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Essay / Research Paper Abstract
This 5 page paper looks at the use of psychological typologies in organizational behavior. The paper begins by looking at what it meant by typology, considers the value of using typology in managing teams and motivation, and then goes on to look at the typologies of Jung. The bibliography cites 4 sources.
Page Count:
5 pages (~225 words per page)
File: TS14_TEptypeo.rtf
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Unformatted sample text from the term paper:
are different types of personality that can be identified and classified. Typology can be used in a number of disciplines in order to classify and separate or group the characteristics
and traits of objects, or in the case of psychology people. The ability to assess personality with a typology gives a framework that can be extremely useful in organizational
behavior and motivation. There is little doubt that different personality types are likely to be associated with different forms of social action and interaction, and their personal preferences and skills
and skills may indicate that they are more naturally attuned to specific task types. There are different theories associated motivation in organizational behavior and the formation of teams, several models
give team lifecycles such as forming storming and norming, and others look to the way that social interaction take place, in order for there to be the development of a
motivated and cohesive team there are different roles in a team that need to be fulfill, for example, Belbins model. Belbin identified different roles within a team that needed
to be present for the team to be successful. It was argued that each role did not have to be exclusive, with team members able to play each role. When
looking at the types of roles and they are divided into areas which may also be argued as reflective of personality traits. The roles can be divided into three areas;
there are the roles for people who take control or responsibly for the tasks, referred to as the action-orientated roles. The second group of roles is the people centric roles,
with the individuals who are able to relate well to other people inside the team these are referred to as the people-orientated roles (Belbin, 1996). The last group is the
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