Multicultural teams have become very common in recent years. As cross-border movements become easier, the number of people moving from one country to another has increased significantly. This has also led to more marriages from people of different cultural and ethnic backgrounds. Their children can be born and raised in different countries and have a mixed cultural identity. Globalization and advances in communications and transportation technologies have reduced trade barriers and increased interaction between people.
Is global homogenization a viable and satisfying vision? Philosophically, this will be very doubtful. This will immediately equate to suppressing differences and diversity, which is an inalienable human right. It can be said that it will destroy culture and weaken creativity. There are enough examples in the history of mankind, such as the fate of Native Americans or the conquerors of South America, one of which has eliminated other cultures by force. Then there are many other examples where all aspects of culture are integrated through interactions, such as India and the United States. Today, although genocide takes place before us, for example in the Balkans or in certain parts of Africa, the mainstream cultural patterns that influence others are interactions, where there is enough room to preserve their cultural identity. As of the 2000 census, " from
minority" from
It has become the main population of six of the eight major metropolitan areas in the United States. Therefore, the diversity of life and management has become the central theme of this century.
In fact, many studies have shown that in many cases, the diversity of human capital actually increases creativity and efficiency. Studies have also shown that failure to successfully integrate a diverse workforce has a negative impact on organizational performance. This is the most publicly expressed in legal proceedings, such as the recent discrimination against multinational companies such as Coca-Cola, Wal-Mart, and Xerox.
The skills required to manage people from different backgrounds outside the workplace or workplace may be very different because at work, we are at work and have many external restrictions on our behavior. In fact, many people spend as much time with their peers as their spouses and children. Therefore, any problems that arise in this regard will inevitably spread to private life.
By carefully studying the factors that influence the leadership or management of a multicultural team, we can identify five factors that operate at the team level:
- National culture
- Organizational corporate culture
- Industry nature or functional culture [mine, marketing, accounting]
- Team development stage
- Personal attribute
National Culture - There is sufficient theory and research on how national culture affects team behavior. Ger Hofstede from
Cultural consequences from
[1980] and from
Culture and organization from
[1991] are two examples. Ethnic culture has many aspects, such as time positioning, communication, personal space, competitiveness and worldview. In general, we are also dealing with stereotypes and cultural biases. Regional and personal life experiences or role visits can cover these life experiences attributed to countries and countries. Cultural practices. In real life, this means that Italian players may be a shy, and quite a person or a German may not have a timetable.
company culture - Corporate culture is closely related to functional culture. It is the result of the historical process of the founders and successful leaders. A large multinational company must manage its affairs in a more structured, hierarchical and bureaucratic way, and an Internet web design company with five young creative artists will be a completely different environment.
Industry nature - Coal miners, web designers and international bankers seem to come from different worlds. Clothing, language, etiquette, unwritten code of conduct, recognized practices and skills required for work vary widely across industries. It is critical that the industry, organization or environment allows team members to demonstrate pride in their professional identity.
Team development stage - If the team has no history or experience at the time of its establishment, then the rules of the game must be learned by everyone. If the team has a history of effective fulfillment, new entrants can rely on established practices and older people to teach them the skills they need. The development phase of team members also plays an important role here. If the team is in the formation stage, the rules of the game are still in contact and people are learning their own bars. ' from
veteran from
' When the entrant must struggle, the team members create a safe role for themselves.
Personal attribute - Last but not least, all other factors, such as personality, ability status, personal life experience, reward expectations, team work recognition and satisfaction, and the history of team work.
The first three factors are static factors, which means that their characteristics cannot be easily changed by individual behavior. Team members and even the entire team cannot change the national culture. Individuals, teams and organizations must learn to adapt to them. In fact, the efficiency of the team is directly related to the degree of realization of this adaptation. But intervention can greatly influence the last two factors of the team's developmental stage and personal attributes. The team can accelerate progress from the formation phase to the mature phase, and individuals can change personal attributes by gaining new capabilities.
Only team members learn to consider the dimensions of organizational culture and the dimensions of national culture, such as time-oriented, communication, personal space, competitiveness and worldview, in order to achieve superior sustainable team performance. Only when these successfully adapt to their work practices to reflect team members, the background reality team can actually see the added value of multicultural teams.
Orignal From: Key factors in multicultural team management and leadership
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