• Save
Cross cultural teams v0.1
Upcoming SlideShare
Loading in...5

Cross cultural teams v0.1






Total Views
Views on SlideShare
Embed Views



1 Embed 402

http://snenel.italdata.it 402



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

Cross cultural teams v0.1 Cross cultural teams v0.1 Presentation Transcript

  • Cross-Cultural Teams Matthew Bradford Patrick Flynn Gautham Submaranian
  • What is Cross Cultural? First we have to define culture-  Culture-the act of developing by education, discipline, social experiences: training or refining the moral and intellectual faculties Cross cultural teams in business would include a variety of all of these attributes of culture and apply them to the Business atmosphere as is the case of Nokia in Europe. Why has it become so important?
  • Globalization Introduction of new technologies  A smaller planet  Easier communications Outsourcing  Need for cultural understanding  Need for language berries to be breached Global market  Multiple perspectives  Customs, tastes, and marketing
  •  Scandinavian vacuum manufacturer Electrolux used the following in an American campaign: Nothing sucks like an Electrolux.
  • Arguments Many people hold an optimistic view of cross-cultural teams A global perspective Many points of view represented Different perspectives provide more input to solve problems Provide a bridge for different cultures involved in business
  • Arguments Teams tend to focus on similarities rather than differences Lack of proper leadership can hinder the ability of cross-cultural teams to meet their full potential Research has shown that demographic diversity is unrelated to team performance overall*
  • Cross-Cultural Teams (CCT) Forming Managing Communicating & Motivating Training
  • Forming Cross-Cultural Teams Develop acceptance  Sense of belonging  Global identity in parallel with local/national identity Establish trust  Communication  Clear boundaries and expectations  Avoids or deals with conflict
  •  Provide the right tools  For collaboration  For communication Encourage diversity  Support from organization, culture, management  Improves group performance  Wider range of perspectives and skills
  • Managing Cross-CulturalTeams Hiring  Global perspective  Integration  Past experience Recognize cultural skills  Competitive advantage resources  Competencies  Knowledge SynergyGlobal leadership behaviours  Highly directive to self-facilitating  Design activities that get people to know each other
  • Communicating & Motivating Reward structures  Offer significant variance Communication  Explicit  Tools Agree on standards and terminology  Eliminate jargon Language (native)  Freedom to allow others to work more efficiently
  • Training Cross-Cultural Teams Focus on global perspective and integration Cultural diversity and intelligence  Undo stereotyping Conflict  Prepare for, address, and provide sensitivity  Equity Focus on individual achievement  Channel to group  Provide growth, development opportunities  Reward accomplishments accordingly
  • Cultural Misunderstandings
  • Context Cultures ChineseHigh KoreanContext Japanese Vietnamese Arab Greek Spanish Italian English North American ScandinavianLow SwissContext German
  • To reduce Misperception Assume Differences until similarity is proven Emphasize Description rather than interpretation or Evaluation Practice Empathy Treat your Interpretation as a working Hypothesis
  • Cultural StereotypingStereotyping Employees based onCulture.Examples:  All Asians are good at Math  All Jews are good with money  Chinese are diligent  Americans are innovative  Italians are expressive
  • Effects of CulturalStereotyping Cultural stereotypes limit managements ability to make best use of their employees skills and help them develop new skills. Cultural stereotypes affect employee morale and productivity. Stereotypes lead to decreased productivity, dissatisfied customers and reduced revenues. They hinder open communication and teamwork. Failing to include diverse employee perspectives and skills limits the companys creativity, problem solving and competitive abilities.
  • Cultural ValuesAmerican Values Japanese Values European Values Equality  Obligation to the  Appreciation for Individuality group aesthetics Work hard, play hard  Behaving according  Intellectualism = success to status  Socialism The sky is the limit  Harmony  Tradition Freedom  Effort  Leisure Mobility  Self-improvement  Sensuality Safety  Self-criticism  Family and friendship Competition  Collectivism
  • References  Joshi and H. Roh, “The role of Context in Work Team Diversity Research: A Meta-analytic Review”  Stephen P Robbins, Timothy A Judge “Organizational Behavior 13th Edition”  http://smallbusiness.chron.com  http://www.stanford.edu/