A little bit of a strage topic I have to admit but how do you deal with having some people on your team that:
I am a fairly new to working in groups and have already learned to deal with different personalities and attitudes,
How do you do it?
With extreme patience.
First of all make sure you don't fall into the same category. Make sure you are appreciative of others ideas. Practice what you preach. If you focus on being positive yourself, you'll notice a change in others behaviors.
Second, some people are just difficult; some companies just create a culture of big egos.If this isn't your cup of tea (for many it isn't) avoid these things -- don't work at these companies or with these people.
Primarily you have to get their position in the hierarchy into scope and then decide on if you have to interact with them. If you dont need to you can simply ignore them, but if you do you may want to look for another job (unless its a corporate job in which case that's just how it works).
You could also post their most glamorous moments to dailywtf. :)
If someone truly never listens and doesn't perform, then you:
Eventually, you will go iterate through this loop until the person either starts working with the group, leaves, or you have enough of a paper trail to fire them.
Life is too short to work with anyone who is truly toxic, but most people just need a chance to explain themselves.
If the person's behavior is causing real harm to the team (which it probably is) and is causing harm to more than just yourself, then you can take the problem to your own supervisors, explaining that this other person is costing the company money.
The important part about working in a company is making sure that when you present problems to your bosses/employers you put things in their perspective. Companies aren't about being fair. They've evolved into an entity where they're either profitable or they die. So make sure that your supervisor's know that this person is putting the company in jeopardy.
One thing that's important to understand, however, is that because of equal employment opportunity laws bad behavior has to be documented over a period of time. Make sure that when problems happen you mention them, making sure you don't yourself become a detriment to the project because you spend more time complaining than getting stuff done.
Once you've established a pattern that you are getting things done and they are not, then your boss should take action. If they still do not, then you can either leave and look for work elsewhere or take it one level higher.
This is a problem that we must all deal with, unfortunately. In my own experience, two things help:
As to the first point, I have always found that the most intelligent people I've worked with were also generally the most fair. They weren't always easy to get along with, and they weren't always fair, but as a general rule, they were the people that were by far the best to work for/with.
As to the second point, it's not productive to single out problem members of your team and attack them. Be diplomatic. At some point you will likely need to be honest with others about the problems that you are having, but don't be eager to play the blame game. Take note of whatever concrete evidence you can gather about the problem individual's attitude or incompetence, and always be respectful when bringing it up. Never engage in speculation about what the problem person's issues are, and never rush to confront them about it. Simply do your best to be perfectly rational and objective, and don't complain about them any more than is necessary.
Both points also lead to a third point: never settle for a programming job that you don't love. If you're forced to work with problem team members and there are no super-smart people that you are learning from, then don't be afraid to shop around and find a new job. You will only limit your own potential to grow and become a great programmer if you stick it out at a poisonous workplace.
Everyone has motivations and everyone responds to those motivations. A problem employee could be an expression of several different underlying problems. For example, the employee could feel like they are not being challenged or given enough responsibility. These issues can be resolved by identifying the problem and thinking of creative ways to change the team dynamic to address the problem.
If, however the employees motivations conflict with the organizations or if they're simply not good enough to keep up, you don't really have much choice. I suspect that this is rarely the case.
Some people need to grow up. The world is against them. You need to befriend them, so that when they start to be selfish, you're on their side and not lumped with the rest of the world. If someone idly complains to you about someone else, well, they are a complainer, but at least they like you. Given that prerequisite, you'll be able to work more closely with them and get to know them. You can't change them yourself but you can at least help them not to be a pain to you, by being nice to them first.
One painful lesson I've learned: no-one is so indispensable that they can be allowed to destroy the team. The other answers here are good, but if you cannot turn the person around they need to be let go. Ignoring the problem does not make it get better, it only gets worse.