Managing multicultural teams
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| − | The area of managing multicultural teams is called Project Human Resource Management (PHRM) and is typically referred to in project teams. Managing multicultural teams have in modern days been perceived as | + | The area of managing multicultural teams is called Project Human Resource Management (PHRM) and is typically referred to in project teams. Managing multicultural teams have in modern days been perceived as very important since there is no signs of global integration of companies standardizing the operations between organizations and boards and general standardization of procedures and perceptions; This is known as the convergence myths, which is an implication of the cultural differences have an impact on projects and teams. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 8-20 </ref>. When talking about human resources in project teams the resource aspect is comprised of people, which have different skills, roles, responsibilities, relationships etc. <ref name=book> ''Project management institute (2013). A guide to the Project Management Body of Knowledge (PMBOK® Guide), fifth edition.'' </ref> The important aspect of managing multicultural teams in project management is to resolve issues breath from cultural differences and optimize group dynamic when changes occur. One key aspect to optimize the performance of multicultural teams is communication. Communication between employees and managers can help managers map a cultural pattern. This will also help the manager predict the behaviour of the team, which is important if he/she wants to minimize cross-cultural uncertainty; high uncertainty of the cross-cultural differences can have a negative impact on the performance of the team, hence a manager will have issues locating potential blind spots in the team. <ref name=book3> ''Ochieng (2009). Framework for managing multicultural project teams p. 537-538 '' </ref>. |
Revision as of 12:56, 21 February 2018
Contents |
Abstract
Title of wiki not completely set. Might include MBI methodology something something
The art of managing multicultural teams esteems for project human resources. According to XXX managing a project team can be described as "Manage Project Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance."
When a manager is working with a diverse team there will be some differences in cultural beliefs, values and assumptions in which he or she has to consider. The manager needs to be aware of what artifacts and basic assumptions that influences the team members, and which cultural issues may have an negative impact of a given project if it is not dealt with timely and with correct approach. [1]
Working with a multicultural team can empower creativity and innovation and has advantages in problem identification and generating alternatives for given problems; the team will only be effective, if they solve any given problems of internal integration.[2] When talking about different cultures, one may not necessarily refer to national origins, but could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing etc. One of the biggest issues a manager can encounter when working with a multicultural team is neglecting the cultural differences of the team members. Two team members, who have different national backgrounds may not have the same social relationship nor time perception; one may have a high emphasis on punctuality and specific deadlines whereas another may have a less strict perception of what is timely. It is therefore not only important that the manager is aware of the multicultural differences but the team members should also understand the cultural differences and learn how to bridge between the different cultures.
A diverse set of tools can be applied to understand and bridge between different cultures and one of them is MBI.[2] This tool was invented by Maznevski and DiStefano, which was used to identify cultural differences and how to communicate and bridge between these differences. The key idea for this tool is to use the cultural differences in s synergic way, which should empower the quality of both decision making and idea generation for the team. [2]
Project Human Resource Management
The area of managing multicultural teams is called Project Human Resource Management (PHRM) and is typically referred to in project teams. Managing multicultural teams have in modern days been perceived as very important since there is no signs of global integration of companies standardizing the operations between organizations and boards and general standardization of procedures and perceptions; This is known as the convergence myths, which is an implication of the cultural differences have an impact on projects and teams. [2]. When talking about human resources in project teams the resource aspect is comprised of people, which have different skills, roles, responsibilities, relationships etc. [1] The important aspect of managing multicultural teams in project management is to resolve issues breath from cultural differences and optimize group dynamic when changes occur. One key aspect to optimize the performance of multicultural teams is communication. Communication between employees and managers can help managers map a cultural pattern. This will also help the manager predict the behaviour of the team, which is important if he/she wants to minimize cross-cultural uncertainty; high uncertainty of the cross-cultural differences can have a negative impact on the performance of the team, hence a manager will have issues locating potential blind spots in the team. [3].
Schein And Hofstede
MBI description
Cultural frameworks
One team member may perceive time as monochronic and therefore has a high emphasize on punctuality, whereas his team member view time
MBI applicability
One team member may perceive time as monochronic and therefore has a high emphasize on punctuality, whereas his team member view tim
