MULTICULTURAL TEAMS: How to manage unique people and build a diverse workplace
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Presentation created as the final project for the "Managing Global Diversity" course in the MBA program at Westcliff University.
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MULTICULTURAL TEAMS: How to manage unique people and build a diverse workplace
- 1. MULTICULTURAL TEAMS How to manage unique people and build a diverse workplace
- 2. Introduction 01 Dimensions of Multicultural Teams 02 Discrimination Laws 03 Affirmative Action Programs 04 Building an Inclusive Culture 05 Management Challenges 06 Recommendations 07 Modeling and Leading Diversity Acceptance and Change 08
- 3. Introduction “A diverse mix of voices leads to better discussions, decisions, and outcomes for everyone.” Sundar Pichai CEO of Alphabet and Google 01.
- 5. Masculinity and Femininity Power Distance It represents how societal hierarchy is defined. It is based on ‘gender characteristics’ to categorize the behavior of a society, team or person. Tendency of team members to work towards the group's goal or to perform individual work. Individualism and Collectivism Hofstede'sCulturalDimensions
- 6. Avoidance of Uncertainty It separates behaviors into risk-taking or more conservative and inflexible. Long-term Orientation It refers to the ability of the workers to observe time and keep schedules. Hofstede'sCulturalDimensions
- 10. Past Present & Future Correct discriminations made previously. Generate better opportunities and increase minority representation.
- 12. Building anInclusiveCulture Ensure that culturally diverse teams interact respectfully and efficiently. Develop activities that strengthen the collaboration among the team. Collect and disseminate information about cultural stereotypes and prejudice.
- 13. Building anInclusiveCulture Encourage interactive socio-cultural sessions between group members. When facing a complex problem, team guidance can be a solution. As a last alternative, reorganize the groups to reduce the friction between the members.
- 15. Ineffective communication and misunderstanding Different working styles and expectations Intolerance and less knowledge of diversity Challengesof ManagingMulticulturalTeams
- 17. Establish a bond with different cultures through experimental learning and practice. BroadenWorker’sMinds Recommendations DevelopCross-CulturalSkills Fun activities and hobbies that enrich and expand people’s cultural knowledge and understanding.
- 18. Modelingand LeadingDiversity “Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others.” James M. Kouzes Author of The Leadership Challenge 08.
- 19. Respect differences. Use straightforward communication to avoid misinterpretations. Stablish clear rules and guidelines against discrimination. Demonstrate openness and tolerance. Exemplaryleadersshould: Be approachable and attentive to minority members. Be aware of possible conflicts.
- 20. Thankyou!
- 21. References Barak, M. E. M. (2022). Managing diversity : toward a globally inclusive workplace. Sage Publications, Inc. Eon, I. (2021). Managing a multicultural team. Theseus. https://www.theseus.fi/handle/10024/495093 Kojic, M. (2020, March 17). 9 Ways to Manage a Multicultural Team. Fond Blog. https://www.fond.co/blog/9-ways-multicultural-team/ Openstax (Ed.). (2019). Multicultural teams. In Principles of Management. Openstax College, Rice University. https://openstax.org/books/principles-management/pages/15-6-multicultural-teams Piercy, C. W., & Ph.D. (2010). Hofstede’s Cultural Dimensions. Pressbooks.com; Pressbooks. https://teams1.pressbooks.com/chapter/hofstedes-cultural-dimensions/ Steenhuis, M. (2019). Challenges in communication and leadership in multicultural teams. https://edepot.wur.nl/496325
Editor's Notes
- Global leaders must understand cultural diversity. It is necessary to find a way to make ethnic differences and similarities work in favor of the team and the company. Also, they must be aware of these differences to manage and develop an effective intercultural communication. Today we will bring some fundamental factors to understand the importance of diversity and inclusion in the workplace.
- According to Hofstede, there are 5 cultural dimensions that impact effective communication in an organizational environment. Power Distance: In societies where the hierarchy is high, workers tend to be more submissive to authority and management than their co-workers who come from more liberal countries. Individualism versus collectivism: Tendency of team members to work towards the group's goal or to perform individual work. Hofstede said that to have loyal employees, the leader needs to demonstrate that cares about the team, establishing bonds of protection and empathy. Masculinity and Femininity: Masculinity: leadership values like assertiveness, consistency, and competition. (United States) Femininity: principles of interpersonal communication like healthy relationships, care, and passion for life (Brazil).
- Avoidance of uncertainty: More conservative societies have many laws and traditions that define people's culture. In societies that encourage risk taking, uncertainties are an advantage and an essential communication factor to achieve diversification. Time Orientation: Long-term: values like perseverance, which reflects team leadership and employee interactions. (Asian countries) Short-term: focus on the present and aims to fulfill current social obligations. (Western Countries)
- Overt discrimination: Occurs when an individual is discriminated against due to categorical set laws that generate unjust treatment. Covert discrimination: Refers to the impact caused by the inherent side effect of another law. Individual discrimination: The prejudice of a manager or co-worker plays the role of discriminating against others based on their membership in a specific group. Institutionalized discrimination: Refers to discrimination embedded in the procedures, policies, or objectives of large organizations against an individual or group of individuals. The concept of unintentional discrimination has gained a lot of attention recently due to the phenomenon of 'implicit bias'. Nowadays, there is debate questioning whether such unintentional discrimination is less morally abominable than the intentional discrimination. These 3 categories are essential in helping the management team. Create a solid education program for workers to try and adjust their prejudices and negative cross-cultural views against diversity (Mor Barak, 2016). Discriminatory rules are also essential to enhance changes and create a better environment for equal treatment among genders and disabled individuals.
- Affirmative action Programs refer to the rules established in an institution or society to eliminate past abuse or injustice in relation to a specific group of people. Two main roles: Correct discriminations made in the past against a specific group of individuals, making up for their lost resources. Create a system of social equity, generating better opportunities and increasing the representation of traditionally discriminated groups. In an ideal world, affirmative actions must be short-term measures. Ending when the conflict is resolved.
- Managers must ensure that their culturally diverse teams interact respectfully and efficiently. Develop activities that strengthen the collaboration among the team. Collect and disseminate information about cultural stereotypes and prejudices.
- Encourage interactive socio-cultural sessions between group members, where people can learn a little about their peers. Before or after the workday. When facing a complex problem, team guidance can be a solution. As a last alternative, it is possible to reorganize the groups to reduce the friction between the members.
- Many people who form multicultural groups come from very diverse backgrounds. Probably do not share similar or close communication characteristics. Different individuals have different expectations from one another. Example: A group member can express himself or herself in a loud voice. It may sound offensive to another person who use low tone of voice. Misunderstandings can also happen because of the challenges of understanding a new language, especially for foreign workers. Different work styles also pose a significant challenge. Example: some teams can be considered lazy for not following the same pace or work procedure as the rest. Finally, intolerance is the most significant challenge. Example: If the person were raised with less understanding of diversity, it would be difficult for the managers to create team harmony. Intolerance is definitely an organizational obstacle, as it makes it impossible for these people to work with multicultural and inclusive groups. Issues like these can increase the tension among a team before members get used to each other.
- Managers should broaden their worker's minds: Happy Hours, Culturally Diverse Ice Breakers Topics before meetings, suggesting some hobbies. Example: Suggest including vacation travels to new and culturally diverse places, watching movies and documentaries, listening to podcasts, or reading culturally diverse books. Development of Cross-Cultural Skills: Learning involves close contact and engagement. Example: Manager can encourage co-workers to surround themselves with colleagues from different cultures. If the company is a multinational: it is possible to create a cross-cultural work program. Workers are exchanged from different countries and cultures.
- By being good role models, managers possess a significant role in influencing the whole team.
- Managers should embrace diversity and use their influence to encourage the group members to acknowledge diversity. Respect differences. Demonstrate openness and tolerance. Use straightforward communication to avoid misinterpretations. Stablish clear rules and guidelines against discrimination. Be approachable and attentive to minority members, ensuring their differences are considered and appreciated. Be aware of possible conflicts.