1. Seminar 7 Bus 476 – Intercultural Management Wendy R. Carroll, PhD. Managing Multinational Teams

2. Outline Managing a Multicultural Workforce Types of Diverse Teams Cultural Diversity’s Impact on Teams Managing Cultural Diverse Teams

3. Film: “It is a jungle out there” BBC Film. TASK: Each group is to develop a list of the competencies most important for a Global Leader. Consider what these leaders need to do to be effective. TIME: 10 min preparation Deliverable: 1 group member provides an overview to the class.Film

4. Managing Multinational Teams The impact of managing multinational teams varies based on the corporations competitive environment and overall strategy. For example, the importance of managing multinational teams varies between: –Global Firms extremely importance –Multidomestic Firmshigh importance –Multinational Firmsabove average importance –Domestic Firmslower importance Domestic Firms are impacted less, but do have to adjust to some degree of multinational interactions (i.e., suppliers, clients) Source: Alder, N (2007). International Dimensions of Organizational Behaviour, 5 th Edition, p. 158.

5. Types of Diversity in Teams Homogeneous Teams: –All members share the same background and experiences. –Team members generally perceive, interpret, and evaluate situations the same way. Token Teams –In a team, all but one member comes from the same background. Bicultural Teams –Equal representation from two cultures. –Focus on understanding each others view and integrating ideas and concepts. Multicultural Teams –Three or more ethnic backgrounds on the team. Source: Alder, N (2007). International Dimensions of Organizational Behaviour, 5 th Edition, p. 158.

6. Cultural Diversity’s Impact on Teams Cultural diversity can have a positive or negative impact on team performance. Multinational teams have the potential to be more productive than homogeneous teams. Diversity may mean: –Team members see situations differently. –May be harder to reach agreement on how to approach situations. –May lead to misunderstandings (misperceptions, misinterpretations, misevaluations). Source: Alder, N (2007). International Dimensions of Organizational Behaviour, 5 th Edition.

7. Considering the + and - Advantages Diversity permits increased creativity. Diversity forces enhanced concentration to understand others. Increased creativity can lead to better problem definitions, alternatives, solutions and decisions. Teams can become more effective and productive. Disadvantages Diversity lacks a lack of cohesion –Mistrust –Miscommunication –Stress Lack of incohesion causes an inability to: –Validate other ideas –Agree when necessary –Gain consensus –Take action Teams can become less effective, productive, and efficient. Source: Alder, N (2007). International Dimensions of Organizational Behaviour, 5 th Edition, p. 135.

8. Managing Culturally Diverse Teams Task-related selection –Select team members based on the task at hand. Make sure people have the ability to do the task. Recognizing Differences –Encourage team members to recognize differences and not just look (or assume) similarities. Establish a Goal or Superordinate Goal –Ensure members of the team develop a goal and understand it the same ways. Equalizing Power –Team leads should manage the distribution of power (not dominated by one-culture). Creating Mutual Respect –Manage the team to reduce bias and stereotypes. Giving Feedback –Provide multiple ways for people to provide feedback. Source: Alder, N (2007). International Dimensions of Organizational Behaviour, 5 th Edition.

9. Article 1: Can we talk, and should we talk? Managing emotional conflict in multicultural teams. Key Concepts What is the central point to this article? Limitations What are some of the problems with these concepts? Contributions What use can this information be to global leaders and managers?

10. Article 2: A look at the bright side of multicultural team diversity. Key Concepts What is the central point to this article? Limitations What are some of the problems with these concepts? Contributions What use can this information be to global leaders and managers?

11. Seminar: [# 8] Article [# 3]: Leader Modes in Multicultural Teams. Key Concepts What is the central point to this article? –Team Leadership is integral part of an organizations success. There are many different leadership styles and ways it may be present. –Single Leadership: decision-making authority is vertically appointed to one individual, and leadership practices and functions are focused on the same individual. –Paired Leadership: leadership practices and functions are focused on two instead of one individual, who usually divide these between themselves. Both leaders have influence and decision-making authority. –Rotated Leadership: leadership functions are distributed to a smaller group of team members. These members do not share decision-making authority, instead it is shifted form one to another. –Shared Leadership: team members not only participate but leadership stems from the group. Limitations What are some of the problems with these concepts? –Team members hold different culturally-based leadership expectations and preferences. –Paired leaders must ensure they are comfortable with the decision making skills of the other leader to avoid confrontations. –Rotated Leadership can lead to disputes if all members are not on the same page and do not share similar goals and desires. –Shared Leadership members must share a common goal or vision of accomplishing work and developing together. Members must have good relationships with each other as leadership is property of the team, not the individuals. Contributions What use can this information be to global leaders and managers? This information is essential to global leaders and managers because by knowing that there are numerous different leadership methods, they will be able to know which leadership method best fits their team or which method will earn the greatest amount of effort out of their employees when they have important organizational tasks that must be completed.

12. Seminar: 8 Article 4: Applying the Concept of Teamwork Metaphors to the Management of Teams in Multicultural Contexts Key Concepts - Employee understanding of how to interact with their team is directly influenced by the metaphor used to describe the team situation in that organization/unit - Sport Teams: Individualistic with need for limited requirements. - Military Team: High power distance preference where goals are externally set. - Family Team: Collectivist with desire for fluidity in goals. - Community Team: Collectivist with desire for fluidity in goals. - Associates Team: Individualistic with need for limited requirements. - By matching the most relevant team metaphor to the culture, managers will see more team success. Tailoring new metaphors from the five is also recommended to match cross cultural teams Limitations - Fitting all teams into 5 metaphors, there are most likely many others not mentioned in the article - The companies surveyed were all pharmaceuticals, this may cause problems due to tendency of industries to use similar language across the board. Fits into above limitation. Contributions - This study highlights the role that individual perceptions and values play in the success of teams. -Managers need to be aware that how teams are formed and then work is dependent on the individual personalities as well as the organizational culture. -Training on team perceptions and team metaphors could be included when preparing managers for global positions.