...be overcome when using the multicultural diverse team in global organization? As for 2006 and above, there are many problems regarding multicultural diverse team in global organization. Ironically, Presidents and CEO of the organization are willing to talk about diversity when their managers do not have much confidence in implementing diversity workforce in an organization. Managers are afraid that they may fail in terms of productivity when multicultural diverse team is applied. The problems are: 1. Problem: A mere decrease in productivity The positive impact of multicultural diverse team is that the creativity can be increase compare to non-diversity team. Furthermore, diverse team have better understanding of the problem since many cultural backgrounds is involve in brainstorming. However, the challenge of managing a diverse team sometimes leads to faulty management process, which results in poor team performance. The consequence of these problems is most managers do not encourage diversity within their co-worker, and worse, their organization. Solutions – In order to tackle this problem carefully, managers must understand cultural diversity and the benefits that can contribute to team performance. Besides, managers are recommended to take any training that teaches how to deal with multicultural diverse team to overcome the fear of failure when managing multicultural diverse team. 2. Problem: Management level Multicultural diversity always be the factor...
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...EFFECTIVE MANAGEMENT OF MULTICULTURAL TEAM Abstract Multicultural teams have become more common in recent years, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. This paper has focused on the positive effects of using multicultural teams. Using data from 20 interviews in Mwanza Tanzania, the results show that management within multicultural team environments can be effective when project managers demonstrate an awareness of cultural variation. Participants further highlighted that, one of the critical components of building multicultural teams is the creation and development of effective cross cultural collectivism, trust, communication and empathy in leadership NAME: SARAH CHRISTOPHER KITELEJA 11/23/2012 EMPOWER STUDENT 2012 COUNTRY: MWANZA- TANZANIA A. Table of Contents 1. INTRODUCTION3 1.2 Objective of diploma paper3 1.3 Significant of the study3 2. BACKGROUND OF THE PROBLEM3-4 3. MANAGEMENT OF MULTICUTURAL TEAM…………………………………………………………………………………...4 3.1 Type of multicultural team & its diversity 4 3.2 Condition for higher performance4-5 3.3 management of Multicultural team……………………………………………………………………………..6-7 3.4 management of Multicultural team…………………………………………………………………………..7-9 4. THE USE OF DMIS IN MANAGEMENT OF MULTICUTURAL TEAM…………………………………………..10-12 5. CHALLENGES IN MANAGING MULTICULTURAL TEAM……………………………………………………………13-14 6. RECOMME...
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...workplace is a challenge that must be addressed to lead an effective team. A culturally diverse workforce has many competitive advantages. Frist, by capturing cultural diversity, the company will gain an added value and competitive advantage over companies that have ignored this challenge (Gwynne, 2009). People despite their cultural upbringing, feel valued. By tapping into the human value of each individual, managers will gain an increased commitment and productivity, strengthen work relationships and retain the best employees. The second, benefit is business growth. Targeted audiences in a global market, come from multicultural backgrounds. Members with different multicultural background will bring ethnic authenticity (Gwynne, 2009). This means language skills, knowledge of business network and cultural sensitivity from their home countries. This is an added asset that the company can use to gain a competitive advantage into targeting a new audience. A third advantage to a multicultural team is the potential to gain new a consumer base at home. A perfect example of this is Avon Company. Once an unprofitable company, Avon was able to turn business around by placing African-American and Hispanic managers in charge of marketing (Gwynne, 2009). People from culturally diverse backgrounds not only like to work for companies with a good reputation for managing diversity, they also prefer to buy from these organizations. A final added...
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...1. INTRODUCTION Multicultural teams have become very common in recent years. With cross border mobility becoming much easier the number of people moving from one country to another has grown significantly. This has also led to more people from different cultural and ethnic backgrounds intermarrying. Their children could be born and grow up in different countries and have hybrid cultural identities. Globalization and the advances in communication and transportation technology have reduced trade barriers and increased interaction among people. Multicultural teams have become more common in our organizations, and contemporary international management literature has identified that the management of multicultural teams is an important aspect of human resource management. Recent studies have focussed on the positive effects of using multicultural teams, for example, Earleyand Mosakowski (2000) stated that multicultural teams are used because they are perceived to out-perform monoculture teams, especially when performance requires multiple skills and judgement. However, there has been little research into construction-specific multicultural teams, and many construction organisations, although expanding into global operations do not fully appreciate the implications and are often unable to respond to cultural factors affecting their project teams. 1.1 Objective of the diploma paper • To explain challenges faced by Multicultural team and how to manage them • To give recommendations on...
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...d Nowadays international teams are very popular in all over the world. There are many reasons what make them happen. Managing these teams is not an easy task because managers need to know how to deal with cultural differences. Cultural differences can help team to work more effectively but also can start interpersonal conflicts. ′As organizations grow in size and become structurally more complex, groups of people are needed to work together in co-ordinated way to achieve objectives and contribute to overall aims, effectiveness and competitiveness of organizations.′ (David A. Buchanan and Andrzej A. Huczynski, 2010, p386). This means that nowadays teams are very important and needed for organizations. Companies believe that teams are an effective way of identifying and solving work-related problems, reducing production costs, speeding up innovations, improving product quality, increasing work flexibility and employee participation, achieving better industrial relations, meeting the challenge of global competition (David A. Buchnan and Andrzej A. Huczynski, 2010). Team working is stated as a solution to all organizational problems. According to Katzenbach and Smith (1993) ′A real team is a small number of people with complementary skills, who are committed to a common purpose and an approach...
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...Final Research Paper Global organizations are recovering from the 2008 financial crisis and are repositioning themselves for aggressive growth. As the economy recovers, organizations worldwide realize the need for highly connected, ambitious and valuable contributors forcing companies to develop innovative ideas and find human capital to develop capabilities and share expertise. Globalization has changed the face of 21st century workforce. In today's fast paced and growing economy, there is an exponential increase of cultural diversity within big businesses and corporations. There is an opportunity to "achieve higher levels of productivity and extraordinary performance" (Nykiel) for large corporations with a multicultural workforce. At the same time, it may also "be more challenging in a multicultural work and managerial environment" (Nykiel). Workforce Diversity Statistics The term "multicultural workforce" which represents the personal characteristics of employees in an organization is today superseded and replaced by a much broader term, "cultural diversity". Diversity refers to the way organizations respond to a multicultural workforce. The strategy in large organizations is to leverage differences in employees to increase creativity and have a competitive advantage in a fierce market. In the 2014 survey conducted by Diversity Inc; which is the leading publication for the education and benefits of large organizations, 1215 companies participated in an empirically...
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...Management of Cross Cultural Teams- Problems and Effective Management of Cross- Cultural Teams VAIBHAV MISRA Management Consultant and Ex- Lecturer Bora Institute of Management Sciences Lucknow INDIA vaibhav.misra@aol.in ABSTRACT As the world economy is globalized the companies are expanding their businesses in international markets for business profitability. The teams are recruited by these companies in the international market for the business tasks to be performed. These teams belong to different cultural background and have different values. The author will discuss about the problems faced by these cross- cultural teams. The author had also focused on the strategies to cope up with these problems of cross- cultural teams. The author will act as researcher and will use exploratory research design, i.e. the study will be based on secondary data taken from magazines, journals, internet and reports. These tools will help author to conclude the objectives of the study. The author found that there are problems among the cross-cultural teams regarding their cultural background. The different ways are also suggested to cope up with the problems faced by crosscultural teams. The author had also focused on how to create effective management of multicultural teams. RESEARCH VALUE The research may be valuable for the companies who are looking for expanding the business and also for those companies who are facing the cross- cultural team issue. workplace leads to heightened tensions...
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...Helping an International Friend Develop as a Team Leader Gena Lucas Leadership Strategies February 29th, 2016 Strayer University International Leader In a diverse world many companies include employees from different races, nationalities, religions and age groups to become leaders within the company. A multicultural leader is a leader with the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes and lifestyles. (DuBrin, 2013) As a team lead in my company, I have been tasked with coaching a multicultural employee into a leadership position. I feel that as a leader, my job is to motivate and influence anyone who wants to take the task on as being a leader. As a leader, I do recommend that anyone taking on the task of showing others how to become a successful leader should be aware as DuBrin stated “of overt and subtle cultural differences”. Conflicts with Work on Days of Religious Significance There are many conflicts with having employees work on days where they have religious obligations. As a leader, you have to be aware of these conflicts and how to handle them. One conflict that can arise is how the employee dress or groom themselves. There are some religions that require women to wear head dressings or prohibit men from cutting their hair. Another conflict that an employee may have is needing time off for religious holidays or breaks during the day for prayer with a schedule that...
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...DEVELOPING MULTICULTURAL ORGANIZATIONS: A CHANGE MODEL by Evangelina Holvino, Ed.D. Multicultural organization development (MCOD) is a process of change that supports an organization moving from a monocultural – or exclusive – organization to a multicultural – or inclusive, diverse and equitable – organization. The approach requires an initial assessment of where the organization is and a commitment to a vision of where it wants to be in the future. From an analysis of the gap between where the organization is and where it wants to be, specific interventions are then designed to accomplish the identified change goals. The MCOD model, based on earlier work by Jackson and Holvino, provides a useful way for an organization to: 1. frame an initial assessment of where it is on the path to multiculturalism, 2. decide on a vision of multiculturalism it wants, and 3. select appropriate goals and interventions to support its desired vision. THE MULTICULTURAL ORGANIZATION DEVELOPMENT MODEL MONOCULTURAL Exclusionary Committed to the dominance, values and norms of one group. Actively excludes in its mission and practices those who are not members of the dominant group. Passive Club Actively or passively excludes those who are not members of the dominant group. Includes other members only if they “fit” the dominant norm. Values and promotes the dominant perspective of one group, culture or style. TRANSITIONAL MULTICULTURAL Compliance ...
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...Case Analysis Introduction Multinational companies (MNC) are organizations that have facilitates and other assets in one or more than one countries aside than its own country. Thus, there are competitive and challenges of companies operating in different countries and the relevancy for multinational companies. Multinational companies could strengthen their business and also enhance customer service through involving their diverse workforce. It means that multinational companies could make use of cultural sensitivity, language skills, market knowledge and information of business networks at their own countries to drive business growth. (Nataatmadia & Dyson, 2005). However, multinational companies will also have some problems or challenges. Communication in multinational companies would be a lot more difficult because they employ employees from various countries. People from different countries have different cultures; this is the reason why this factor could cause them to fail to understand each another. Moreover, companies which operate in various languages areas will have difficulties at communicating with the local employees because they speak different language. (Kundu, 2001). SICLI have problem in coping with the new management style after the company was acquired by Williams Holdings PLC. This company is a multinational company because it operates in many countries. Moreover, the company also employs workers from various countries. This is why they need to find out...
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...Task 1 Compare and contrast different organisational structures and culture of the following 3 organizations 1) http://arcedairy.com 2) www.dairyqueen.com.ph 3) www.ue.edu.ph 1. Company Information i) Background of Company ii) Industry situation iii) Missions Statement iv) Primary Business Activities a) Why they are important and b) How they are accomplished 2. Organizational Structure of Company i) Diagram 3. Value Chain & Critical Processes i) Chart 4.0 People Management i) Why people want to work here or looking for other opportunities. Task 2 Human behavior and values are not self-generating; they are by-products of culture. TRUE or FALSE Why? Task 3 • Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business. I think many human behaviors are self-generating. If they weren't then there wouldn't be variations in social norms. Many people's values seem to run independant from their stereotypical social norms. There are just as many "Moral" athiest as there are moral religious people in how they treat others. There's also an equal number of immoral or amoral individuals spanning all cultures and races. If values were completely external, then all would conform. The way individuals react to social norms is an intrinsic,...
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...regardless to the differences in general, as mentioned:” three basic ways to overcome obstacles to communication: patience, respect, and listening skills”(Grosse, 2002). The knowledge of cultures leads to an affective communication with a multicultural people; as in the hospitality management everyone knows that The Guest is A king, that show it all, listening to listen not to answer and argue is the half way to the solution of the conflict in communication, because the active listening can overlook misunderstanding; the increased awareness of our communication behavior and lead to a better cooperation and to efficient operation. Understanding the language is important but it is more to know about the accent like the French in Quebec, the tone like the Germans and the gestural like the Italians. This strategy is for a long term effective to overcome the obstacles in the cross-cultural communication, with the globalization, all the groups of organization prefer to have an international group to be unique in the market with the ability to succeed under the roof of international culture, So, people develop different perception with the life experience and the training. * Understand how Diversity Strengthens a Team Working across a multi cultural team is a new experience for many people; it is a challenging to build an understanding of other’s people cultures, as well to create new approaches and strategies as mentioned: “the diversity stimulate new ideas and enhanced creativity”...
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...1.0 The Role of Emotional Intelligence In Project and Construction Management Today 1.1 Introduction This literature review deals with the role of emotional intelligence in project and construction management today and argues that, even if it is a relatively new approach and just became more and more important during the last decade, the topic is still not getting enough attention in the contemporary construction industry (Zhang & Fan, 2013). Especially when it comes to larger and more complex or even international and cultural complex projects, a high level of emotional intelligence and competence in the project management might be more necessary and contribute to the project’s success (Müller & Turner, 2007). Therefore this literature review contains an overview of the significant authors, defines the actual term of emotional intelligence, analyses the main issues and positions, summarizes some relevant studies and research and identifies implications for contemporary project and construction management practice. 1.2 Overview As one of the most significant authors Goleman (1995) defines emotional intelligence as the ability of being aware of your own and other’s emotions, recognizing them and even using them to influence people in their actual thinking and behaviour. That is why these abilities are very supportive and at least as important as IQ or technical skills for every leader independent of his industry, in order to achieve better business results (Goleman...
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... Cross-cultural Communication and Multicultural Team Performance: A German and American Comparison by Steven W. Congden University of Hartford, U.S.A. Alexei V. Matveev College of Staten Island – CUNY, U.S.A David E. Desplaces College of Charleston, U.S.A. This study builds on work by Matveev & Nelson (2004) which investigated the relationship between cross-cultural communication competence and multicultural team performance using American and Russian managers. This study examines the impact of national culture on German and American subjects. While a relationship between cross-cultural communication competence and multicultural team performance was found, it did not differ by overall national culture. Of the four dimensions of cross-cultural communication competence, only Cultural Empathy was found to be significantly different between Germans and Americans. No differences were found for the dimensions of Interpersonal Skills, Team Effectiveness, and Cultural Uncertainty. 1. Introduction Worldwide intercultural cooperation drives corporate growth and development across the globe resulting in a heightened demand for a qualified but diverse workforce. researchers have documented that the successful performance of multicultural teams is a vital and contributing factor to organizational success (Jackson, may, & Whitney, 1995; Snow, Snell, davison, & hambrick, 1996; Wheelan & hochberger, 1996). the increased reliance on multicultural teams has renewed interest in understanding...
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...University, United Arab Emirates, P.O Box 15551 E-Mails: E-mail: aljenaibi@uaeu.ac.ae * Department of Mass Communication, United Arab Emirates University, United Arab Emirates, P.O Box 15551; Fax: +00971-37671706 Received: May 2011 / Accepted: Jun. 2011 / In Press: Jun. 2011 /Published: Jul. 2011 Abstract: Workplace diversity and multicultural teams have become a priority concern among organizations in the United Arab Emirates (UAE) today. The UAE has one of the world's largest net migration rates, and the number of workers from India, the Philippines, Indonesia, Australia, the USA, among other countries, has increased significantly in recent decades (Burns, 2005). The UAE's cross border mobility has resulted in the interaction of people with diverse customs and diverse ethnic backgrounds. From a human resources perspective, diversity has been shown to have a number of benefits, including enhanced employee creativity and competence. Organizations that fail to employ people from different cultural and racial backgrounds detract from overall organizational performance. This study critically analyzes the benefits and challenges organizations face in the diverse workplaces of the United Arab Emirates. The study used a multimethod approach combining survey data from 250 surveys with qualitative data from interviews. The research found a generally favorable view toward workplace diversity and policies promoting it. A segment of respondents expressed reservations about diversity...
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