Team Culture And Scale. Introduction . In The Global Business

Understanding the differences and similarities inherent in other cultures may provide opportunities when working with individuals (or groups) who may have different cultural values, beliefs, and/or norms. There are multiple ways to explore different cultures. One way is through Hofstede’s (2017) cultural dimension; which are currently made up of six broad categories, including high-low power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance, long-short term orientation, and indulgence-restraint. It is beyond the scope of this paper to explore all these cultural dimensions in great detail; however, it is important to understand some of the implications of these scores. The scores for both the US and China can be seen in Table 1, along with the differences between each score.

The positive impact of cultural diversity on group behavior can contribute creativity to a high-performance team. Membership diversity offers a rich pool of information, talent, and varied perspectives that can help improve team problem solving and increase creativity (Hunt, J., Osborn, R., Schermerhorn, J., 2005). Cultural diversity contributes various group input and group dynamics to the team. These two factors are essential in the high performance of a team. Cultural diversity can develop a high-performance team by allowing the diverse potentials of a team to operate. The negative impact of cultural diversity on group behavior can develop numerous of conflicts between team members. Conflicting interaction can limit or decrease the effectiveness and efficiency of productivity. There should be an awareness of the diverse culture values in order to prevent these conflicts.

The culture of team is weak, as there are no established norms and values or ground rules. As such, there was a discrepancy in the development of the team during the norming stage, as discussed previously. The team also engaged in a cultural clash in terms of industry areas, country/ethnic differences, and subcultures. The MGI founders related to a creative and artistic industry, while the students were business focused. The cultural differences manifested themselves in terms of language and expectations. And finally, within the subgroups were individual subcultures, which lead to a difference in values, roles, purposes, and goals especially when disagreements between these subcultures occurred (Hofstede, 1998). Multicultural teams can be more

23. Does your cultural background influence your views about the effectiveness of leaders who show a great deal of interpersonal sensitivity? Explain. Page 231

Those that go into the business world quickly recognize that each work environment they find themselves in can be total different from another. This can especially be said even of environments within the United States, from region to region. There is definitely a disparity of workplace environments from country to country. Not only can culture drive a varied atmosphere, but the diversity of the personnel making up that environment can equally create a challenge that a leader must be prepared to manage. Recognizing that special care needs to be placed on communication and perception skills is crucial in our present professional domain. Managers of today need to employee tools from the psychological and sociological field to be successful. Having a deep understanding in the differences in culture and diversity in the workplace is critical, especially when debating about accepting a position overseas or assigning an employee to an embedded position abroad. With a broad knowledge of cultural differences and diversity, success as a manager and the stability of a positive work environment can be achieved and maintained without unnecessary effort and focus.

People from different cultural background work together can have positive effect, since they can provide various perspectives on solving problems, attracting consumers, and cooperating with fellow workers. These new and various ideas can help our company to promote and take step into an amazing future.

With “communicating” the Venezuelan culture has a high context approach, while in the contrary in the scale I scored low-context, which means that I like to have a more clear and to the point conversations. With “deciding” my cultural norm is what is called Top-down, but in this one I’m right in the middle leaning more to consensual, just because I feel that it is important not to just rely in one person when taking a decision, rather than sharing ideas and having a group agreement. And the last different dimension “scheduling”, this is something that Venezuelans are known for, because is typical for us to be late for everything, for example if someone is having a party and they want people to start arriving at eight, is very common to send out invitations at six thirty or seven. But even though I’m like that for causal occasions, I never like to be late for important and professional

Indeed, the groups in this study were artificially selected. Perhaps, to further incorporate the dimension of individualism and collectivism, future research could compare levels of in-group bias between several cultures. This may allow us to ascertain whether the influence of individualism impacts upon the levels of in-group bias shown in artificial or meaningful groups. Indeed, a limitation of the current study was the inability to apply the results across cultures (to collectivist cultures for example). However, answers to the phenomenon of in-group bias are not universal, and should only be understood against the social backdrop in which they were examined (Tajfel, Billig, Bundy, & Flament, 1971, p.

Multicultural teams have become more common in our organizations, and contemporary international management literature has identified that the management of multicultural teams is an

The importance of understanding cultural, ethnic and gender differences by managers and professionals in a business setting is essential to make the work environment comfortable. In every culture there are basic standards of thinking, and acting and these cultural differences strongly influence workplace values and communication. What may be considered acceptable and natural in the workplace for one person may be unacceptable for another person. People from diverse cultures bring new ways of thinking, creativity and language skills needed to survive in today’s work force. In many

Some individuals on the team might also want to be treated according to their status in the organization. “A challenge inherent in multicultural teammates is that by design, teams have a rather flat structure. Team members from some cultures, are uncomfortable on flat teams” (Brett, Behfar, and Kern, 2006, p. 124). It is important to recognize the hierarchy structure of the country and how their citizens handle conflict before conducting business with them. Lastly, different cultures have conflicting norms when it comes to decision making. Some cultures like to make decisions quickly while others want to think about the decision and analyze it before coming to a conclusion as far as action to take (Brett, Behfar, and Kern, 2006).

Most people in the United States of America, and many in other countries, are very familiar with Disney Land, in California and the long standing boat ride through Walt Disney’s vision of a world coming together as children from across the globe sing “It’s a small world.” In no other place are these four powerful words more prominent than in the shrinking world of business today. As the world’s corporations seek to expand their brands to the far reaches of the planet, diversity in the work place is becoming copious with people from differing personal beliefs, religious beliefs, nationalities, races, sexes, and genders. It is; therefore, of absolute importance that every person develop a strategy that will enable him/her to embrace strong and professional relationships with each and every person within the organization regardless of their differences. It is the intention of this paper to explore Geert Hofstede’s Cultural Dimensions Model and to determine how interpersonal relationships with a coworker, who happens to be a native of Japan, can either be positively or adversely affected.

In this era of Globalisation, cross cultural management is the biggest challenge that is faced by the organisations. Within the business context, cross culture refers to interaction between different cultures. Cross cultural management refers to managing the employees from different cultural background in one environment (Adler, 2008). Cross culture management is a significant issue within the organisations as the success of an organisation depends upon the smooth interaction of the employees. This paper is aimed at providing insight on the cross cultural management and the main issues and challenges relating to cross cultural management. For the purpose of this paper, two articles, “Cross-cultural Differences in Management”, by Amman & Jordan

The workplace has become one of the biggest multicultural settings. Almost half of the work force in the United States is made up of minorities. There are many advantages to having this percentage of people from different cultures throughout our workplace. One is the increase in creativeness. Not only in products that are being created but in the developing of an approach to solving problems. "Other cultures can offer insightful alternatives" (EthoConnect). Another way in which the workplace is affected by this is in productivity and attitudes. When people of all cultures pull together to reach a common goal there are less limited boundaries and there are more global understanding that are used to help reach the world's market place; creating a larger market for products. With this change in productivity in the workplace is more desirable and enjoyable for all employees. The market place has become more global based that workers having a diverse culture base is very important to break down barriers in language and knowledge of certain markets. This affects our lives by more companies hiring more international job seekers.

Many opportunities are associated with a culturally diverse workplace and global expansion may have potential to provide just such a diverse work group. Cross-culturalism in business can provide leaders and employees with a wonderful opportunity to work with people from different backgrounds and cultures. In addition, “the more opportunities for business leaders to interact with people from different cultures, the more likely they will be to have positive attitudes from different cultures and identify, learn and apply diverse culturally-appropriate business behaviors” (Caligiuri & Tarique, 2012, p. 614). Culturally diverse environments offer a multitude of benefits including “the variety of perspectives, skills and personal attributes” (Matveeve & Nelson, 2004, p. 254). Moreover, multicultural teams have potential to “generate more ideas of higher quality in brainstorming tasks” (Matveeve &