How culture can affect perceptions of team members in a group.
Explain how culture can affect perceptions of team members in a group.
Discuss strategies for working with leaders or team members who originate from a different culture than you.
Expound on the significance of using the best type of verbiage to communicate with other members of a team in order to prove successful in task completion.
Share the benefits of connecting with humor to build team camaraderie.
Explain how personality traits, social factors, and styles of leadership can affect the competence and loyalty of a team member.
Determine the different career options an employee might consider when having trouble working with a cohort or leader of a department.
Case Study: Working With Different Cultures
A multicultural team should be effectively managed to prevent instances of conflict among the members and its subsequent failure. This paper presents a case study analysis about how a dyadic team can be established within a multicultural setting.
Culture can influence the perception of the members of the team in different ways. According to Vandaveer (2012), culture can negatively impact team cohesion and communication. Arguably, the cultural diversity within a team can eliminate the communication effectiveness of the team as a result of the value and language differences. The communication differences between people from different cultures can be ineffective and thus resulting to team conflict further discouraging an effective performance (Harush, Lisak & Glikson, 2018). Cultural diversity within a group can also influence the team’s cohesion. Arguably, team cohesion refers to the satisfaction levels among the members of the team and the group’s attraction capabilities (Schmidmeier, Takahashi & Bueno, 2020). However, with cultural diversity, the nature of the social interaction among the members of the team is drastically impacted with a negative outcome being noted on the satisfaction of the members of the group and team performance.
Different strategies such as being objective, friendly, patient and willingness to adapt should be considered when working in a multicultural team setting. Notably, when objective, one can understand that all the approaches utilized in the team can have its set of advantages and disadvantages and hence different approaches can be used to fit the team’s requirements. Being willing to adapt creates a scenario whereby one can change based on the new circumstances and experiences to avoid developing conflict, particularly when it comes to communication and interaction (Schmidmeier, Takahashi & Bueno, 2020).
Using the best form of verbiage when communicating within a multicultural team environment is fundamental towards successful completion of tasks. Notably, this is a way of ensuring that the team members understand their primary roles, a step towards guaranteeing that the members are effective and accurate in the work in comparison to others (Schmidmeier, Takahashi & Bueno, 2020). Humor within a diverse team is also a means of guaranteeing its success. Vandaveer (2012) notes that sharing humor and jokes within a team is effective in breaking the barrier among the members. Arguably, humor is effective in solving problems during the events of conflicts experienced between team members. However, only positive forms of humor should transpire between the teams and the manager to ensure that a respectful relationship is maintained between the members and the authority.
Personality traits affect the loyalty and competence of the team since it determines the type of leadership style to be implemented by leaders in a diverse setting. For instance, a leader who can recognize the fact that the team members have unique skills and can listen proactively to their needs can foster loyalty and competence among the members to achieving the cause of the group (Vandaveer, 2012). A group’s social capital encourages the team’s effectiveness by encouraging the members to engage in positive social relationship that can be in the form of effective communication. With this, the members can be willing to share their strengths focused on deriving positive outcome when it comes to meeting the goals of the group (Harush, Lisak & Glikson, 2018). Leadership style creates value among the team members by encouraging confidence, trust and consistency. Relying on a style which fosters trust among the team members will increase the loyalty and confidence of the members and their zeal to meet the set goals of the team.
When having trouble with a leader within a specific department, an employee can consider transitioning to other departments within the same organization. Evidently, different departments which may also have vast cultures may be welcoming to the new employee since they will find his/her talents to be effective and desirable for the success of the department.
Harush, R., Lisak, A., & Glikson, E. (2018). The bright side of social categorization: The role of global identity in reducing relational conflict in multicultural distributed teams. Cross Cultural & Strategic Management, 25(1), 134-156.
Schmidmeier, J., Takahashi, A. R. W., & Bueno, J. M. (2020). Group intercultural competence: Adjusting and validating its concept and development process. Revista De Administração Contemporânea, 24(2), 151-166.
Vandaveer, V. V. (2012). Dyadic team development across cultures: A case study. Consulting Psychology Journal: Practice and Research, 64(4), 279–294.