Not a MyNAP member yet? Register for a free account to start saving and receiving special member only perks. As important as productivity is to the continued economic development of the world, it is surprising that so little is known about measuring and managing it. Part of the problem may lie in the unit of analysis industry uses to measure productivity and in a failure to recognize the complexity of the relationships between the productivity of the individual worker and the total performance of the organization.

Chapter 1: What Is Organizational Behavior?

Organizational behavior is the study of both group and individual performance and action within an enterprise. This field of study scans human behavior in the working atmosphere. It determines its effect on job structure, performance, communication, motivation, leadership, decision making abilities etc. Behavior as an individual or in a group is always analyzed by everyone in the organization.

This paper discusses one of the most pervasive problems regarding EI-related individual differences, namely, the lack of a meaningful theoretical framework. First, drawing upon existing theoretical frameworks, we argue that EI-related characteristics can be considered constituents of existing models of cognitive ability ability EI , personality trait EI , and emotion regulation EI competencies. Second, having differentiated between these perspectives ability, personality, and emotion regulation , we draw upon existing theory and research to build the Integrated Model of Affect-related Individual Differences IMAID , which provides an initial mechanistic representation that explains how the different EI-related constructs are likely to interrelate and coalesce to influence affective outcomes. In essence, the IMAID is an integrated mediation model in which emotion regulation mediates the effects of ability EI and affect-related personality traits upon outcomes. Viewing EI-related constructs as interrelated extensions of well-established individual difference frameworks clarifies some pervasive misconceptions regarding EI-related characteristics and provides scholars and practitioners with a clear and useful theoretical framework ripe for exploration.

Many of us spend over 80, hours in our careers 80, Hours, n. With such an enormous chunk of our lives dedicated to working, we must learn to use that time wisely. Industrial psychology can help; it examines our identity and behavior in the work environment by asking key questions Riggio, :. How can we redesign a job to make it more efficient and engaging?