Individual Differences

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, 1994). Understanding individual differences is to acknowledge the varied perspectives and approaches to work, which members of different identity groups evoke (Ely & Thomas, 1996). Behaviours, roles, personalities, perceptions, values and attitudes are different for every employee. Recognising these diverse skill sets among employees and matching them to the most appropriate position is critical in assisting or hindering the achievement of organisational goals. Since individuals are diverse, it is not surprising each individual perceives and operates in different ways. The key for organisations and management is approaching individual diversity as a true opportunity and converting it into a competitive advantage.

A major downfall for individuals and organisations is their tendency to stereotype people as categories, and not recognise the benefits of respecting individual diversity in terms of needs and behaviours, often resulting in conflict. Diversity has the ability to positively impact on the business outcomes achieved by teams. Katz' (1982) study found that diverse teams often take longer to perform than less diverse teams; however the outcome is of a higher quality. Managers must recognise the critical impact diversity of individuals has upon productivity. Managers achieve the best results through understanding the complexities of individuals and team behaviour (Cox, Lobel & McLeod, 1991).

The Organisation

Today, sporting organisations often set the benchmark on dealing with diversity. To remain competitive in the marketplace sports organisations recruit, develop and retain employees with diverse behaviours, cultural backgrounds, values, attitudes and perceptions. Grant Thomas, head coach of St. Kilda Football Club since 2001, identified success in the Australian Football League (AFL) is highly dependent on embracing employee diversity as an opportunity. Capitalising on the advantage of workplace diversity was essential, despite the turbulence and frustrations synonymous when recognising diversity in an organisation. Implementing an employee management paradigm acknowledging the unique talents of each individual offered aimed to deliver long-term success. In 2003, the St. Kilda FC witnessed various individual and behavioural differences requiring immediate management. In-depth analysis illustrates the theoretical symptoms triggering individual differences and the style of management implemented to resolve the individual differences.

The Individuals and the Events

Rotational Captaincy/Leadership Policy

A diversity of opinion between a team leader and a manager over an organisational policy needs to be addressed immediately. In 2003 St. Kilda FC introduced an annual rotational captaincy program specialised in fast tracking a young team to develop leadership skills and qualities. The policy was introduced to overcome a heavy reliance on experienced players, however it created a divide between the captain, Aaron Hamill, and the coach. The divide symbolised a power struggle. The coach was branded a severe reputation from the captain through an individual difference. Hamill believed his status within the organisation was in jeopardy and attributed the potential loss of status as the coach's wrongdoing.

The intrapersonal conflict (Rivers, 2005) illustrated by Hamill towards the coach and the new beneficiaries of the rotational policy ordered for immediate intervention. 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 hammer, you tend to see the problem as a nail." Hamill associated success with status resulting in an ill-conceived perception that power was his primary motivator. Hamill was alerted his status and reputation within the organisation would remain powerful without the official job title as captain realigning his motivational factors with the organisation's - achievement and affiliation. Diverse motivators drive different employees. St. Kilda FC opposed implementing a "one size" fits all approach to managing individual differences as it does not value individuals and the diverse contribution of employees.

Individualisation of Contract Management

St. Kilda FC additionally values diversity from an administrative perspective. Negotiating contracts was formerly the task of the administration department. The process was regarded as ineffective as the administration department had little interaction with the diverse playing list, other than reviewing match-day performance.

Grant