The Diversity Of Multicultural Team Management

I would like to pursue managing a multicultural team. I would like to do this because I feel like managing a multicultural team will teach me a lot about my own communication skills and break down barriers that I have about other cultures. I feel it will also help me with my challenges as a manager. I know it would be very challenging, however, I’m willing to take a chance. I want to address differences to overcome differences.

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.

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Generally, cultural diversity is based on many things one being the idea that certain characteristics should not be completely disregarded but regulated and valued as important. With this in view, diverse cultural issues can result in organizational problems. First, we must view your techniques to manage your global team and recognize the primary root of the problems. Secondly, you will need to identify who should be responsible for the crisis of HS Holdings because of miscommunication and inefficient leadership. Thirdly, defining roles and job descriptions is extremely important in an open work environment and

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

Diversity acknowledge that people are differ in many ways, such as age, gender, social status, disability, sexual orientation, religion, ethnicity and culture (Kossek, Lobel & Brown, 2005). Nowadays, diversity has increasingly become the most valuable aspect of HRM areas. Develop countries such as Australia and New Zealand hold multicultural workforce as one of the most important dimension of diversity, where there are a large number of international migrants with different cultural backgrounds (Shen, Chanda, D’Netto & Monga, 2009). Studies from McLeod, Lobel and Cox (1996) and Wilson & Iles (1999) point out that a diverse workforce has a better-quality solution to brainstorming task, display more cooperative behaviour, and can raise organizational efficiency, effectiveness and profitability. Hence, utilization of diversity allows organization to increase the organization cooperative behaviour and competitive advantage (Cassell 1996). However, in groups where people from different cultural and ethnic background are working together, differences may occur in management styles, attitude towards hierarchy, approaches to group work, and ways of expressing

The creators of this initiative will maintain responsibility for initiation and development of products to aid the diversity team with the overall process. The creators of this initiative will continue to coordinate daily after the initial discussion with, and delivery of the VSM to the SNCOA leadership on 19 Jan 16. The diversity team will assume responsibilities as the project POC from the initiative creators on 21 Jan 16 and lead four one-hour meetings to gather input from the instructor cadre to build talking points on the diversity initiative. On 24 Jan 16, and or upon receiving inputs from the instructor cadre, the diversity team will upload draft versions of joint and international diversity presentations to Blackboard for the Barnes Center curriculum team review/inclusion into ALE.

When people from the same schools, socioeconomic backgrounds, and political learnings work together in a team. They are to work together and work towards the same. In table 1, Adler (2002) shown that a monoculture team will only be able to produce and maintain certain level of productivity and efficiency in an organization when being compared to their multicultural counterparts

Our team has experience in diverse multicultural students. Our teams works across Indonesia and Australia education systems (New South Wales and Victoria). We have a good sample size to measure if the immersive technology can lift academic grades. Furthermore we can follow the students journey after they finish from

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

Sports are the entertainment that is spreading throughout the world. Because of this, there are many sports leagues that are culturally diverse. People have started the address the issue of diversity in sports. For example, Leo Kahane, Neil Longley, and Robert Simmons wrote an article titled “The Effects of Coworker Heterogeneity on Firm-Level Output: Assessing the Impacts of Cultural and Language Diversity in the National Hockey League,” and this article talks about how teams and players have to deal with teammates that are culturally from a different background. Also, Alison J. Doherty wrote an article titled “Managing Cultural Diversity in Sport Organizations: A Theoretical Perspective” while this article talks about how sports organizations have to manage the diversity of the team while trying to be able to perform at their best. Both of these articles do a fine job in using certain elements of argument to make their respective articles persuasive. However, the article that talks about the National Hockey League uses logos, along with facts and evidence most successful while the other article uses mainly ethos and logos most effectively.

Diversity in culture and demographic characteristics can be a negative impact or be one of the team's greatest strengths, depending on how the team as a whole functions and applies these different “routes to success”. A group can become a high performing team by understanding how cultural and demographic differences influence group behavior. The groups must realize that they can benefit from their diversity to their advantage and into a high performance team.

A second area of research concerning biculturals involves the organizational level of analysis. Cultural diversity can result in contrasting consequences as it may lead to both organizational advantages, such as increased innovation, and to organizational challenges, such as miscommunication, cultural fault lines, and culture-based conflict (Li & Hambrick, 2005; Lau & Murnighan, 2005; Stahl, Maznevski, Voight, & Jonsen, 2010). Friedman and Liu (2009) pointed out potential contributions of biculturals to managerial activities, including team building, decision-making, leadership, and dispute resolution. While the relationship between cultural diversity and team performance

Organizations have been becoming increasingly diverse in terms of gender, race, ethnicity, and nationality. This diversity brings substantial potential benefits such as better decision making, greater creativity and innovation, and more successful marketing to different types of customers. But, increasing cultural differences within a workforce also bring potential costs in higher turnovers, interpersonal conflicts, and communicational breakdowns. The utilities of diversity training and the essential managerial skills required for effectively managing diversity will also be discussed.

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 &

In olden days, the managers considered culturally diverse workforce as a dangerous aspect of the organization, because at that time they could not properly manage the diverse workforce. But still now if the diverse employees are not effectively managed, they would provide serious disadvantages to the organization.