Justin Meeth Scott Newman CHAPTER 14: TEAM, ORGANIZATIONAL, AND INTERNATIONAL CULTURE

 The Shared perception of how a team should operate to accomplish it’s goals.  Patterns of interaction, norms, and member roles all included in team culture.  Leaders should establish an appropriate culture early on in the team’s life.  Collaborative culture.  Relates to team support or the availability of helping behavior within a team. TEAM CULTURE

 Role Modeling.  Participation and innovation.  Provides a way to unite team members who have different views. TEAM CULTURE

 Refers to the shared values, beliefs, and norms of an organization.  Customs, Rituals, and traditions help reveal underlying values that guide organizational decision making. (Deal & Kennedy)  Focuses on shared meanings and beliefs of an organization. (Davis)  Determines the group norms and behavioral patterns of employees. (Kilmann & Saxon) ORGANIZATIONAL CULTURE

 All members of an organization share it’s organizational culture.  Culture reflects the shared learning by members that contains cognitive, behavioral, and emotional elements.  Also effects the internal operations of the organization and how it reacts to the outside environment.  Organizations are not uniform.  Organizations may be characterized by how integrated their subcultures are. ORGANIZATIONAL CULTURE

 Encourages employee involvement.  Better relations between teams.  Two types of organization that effect use of teams.  Control cultures and commitment cultures. ORGANIZATIONAL CULTURE AND TEAMWORK

 Status and power drive the control strategy. The relations among people are adversarial and untrusting.  Commitment reduces the number of organizational levels of authority, and adopts methods to encourage open communication to operate successfully.  Teams operate better in a commitment based organization.  Critical for organizational culture to support collaborative work to achieve success. ORGANIZATIONAL CULTURE AND TEAMWORK

 Look at your index card (should be marked 1 or 2)  “1”s go to one side, and “2”s go to the other  Each side will have someone be selected as “the boss”  Boss – come and get the directions for your team  Rules  Create the greatest invention ever!  Your team must only follow the rules on the paper provided to your boss  You will have 5 minutes to create your team’s invention  GOOD LUCK! TIME FOR AN ACTIVITY!

 Plot Twist!  There are four members from each team who have a star on the index card  Those four individuals must switch to the other team  They must now adapt to the cultures of their new teams, but are not allowed to specifically ask what the new rules are  Continue creating your invention for 3 more minutes with these new team members ACTIVITY PART 2

 Three dimensions of organizational cultures:  Individualism Versus Collectivism  Power Versus Status  Uncertainty and Risk Avoidance DIMENSIONS OF INTERNATIONAL CULTURE

 Individualism  Have loose ties with one another  Only responsible for themselves/their families  Seek individual achievement and recognition  Collectivism  Value the ties between people  Expected to look after one another  Self-interest < the interests of the social group or team INDIVIDUALISM VS COLLECTIVISM

 Power  The degree to which people in a culture accept unequal power  High-power:  Status oriented  Large power and status differences are acceptable  What are some pros and cons?  Low-power  Egalitarian  People are less willing to accept the authority of others on the basis of the positions they hold  Team members take initiative  What are some pros and cons? POWER AND STATUS

 Uncertainty is the degree to which people feel threatened by change  There are either risk- taking cultures or risk-avoidance cultures  Risk-taking:  Value change, tend to be action-oriented, do not plan change in advance, and are open to new ideas  Risk-avoidance:  Value social harmony, conflict is inappropriate, stability is valued UNCERTAINTY AND RISK AVOIDANCE

 Cultures have different meanings of:  Teams at work  Team success  Operation of trust  Japan – personal ties  U.S. – common group identity and performance INTERNATIONAL DIFFERENCES IN TEAMWORK

 Communication differences:  May make more spelling/grammar errors  Different communication norms  Differences in expression of emotion  Misinterpretation INTERNATIONAL DIFFERENCES IN TEAMWORK