Team Dynamics and Gender - Assignment Example

? Team Dynamics and Gender Task Teamwork in working places and even in education s is exceptionally popular. A team is a collection of individuals that contribute and put efforts towards realizing a specific goal. A team can be comprised of male, as well as female, and; therefore, they need to have extremely potent interrelation for projects to succeed. Team dynamics are the invisible forces that present themselves between a group of different people, which affect teams’ response, the mode of conduct and performance in their work. Gender is the sexual distinctiveness in relation to the community that is whether it is a female or a male. 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 addition 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. Therefore, 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 negative feedback. Likewise, women characterize failure to internal causes and respond to negative feedback once given male-oriented jobs. Ortiz-Walters, R., and Eddleston, K., and Simione, K. (2010). Satisfaction With Mentoring Relationships: Does Gender Identity Matter? Career Development International, Vol. 15(2). Pp.100-120. This article talks about the consequence of gender distinctiveness and the relationship between the experienced personnel and the less experienced ones. It shows how proteges gain from mentoring interactions with organizational members who have advance knowledge, and how these experienced members assist and prop up the skills and individual progress of trainee proteges. However, studies have revealed that mentorships are able to range from being incredibly fulfilling to totally disappointing depending on the proteges’ attitude, their associations with mentors, and how suitable are the mentoring plans. Investigation has also revealed that gender influences the livelihood of the mentorship relations. Feminine proteges were satisfied with both genders’ mentors, while male proteges did not delight the male instructors. Likewise, men proteges reports not as much satisfied by the female instructors like the female proteges who were satisfied by both gender mentors. Some research has shown that mentorships of the same gender are more beneficial than the ones on dissimilar genders while other investigations show that same gender mentorships are likely to have more inconsistency than those of different sexual category, hence making this issue of masculinity and femininity in mentorships more complex than thought before. Further findings show that, the participation and intelligence of both male and female proteges did not vary in the programs, hence, disqualifying the issue of considering gender as a factor affecting mentorships. However, some inconsistent matters were regarded, in particular, socio-emotional, vocation and causes of success, and the prominence of the family responsibility. Given that different genders have dissimilar roles and social relations; therefore, it is at this point of view that the sexual characteristics come in and affect the relationships between the mentors and the proteges. Furthermore, more findings have shown that male proteges happen to be triumphant, taking up the top positions, unlike the female ones. This is because; masculine proteges are always focused and determined in what they do and they value mentors that help them build up their careers. As opposed to that, feminine proteges are not much victorious because they value emotional support the most, hence no maintenance of their career performance. At the same time, the career line ups also affected the mentorship relations, that is in terms of the value of training, financial support, safety, exposure and evidence. In addition, it would be determined how much satisfaction the proteges have got from these career support, that is, if they are contented with the support or not. Likewise, informal mentorship relations have appeared to be doing well than the formal ones since there is no inequality put across; hence, all mentors are viewed and treated without bias. Conclusion In conclusion, the two articles have shown how the issue of gender affects performance in different perspectives. It is with no doubt that the different social and psychological behaviours have a major impact on the victory of an individual. Women have been brought out to be more dependable on emotional support than the men who take more interest on what they do. Hence, masculine individuals end up succeeding more than the feminine individuals do. Therefore, it is evident that, in teamwork, every individual plays a different role and a persons’ contribution to the groups’ assignment can bring a massive impact to the outcome of the work done. However, some factors show that there has being gender unfairness; therefore, if equality is considered, it is with no doubt that teamwork will be beneficial despite the gender orientation. Read More