Скачать презентацию Multicultural working groups and teams Locations of Скачать презентацию Multicultural working groups and teams Locations of

Lec 8.ppt

  • Количество слайдов: 29

Multicultural working groups and teams Multicultural working groups and teams

Locations of Cross-Cultural Interaction Locations of Cross-Cultural Interaction

Groups & Teams Group - two or more people with common interests, objectives who Groups & Teams Group - two or more people with common interests, objectives who interact continuingly Work Team - a group of people with complementary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable

Two kinds of the multinational teams 1. Multicultural working groups 2. Global teams Two kinds of the multinational teams 1. Multicultural working groups 2. Global teams

Multicultural Teams Multicultural groups represent three or more ethnic backgrounds. Diversity may increase uncertainty, Multicultural Teams Multicultural groups represent three or more ethnic backgrounds. Diversity may increase uncertainty, complexity, & inherent confusion in group processes. Culturally diverse groups may generate more & better ideas & limit groupthink.

 Davison & Ekelund (2004) have compiled a table which gives an overview of Davison & Ekelund (2004) have compiled a table which gives an overview of the ways in which differences can have an impact on global teams.

The impact of differences in global teams Source of Impact on difference Preferred leadership The impact of differences in global teams Source of Impact on difference Preferred leadership Effective leader/team styles member interaction, decision-making, levels of satisfaction Preferred ways of' Ability to address resolving conflicts difficult challenges and conflicts Negative results Preferred ways of decision making Lack of loyalty to decision and team. Dissatisfaction and lack of respect The quality of, involvement in, and follow up/ implementation of decision-making processes Frustrations, disagreements on form. Disappointment due to failed expectations Denial of conflict. Displaced frustrations. Lack of trust. Lack of group efficacy Table 16. 3 The impact of differences in global teams (source: Davison & Ekelund, 2004, pp. 232 - 234, Table 12. 1, adapted)

The impact of differences in global teams Source of difference Impact on Negative results The impact of differences in global teams Source of difference Impact on Negative results Expectations and values around interaction and team behaviour Missed timing, anger at inappropriate reciprocity. Feeling misunderstood. Levels of participation, misunderstanding Different geographical Who meets face to Impenetrable in groups in locations face and who does certain locations. Lack of not. Coordination, loyalty, invisible agendas timing understanding of importance of required actions Table 16. 3 The impact of differences in global teams (source: Davison & Ekelund, 2004, pp. 232 - 234, Table 12. 1, adapted)

Potential Problems Associated with Diversity Perceptual problems When cultural diverse groups come together, often Potential Problems Associated with Diversity Perceptual problems When cultural diverse groups come together, often bring preconceived, erroneous stereotypes with them Inaccurate biases Inaccurate communication Attitudinal problems May cause lack of cohesion resulting in unit’s inability to take concerted action or be productive

Advantages of Diversity Enhance creativity Lead to better decisions More effective/productive results Prevent groupthink Advantages of Diversity Enhance creativity Lead to better decisions More effective/productive results Prevent groupthink Can facilitate highly effective teams under right conditions

Advantages of Using a Multicultural Team: Multiple perspectives; Greater openness to new ideas; Multiple Advantages of Using a Multicultural Team: Multiple perspectives; Greater openness to new ideas; Multiple interpretations; Increase flexibility; Increase problem-solving skills; Better understanding of foreign employees; Ability to work with foreign clients;

The management of multicultural teams Those multicultural groups which appear to have the most The management of multicultural teams Those multicultural groups which appear to have the most harmonious relations are those where its members: have the same status do not have contradictory interests do not feel that their identity is threatened

Managing Multicultural Teams Select team members for task-related abilities Team members must recognize and Managing Multicultural Teams Select team members for task-related abilities Team members must recognize and prepare to deal with their differences Team leader must help identify/define overall goal Mutual respect among members is critical Managers must give team positive feedback on process and output

Complexity of Global teams Let's speak about how managers can create conditions in the Complexity of Global teams Let's speak about how managers can create conditions in the pre-start and start-up phases of global teaming that will enhance the chances that a team will succeed.

Dimensions of Complexity Whatever the type of global team an organization creates, the complexity Dimensions of Complexity Whatever the type of global team an organization creates, the complexity the team faces in meeting its objective can be characterized along five different dimensions: task, context, people, time and technology. This section of the lecture contains a discussion of these five dimensions and how they interact with one another to contribute to complexity in global teams.

Task complexity is a continuum that consists of two major elements: - workflow interdependence Task complexity is a continuum that consists of two major elements: - workflow interdependence and - task environment.

Task The degree of workflow interdependence varies according to the structure of the activities Task The degree of workflow interdependence varies according to the structure of the activities that need to be performed to accomplish a task. Tasks are at the low end of interdependence when they can be performed separately by team members and then pooled into a finished product. Moving up the continuum of interdependence, product work activities can become sequential and flow unidirectionally from one member to the next. When activities flow back and forth between members they take on a reciprocal character over time and become even more interdependent. At the high end of the continuum, when team members must make sense together of events or issues, problem-solve or collaborate together simultaneously to complete a task, workflow becomes intensely interdependent.

A team’s task environment can also be placed on a continuum that varies from A team’s task environment can also be placed on a continuum that varies from static to dynamic. A static environment is one static dynamic that is predictable and stable and is one unlikely to disrupt team tasks or to require much monitoring. Many manufacturing settings have static environments. At the other end of the continuum, a team’s task environment can be very dynamic and contain many uncertainties. R&D teams and new product development teams often face very dynamic environments. The environment has to be monitored constantly and new information must be brought into the team for interpretation and action on a continuing basis. A dynamic environment can greatly affect a team’s ability to accomplish its task.

 The importance of this dimension for multicultural teams is that if the complexity The importance of this dimension for multicultural teams is that if the complexity of the task is low, then there is no need for team members to work closely together. But in case of high task complexity the team members have to interact with each other. Therefore, to perform complex tasks they should understand each other and be adapted to each other and such group needs more professional management.

Context In addition to task characteristics, global teams are also complex based on context Context In addition to task characteristics, global teams are also complex based on context differences. Context is a way of life and work in a specific geographic area with its own set of business conditions, cultural assumptions, and unique history. Some of the dimensions of context are climate, nationality, education, politics, judicial systems, economic systems, corporate governance, management systems, and incentive, motivation or reward schemes. Next Figure offers a comparison on the dimension of context between traditional teams, that typically work within a single context, and global teams, that are likely to work across multiple contexts.

People A primary strategy for creating global teams is to involve a variety of People A primary strategy for creating global teams is to involve a variety of expertise and perspectives that are likely required to accomplish the work and achieve objectives. This requirement means that the people who design and support, lead or work in global teams bring with them varying degrees of commitment, motivation, expectations, skills, and identities that come from their own (unique) work roles and their national, occupational, and organizational cultures. As a result, global teams are internally diverse on many dimensions, and these differences can add considerable complexity to the teaming situation in multiple ways. Culture even has an impact on what it means to be a team. Different cultures and organizations can have different models of teamwork, or “metaphors” that influence team members’ behaviors, for example, a family, community, military or sport metaphor that coincides with national and organizational values

Time Global teams who have only a short time together (less than six months) Time Global teams who have only a short time together (less than six months) in which to accomplish a complex task pose the greatest challenges to team design, because they are not likely to have the luxury of time to sort out differences and problems as they arise. Therefore, it is especially important for these teams to pay careful attention to putting in place a structure that will minimize the complexity that they will have to manage.

Technologies Effective teams do display some common characteristics in their use of communication. They Technologies Effective teams do display some common characteristics in their use of communication. They choose media and the content of their messages based upon the nature of the task and the characteristics and preferences of the group members.

Team design – pre-start If task complexity is likely to be high, managers may Team design – pre-start If task complexity is likely to be high, managers may need to do more to structure the task and determine workable expectations at the outset, before the team members are brought together for the first time. Managers should be careful not to make the team too large in an effort to match the complexity of the task. It is an attempt to assign too many different people, representing all possible organizations or groups. However, the more the people involved, the more the resources are required – and all these means need much more coordination, and increase complexity of the task.

How can a manager structure a global team to manage complexity? There are four How can a manager structure a global team to manage complexity? There are four key design techniques that help create a supportive environment for global teams: (1) clearly specify the task objective and align it with organizational strategic initiatives; (2) make appropriate resources available; (3) select team members who have the skills, abilities, and experience to work in a global team, including the team leader, if appropriate; (4) create a sense of urgency

Team Formation At start-up First meeting At the first face-to-face meeting, facilitators can be Team Formation At start-up First meeting At the first face-to-face meeting, facilitators can be helpful in structuring early discussions of the team’s mission, roles, and responsibilities and in the development of norms for interaction, surfacing salient cultural differences and other contextual influences that the team will need to negotiate. Ideally, facilitators help team members learn skills for communicating and interacting effectively and can take on the facilitator’s role themselves as they work together over time.

 In many global teams it may be advisable to begin work with some In many global teams it may be advisable to begin work with some form of organized training that is blended with work training on defining the mission and team goals. Training can provide explicit instructions about how team members are to conceptualize a problem and how to work together to accomplish an objective. Initial training can also include skills training that can enhance collaboration, particularly cross-cultural communication, and culture-specific training to surface differences and similarities and to negotiate teaming processes.

Social processes When a team is formed and first comes together at start-up, leaders Social processes When a team is formed and first comes together at start-up, leaders need to pay particular attention to accomplishing three things that can significantly affect teamwork, either positively or negatively, through their initial interactions together: (1) create a safe environment; (2) develop shared “mental models”; (3) create a sense of community.