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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/