This report is based on the case study of Yum China. This report will provide information about The Big Five Personality Theory and Group Cohesiveness. Along with this, this report will provide brief information about the Social Group Identity Theory. In addition to this, how can big five personality theory, group cohesiveness and social group identity theory can help to improve the relationship between the employees of Yum China will be discussed in this report.
1.The Big Five Personality Theory:
According to many personality psychologists there are five personality factors which describe the personality of an individual and these five factors are known as Big Five Personality Traits. Following are the dimensions which describe the personality:
Conscientiousness:
Conscientiousness is a personality trait, a person who has this personality trait is usually self- discipline, organized, dependable and this person will act according to plan (Bakker, et al., 2012).
Openness to experience:
A person who has this personality trait usually has appreciation for unusual ideas, emotion, adventure, art, variety of experience and curiosity. Openness indicates that how imaginative a person is (Nusbaum and Silvia, 2011).
Agreeableness:
Agreeableness is a personality trait and the characteristics of this personality trait are; Warm, kind, considerate and cooperative (Judge, et al., 2012).
Extraversion:
A person who has this personality trait has some characteristics like; positive emotions, assertiveness, energy, sociability etc. This trait shows that how social a person is (Lukaszewski and Roney, 2011).
Neuroticism:
Individual who have this trait usually has feeling of anger, depression, anxiety, fear, frustration, guilt, loneliness etc (Sharpe, et al., 2011).
Group cohesiveness:
Group cohesiveness can be defined as a bond which pushes the people of a group to work together with coordination and it helps to restrict the separation of group (Li, et al., 2014). Group cohesiveness is very important for a group because it allows group members to work with happiness and it helps them to feel positive about their work.
Important factors of group cohesiveness:
There are some factors that are very important for group cohesiveness. Following are the factors:
Trust:
Trust is very important for group cohesiveness. All the members of the group should have trust on each other because if they will not trust each other than they cannot build coordination and they cannot work as a team (Walumbwa, et al., 2011). Group cohesiveness is not possible if the members of the groups don’t have trust between them.
Communication:
Communication between the team members is very important for the group. If the team members will not communicate with each other than they cannot work properly. If the communication between the team and the team members is not clear than it is clear to everyone that the team members will not understand what other members wanted to say and there will be a doubt between the team members. So it can be said that communication is very important and it work as a link between the team members.
Equal Mindset:
A person joins a group with a thinking that he can be a part of that particular group but it is not possible unless the person will not have the same mindset as the all group members have (Bartz and Rice, 2017). This is very important for a group to have an equal mindset of every member of the group.
Experience:
If a member of a group has a great previous group experience than it can affect the new group because the member can share his experience and can give new and creative ideas. This experience of the member can be a good thing for the group (Gonzalez, et al., 2011).
Social identity theory is a sense of a person and this is based on the group membership of that person. Social identity theory helps to predict the behavior of the members in the group. Henri Tajfel and John Turner formulated this theory in 1970s and 1980s. Social identity theory mainly concern with the intergroup behavior. Mainly this theory helps to explain the conflict of the group (Deephouse and Jaskiewicz, 2013). The variable that affect the social identity theory mainly concern with the group and this variable affect the thinking of individual and their action also.
2. Recommendation for improvement:
When two or more than two person work together to achieve particular objective than they called a group. In a group every individual have a role and that individual perform his particular role. At the same time individual plays different roles. There are some roles of individuals such as; Task oriented role, relationship oriented roles and individual roles (Quinn and Baderson, 2011). When many individuals work in a group, than there is big possibility of conflict between them because every individual have a different type of personality and different views and thoughts. The Big five personality theory describe some traits of personality through which the personality of an individual can be understand and then management can take action to improve the coordination between the employees of group. In the case of Yum China the development manager and NWP specialist have a different personality trait, that’s why there is no coordination between them. Along with this Group Cohesiveness is very important for the group. Group cohesiveness mainly concern with the group productivity. Management of the Yum China can increase the group cohesiveness by various ways like; management should make the group smaller because if the group will be small then it will be easy for the members to coordinate with each other (Shore, et al., 2011). Management of the Yum China should encourage the agreement with group goals, it means it is an agreement which is concern with the goal that should be achieved by the employees. Another way by which the group cohesiveness can be increase is that management of Yum China should increase the time when member can spend time together because the more time they spend together the more they will build understanding. By increasing the status of group the management can increase the group cohesiveness, status means the position of group in the organization. Stimulating competition with other groups is also a way by which the group cohesiveness can be increase because if there will be competition in groups than the members of group will work to compete the other group and will try to do their best to make their group strong. Another best way to increase the group cohesiveness is rewarding the group instead of any individual because if the management will reward any individual of the group than the other member of the group also wants the reward and the competition will happen between the group members. Group cohesiveness is very important for a group and this is the responsibility of the management of organization to find some ways by which the group cohesiveness can be increased. Social identity theory can also help the management of the Yum China to understand the behavior of the development manager and NWP specialist and it can also help to know their intergroup behavior.
Conclusion:
From the above report it can be concluded that there are five personality traits which describe the personality of an individual such as; Conscientiousness, Openness to experience, Agreeableness, Extraversion and Neuroticism. Along with this, it can be also concluded that Group Cohesiveness is very important for the organization because it pushes the group members to work together with coordination. It can be also concluded that the social group identity theory also help to understand the intergroup behavior of the employees. In addition to this, it can be also concluded that the big five personality trait can help in the case of Yum China to understand the behavior of the employees and the Group Cohesiveness can increase by some ways like; making group smaller, rewarding the group, increasing the time members spend together etc.
References
Bakker, A.B., Demerouti, E. and Lieke, L. (2012) Work engagement, performance, and active learning: The role of conscientiousness, Journal of Vocational Behavior, 80(2), pp.555-564.
Bartz, D.E. and Rice, P. (2017) Integrating diversity with effective group processes and mindset for more productive teams, committees, task forces, and PLC’s. In National Forum of Multicultural Issues Journal (Vol. 14, No. 1).
Deephouse, D.L. and Jaskiewicz, P. (2013) Do family firms have better reputations than non?family firms? An integration of socioemotional wealth and social identity theories, Journal of management Studies, 50(3), pp.337-360.
Gonzalez, M.T., Hartig, T., Patil, G.G., Martinsen, E.W. and Kirkevold, M. (2011) A prospective study of group cohesiveness in therapeutic horticulture for clinical depression, International journal of mental health nursing, 20(2), pp.119-129.
Judge, T.A., Livingston, B.A. and Hurst, C. (2012) Do nice guys—and gals—really finish last? The joint effects of sex and agreeableness on income, Journal of personality and social psychology, 102(2), p.390.
Li, A., Early, S.F., Mahrer, N.E., Klaristenfeld, J.L. and Gold, J.I. (2014) Group cohesion and organizational commitment: protective factors for nurse residents’ job satisfaction, compassion fatigue, compassion satisfaction, and burnout, Journal of Professional Nursing, 30(1), pp.89-99.
Lukaszewski, A.W. and Roney, J.R. (2011) The origins of extraversion: Joint effects of facultative calibration and genetic polymorphism, Personality and Social Psychology Bulletin, 37(3), pp.409-421.
Nusbaum, E.C. and Silvia, P.J. (2011) Are openness and intellect distinct aspects of openness to experience? A test of the O/I model. Personality and Individual Differences, 51(5), pp.571-574.
Quinn, A.J. and Bederson, B.B. (2011) May. Human computation: a survey and taxonomy of a growing field. In Proceedings of the SIGCHI conference on human factors in computing systems (pp. 1403-1412). ACM.
Sharpe, J.P., Martin, N.R. and Roth, K.A. (2011) Optimism and the Big Five factors of personality: Beyond neuroticism and extraversion, Personality and Individual Differences, 51(8), pp.946-951.
Shore, L.M., Randel, A.E., Chung, B.G., Dean, M.A., Holcombe Ehrhart, K. and Singh, G. (2011) Inclusion and diversity in work groups: A review and model for future research, Journal of Management, 37(4), pp.1262-1289.
Walumbwa, F.O., Luthans, F., Avey, J.B. and Oke, A. (2011) Retracted: Authentically leading groups: The mediating role of collective psychological capital and trust, Journal of organizational behavior, 32(1), pp.4-24.
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