Teams of multi-cultural people have been frequent in recent times. With the ease of cross-border mobility becoming much easier, the amount of people who move from one country to the next has increased dramatically. This has also resulted in an increase in people of different cultural and ethnic backgrounds marrying. The children of these couples could be born and raised in different countries and develop different identity cultures. Globalization and advances in technology for communication and transportation have reduced trade barriers as well as enhanced interaction between people.
Is global homogeneity a realistic and desirable goal? In terms of philosophy, this is doubtful. This could be immediately associated with the suppression of difference or diversity. Both are inalienable human rights. It is possible to argue that it could destroy cultures and reduce creativity. There are plenty of examples from the past of human history, e.g., the story of the Native Americans or the Conquistador actions in South America, where one culture has been forced to eliminate other cultures. There are many instances where elements of cultures have merged through interactions, e.g., India and the United States. While genocides continue to occur right in front of our site, e.g., in areas like the Balkans or in areas of Africa, The most prevalent model of different cultures being influenced by each other is mutual cooperation, where there is plenty of room for the preservation of one’s own cultural identity. According to the census of 2000, “minorities” have become the majority within six of the largest eight metropolitan areas of the United States. Therefore, coping with and managing diversity has become a central topic of the 21st century.
Numerous studies have revealed that diversity in human capital can lead to greater productivity and creativity in many instances. Studies have also proven that failure to integrate diverse teams can have negative consequences for the organization’s performance. This is evident in legal proceedings, including recent discrimination lawsuits filed against multinational companies like Coca-Cola, Wal-Mart, Coca-Cola Xerox.
The competencies required for managing with individuals from different backgrounds, whether at work or in the workplace, are different in the workplace because we play our job duties, and there are many external factors that affect our behavior. A lot of people spend more time with their colleagues than they do with their family members and spouses. Therefore, any issues that arise in this field will be reflected in private life.
In analyzing the elements that influence multicultural team leadership and management are able to find five elements that are in play at the team level:
National culture
The culture of the organization
Nature of the business or the functional culture (coal mine, accounting, marketing)
The stage of team development
Personal characteristics
National Culture
There are numerous theories and studies into how national culture influences team behavior. Ger Hofstede’s Culture’s Consequences (1980) and Cultures and Organizations (1991) are two of the best examples. The national culture is a complex one with many aspects, including time-based orientation and communication style, personal space, competitiveness, and worldview. In general, we have to deal with stereotypes and prejudices in this case. Personal and regional experiences or personal characteristics can alter the ‘national’ cultural features. In reality, this could mean that the Italian team member could be a shy, quiet person, or German is unable to meet schedules.
Corporate Culture
The corporate culture is closely linked to the operational culture. It is the result of a process in history in which the founder, as well as subsequent leadership, have made their impressions. Large multinational companies are likely to be the more organized, hierarchical, and bureaucratic way of running their operations, while the Internet web design business with five creative young people will be a totally different setting.
The nature of the industry
Web designers, coal miners, and bankers from around the world appear to be from different places. The dress code, the language, etiquette, and etiquette, as well as un rules of conduct as well as the practices and knowledge required for work, vary greatly across different sectors. It is vital that the business and the company or setting allow employees to take confidence in their professional image.
The Stage of Team Development
If the team has only new and without any previous experience or history and no rules, the game must be learned by all. When the group has an established track record of achieving success, new players can depend on the established practices and the older players to provide them with the knowledge needed. The level of development of the player has a major impact. When a team is in the stage of formation, there are rules being debated, and participants are learning their respective roles. The veteran team member has established a solid job for himself, and the newcomer must fight.
Personal Attributes
Last but certainly not least are the other elements such as personality, competency profile and the person’s personal experiences, expectations of recognition, rewards, and satisfaction in being part of a team, and previous experience of working as a team member.
The three first factors are static. This means their character can’t be changed easily through individual actions. Members of a team or even the entire team are not able to alter the culture of the nation. Teams, individuals, and even organizations need to be able to adapt to their surroundings. In reality, the effectiveness of a team is directly linked to the extent to which the adaptation process has been completed. However, intervention can significantly impact the final two aspects of the Stages of Team Development as well as Personal Characteristics. A team may accelerate its progression from the inception to the point of maturity. Individuals may change their personal characteristics by learning new skills.
The highest level of sustainable team performance is achievable by team members who learn to recognize the different aspects of the organizational culture as well as those of the national culture, such as orientation to time, manner of communication and personal space, competition, and the worldview. Only when these are successfully integrated into their work methods to reflect group members’ personal experiences will teams see the benefits that multicultural teams can bring.
