Team dynamics and gender ( management and organizational behavior) Assignment

Team dynamics and gender ( management and organizational behavior) - Assignment Example Annotated Bibliography Emerald Group. (2003). Dealing With the Dynamics of Gender. How Men and Women Cope With Criticism. Human Resource Management International Digest, Vol. 11(3). Pp. 24-26. This article discusses the gender that is dominating more workplaces and how work teams are made. It also talks about how the teams can be made to perform more successfully, the function of each team player and the aspects that affect the performance of a team in a project. It goes further to explaining what makes the team players behave differently, given that they are of different sexual category. As explained, so many issues affect how the team works. One of them is how the results of a certain project are returned by the team, to influence the outcome of another one. Teams that take action to feedback are likely to be more successful that those that do not respond to feedback. However, the research made so far have not been able to identify which gender is likely to respond more to negative feedback. Likewise, the article explains the manners of both male and female are affected by how they were raised up since their childhood and these remain in-built even at their adult-hood. Where male children are normally taught to be social and determined to reach their ambitions while young females were encouraged to be passionate and introverts. Therefore, men tend to explore their skills, emphasize and communicate a lot more in teamwork than women. Women are used to be submissive and avoid being bold while men are used to be self-confident and challenging, and are easily manipulated. Hence, male is prompt to take part in, authorize and be developing leaders than women. Furthermore, investigations show that men tend to believe that reduction of the input energy is triggered off by resentment instead of surveyors’ actual inspiration to lend a hand. Therefore, a group led by women is more prone to respond to negative feedback than the one being controlled by men. In addit ion to that, the project that the team works on also affects the groups’ reaction to negative feedback. The article explains that individual confidence also contributes to the feedback one receives. That is, if a person has self-confidence when doing an assignment, then the individual is less expected to get a negative feedback. Therefore, teams made up of people who are experts on the assignment been done are unlikely to respond to negative feedback. Therefore, men being self-confident are prone to respond less to negative feedback than women are. Moreover, the response to decline of input energy is also determined by what the group members pick out to be the source. This view influences the change of the teams’ behavior because of the feedback. In those teams dominated by experts, external factors such as the uniqueness of the task and fate are accountable; therefore, the team does not blame itself for putting into practice the proposals they made in the feedback. Th erefore, when male work out on jobs that they are used to, they blame external sources like fate and nature of the job for negative feedback. Similarly, when women work on assignments they are used to doing, they are prone to respond to negative feedback. However, when males work on assignments that are female-oriented, they are likely to put the blame on issues rooted to the group hence respond to negati