Cross cultural teamwork - Revision history

DI2009 at 07:01, 28 September 2015

2015-09-28T07:01:05Z

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	new: [Managing a Virtual Cross-Cultural Team in Global Project Management]		new: [http://apppm.man.dtu.dk/index.php/Managing_a_Virtual_Cross-Cultural_Team_in_Global_Project_Management Managing a Virtual Cross-Cultural Team in Global Project Management]

DI2009 at 07:00, 28 September 2015

2015-09-28T07:00:20Z

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		new: [Managing a Virtual Cross-Cultural Team in Global Project Management]

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DI2009: /* Culture’s Influence on a Person and a Team Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings in Psychology and Culture 2.1 (2011): n. pag. Web. http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?articl...

2015-09-27T21:19:32Z

/* Culture’s Influence on a Person and a Team Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings in Psychology and Culture 2.1 (2011): n. pag. Web. http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?articl...

← Older revision		Revision as of 21:19, 27 September 2015
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	<ref> Lubin, Gus. "The Lewis Model Explains Every Culture In The World." Business Insider. Business Insider, Inc, 06 Sept. 2013. Web. 24 Sept. 2015. http://www.businessinsider.com/the-lewis-model-2013-9?IR=T. '''Summary:''' The article describes Lewis’ model of all the cultures in the world. The idea is to give an overview of cultures plotted in three categories; Linear-active, multi-active and reactive.</ref>		<ref> Lubin, Gus. "The Lewis Model Explains Every Culture In The World." Business Insider. Business Insider, Inc, 06 Sept. 2013. Web. 24 Sept. 2015. http://www.businessinsider.com/the-lewis-model-2013-9?IR=T. '''Summary:''' The article describes Lewis’ model of all the cultures in the world. The idea is to give an overview of cultures plotted in three categories; Linear-active, multi-active and reactive.</ref>

	[[File: Culture’s_part_of_a_persons_thinking_and_behaving.png \|400px\|thumb\|'''Figure 1:''' Culture’s part of a persons thinking and behaving]]		<div><ul>
	[[File:Lewis’_model_of_cultural_types.png\|400px\|thumb\|right\|'''Figure 2:''' Lewis’ model of cultural types]]		<li style="display: inline-block;"> [[File: Culture’s_part_of_a_persons_thinking_and_behaving.png \|400px\|thumb\|'''Figure 1:''' Culture’s part of a persons thinking and behaving]] </li>
			<li style="display: inline-block;"> [[File:Lewis’_model_of_cultural_types.png\|400px\|thumb\|right\|'''Figure 2:''' Lewis’ model of cultural types]] </li>
			</ul></div>

	==Pros and Cons in Global Project Management (GPM) <ref>Oertig, Margaret, and Thomas Buergi. "The Challenges of Managing Cross‐cultural Virtual Project Teams." Team Performance Management Team Performance Management: An International Journal 12.1/2 (2006): 23-30. ResearchGate. Jan. 2006. Web. 24 Sept. 2015. http://www.researchgate.net/profile/Thomas_Buergi/publication/235263716_The_challenges_of_managing_cross-cultural_virtual_project_teams/links/00b7d51e3d0081be81000000.pdf '''Summary:''' Article describes the challenges which has been seen in cross-cultural virtual teams</ref>==		==Pros and Cons in Global Project Management (GPM) <ref>Oertig, Margaret, and Thomas Buergi. "The Challenges of Managing Cross‐cultural Virtual Project Teams." Team Performance Management Team Performance Management: An International Journal 12.1/2 (2006): 23-30. ResearchGate. Jan. 2006. Web. 24 Sept. 2015. http://www.researchgate.net/profile/Thomas_Buergi/publication/235263716_The_challenges_of_managing_cross-cultural_virtual_project_teams/links/00b7d51e3d0081be81000000.pdf '''Summary:''' Article describes the challenges which has been seen in cross-cultural virtual teams</ref>==

DI2009: /* Culture’s Influence on a Person and a Team Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings in Psychology and Culture 2.1 (2011): n. pag. Web. http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?articl...

2015-09-27T21:16:38Z

← Older revision		Revision as of 21:16, 27 September 2015
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	== Culture’s Influence on a Person and a Team <ref>Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings in Psychology and Culture 2.1 (2011): n. pag. Web. http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc '''Summary:''' The article is a brief description of the six dimensions of national cultures of Hofstede’s model</ref>==		== Culture’s Influence on a Person and a Team <ref>Hofstede, Geert. "Dimensionalizing Cultures: The Hofstede Model in Context." Online Readings in Psychology and Culture 2.1 (2011): n. pag. Web. http://scholarworks.gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc '''Summary:''' The article is a brief description of the six dimensions of national cultures of Hofstede’s model</ref>==
	~~[[File: Culture’s_part_of_a_persons_thinking_and_behaving.png \|400px\|thumb\|right\|'''Figure 1:''' Culture’s part of a persons thinking and behaving]]~~		How a person thinks and behaves are influenced by the human nature, culture and personality as seen in figure 1. E.g. all humans by nature eat when they are hungry. Culture could affect which spices they add to their food. Personality could influence what the person likes or does not like to eat. The human nature is universal and inherent. The culture is acquired by a specific group or category. Personality is inherent and acquired and is specific to the individual.
	How a person thinks and behaves are influenced by the human nature, culture and personality as seen in figure 1. E.g. all humans by nature eat when they are hungry. Culture could affect which spices they add to their food. Personality could influence what the person likes or does not like to eat. The human nature is universal and inherent. The culture is acquired by a specific group or category. Personality is inherent and acquired and is specific to the individual. ~~[[File:Lewis’_model_of_cultural_types.png\|400px\|thumb\|right\|'''Figure 2:''' Lewis’ model of cultural types]]~~

	In a cross-cultural team the members can have very different cultural backgrounds, which can affect their thoughts, behaviours and how they interact with others. Figure 2 illustrates Lewis’ model of cultural types. If the members have very different ways of doing things this can lead to disagreements and conflicts. In the next section these differences as well as language barriers and location will be discussed.		In a cross-cultural team the members can have very different cultural backgrounds, which can affect their thoughts, behaviours and how they interact with others. Figure 2 illustrates Lewis’ model of cultural types. If the members have very different ways of doing things this can lead to disagreements and conflicts. In the next section these differences as well as language barriers and location will be discussed.

	<ref> Lubin, Gus. "The Lewis Model Explains Every Culture In The World." Business Insider. Business Insider, Inc, 06 Sept. 2013. Web. 24 Sept. 2015. http://www.businessinsider.com/the-lewis-model-2013-9?IR=T. '''Summary:''' The article describes Lewis’ model of all the cultures in the world. The idea is to give an overview of cultures plotted in three categories; Linear-active, multi-active and reactive.</ref>		<ref> Lubin, Gus. "The Lewis Model Explains Every Culture In The World." Business Insider. Business Insider, Inc, 06 Sept. 2013. Web. 24 Sept. 2015. http://www.businessinsider.com/the-lewis-model-2013-9?IR=T. '''Summary:''' The article describes Lewis’ model of all the cultures in the world. The idea is to give an overview of cultures plotted in three categories; Linear-active, multi-active and reactive.</ref>

			[[File: Culture’s_part_of_a_persons_thinking_and_behaving.png \|400px\|thumb\|'''Figure 1:''' Culture’s part of a persons thinking and behaving]]
			[[File:Lewis’_model_of_cultural_types.png\|400px\|thumb\|right\|'''Figure 2:''' Lewis’ model of cultural types]]

	==Pros and Cons in Global Project Management (GPM) <ref>Oertig, Margaret, and Thomas Buergi. "The Challenges of Managing Cross‐cultural Virtual Project Teams." Team Performance Management Team Performance Management: An International Journal 12.1/2 (2006): 23-30. ResearchGate. Jan. 2006. Web. 24 Sept. 2015. http://www.researchgate.net/profile/Thomas_Buergi/publication/235263716_The_challenges_of_managing_cross-cultural_virtual_project_teams/links/00b7d51e3d0081be81000000.pdf '''Summary:''' Article describes the challenges which has been seen in cross-cultural virtual teams</ref>==		==Pros and Cons in Global Project Management (GPM) <ref>Oertig, Margaret, and Thomas Buergi. "The Challenges of Managing Cross‐cultural Virtual Project Teams." Team Performance Management Team Performance Management: An International Journal 12.1/2 (2006): 23-30. ResearchGate. Jan. 2006. Web. 24 Sept. 2015. http://www.researchgate.net/profile/Thomas_Buergi/publication/235263716_The_challenges_of_managing_cross-cultural_virtual_project_teams/links/00b7d51e3d0081be81000000.pdf '''Summary:''' Article describes the challenges which has been seen in cross-cultural virtual teams</ref>==

DI2009 at 20:59, 27 September 2015

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 In many big companies such as Coca-cola, Toyota etc. cross-cultural virtual team work is inevitable. As described in the previous section culture, language and geography can have a great influence on project management. In Table 1 the pros and cons of GPM are described.
+[[File:Skærmbillede_2015-09-27_kl._22.52.01.png|600px]]
-	Pros	Cons
+<br clear=all>
 <ref>

DI2009: /* Improving a PM Process in a GPM A Guide to the Project Management Body of Knowledge (PMBOK Guide). 5th ed. Pennsylvania: Project Management Institute, 2013. Print. Summary: Project Management Institute’s standard for Project Management. Desc...

2015-09-27T20:38:05Z

/* Improving a PM Process in a GPM A Guide to the Project Management Body of Knowledge (PMBOK Guide). 5th ed. Pennsylvania: Project Management Institute, 2013. Print. Summary: Project Management Institute’s standard for Project Management. Desc...

← Older revision		Revision as of 20:38, 27 September 2015
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	Table 2 gives an overview of the different activities within the different knowledge areas. However be aware that the knowledge areas might overlap which means that one activity in human resource management could also be seen as an activity in communication management. Each activity is explained in the sections below.		Table 2 gives an overview of the different activities within the different knowledge areas. However be aware that the knowledge areas might overlap which means that one activity in human resource management could also be seen as an activity in communication management. Each activity is explained in the sections below.

	[[File:Skærmbillede_2015-09-25_kl._14.56.41.png\|~~800px\|thumb~~]]		[[File:Skærmbillede_2015-09-25_kl._14.56.41.png\|600px]]
			<br clear=all>

	==Project Human Resource and Stakeholder Management==		==Project Human Resource and Stakeholder Management==

DI2009: /* Project Human Resource and Stakeholder Management */

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Project Human Resource and Stakeholder Management

← Older revision		Revision as of 20:37, 27 September 2015
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	* Share leadership by giving specific tasks to specific team members.		* Share leadership by giving specific tasks to specific team members.
	* Listen to the members and provide feedback and coaching.		* Listen to the members and provide feedback and coaching.
	* In a virtual team as in every other team, conflicts are likely to occur. Some approaches can be taken into account for resolving conflicts that can be a threat to the project: Solving the issue by confronting it, compromising, avoiding confrontation, smoothening out and forcing the team to move on <ref> Binder, Jean. "Chapter 4." Global Project Management: Communication, Collaboration and Management across Borders. Aldershot: Gower, 2007. 63-65. Print. '''Summary: ''' Describes the sources of conflicts, the levels, how it can influence I GPM and the steps to managing conflicts.</ref>. The project manager should be aware that different cultures react very differently on conflicts. Some cultures are very willing to confront, take criticism as a way to improve, whereas some are more likely to avoid the conflict and confrontation in order not to get the team out of balance <ref> Ford, John. "Cross Cultural Conflict Resolution in Teams." Cross Cultural Conflict Resolution in Teams. N.p., Oct. 2001. Web. 24 Sept. 2015. http://www.mediate.com/articles/ford5.cfm '''Summary: ''' Article describes how different cultures handle conflicts</ref>.		* In a virtual team as in every other team, conflicts are likely to occur. Some approaches can be taken into account for resolving conflicts that can be a threat to the project: Solving the issue by confronting it, compromising, avoiding confrontation, smoothening out and forcing the team to move on <ref> Binder, Jean. "Chapter 4." Global Project Management: Communication, Collaboration and Management across Borders. Aldershot: Gower, 2007. 63-65. Print. '''Summary: ''' Describes the sources of conflicts, the levels, how it can influence I GPM and the steps to managing conflicts.</ref>. The project manager should be aware that different cultures react very differently on conflicts. Some cultures are very willing to confront, take criticism as a way to improve, whereas some are more likely to avoid the conflict and confrontation in order not to get the team out of balance <ref> Ford, John. "Cross Cultural Conflict Resolution in Teams." Cross Cultural Conflict Resolution in Teams. N.p., Oct. 2001. Web. 24 Sept. 2015. http://www.mediate.com/articles/ford5.cfm '''Summary: ''' Article describes how different cultures handle conflicts</ref>.

	==Project Communication Management<ref> Binder, Jean. "Chapter 7, 8, and 9." Global Project Management: Communication, Collaboration and Management across Borders. Aldershot: Gower, 2007. 91-118. Print. '''Summary:''' </ref>==		==Project Communication Management<ref> Binder, Jean. "Chapter 7, 8, and 9." Global Project Management: Communication, Collaboration and Management across Borders. Aldershot: Gower, 2007. 91-118. Print. '''Summary:''' </ref>==

DI2009: /* Improving a PM Process in a GPM A Guide to the Project Management Body of Knowledge (PMBOK Guide). 5th ed. Pennsylvania: Project Management Institute, 2013. Print. Summary: Project Management Institute’s standard for Project Management. Desc...

2015-09-27T20:32:22Z

← Older revision		Revision as of 20:32, 27 September 2015
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	Table 2 gives an overview of the different activities within the different knowledge areas. However be aware that the knowledge areas might overlap which means that one activity in human resource management could also be seen as an activity in communication management. Each activity is explained in the sections below.		Table 2 gives an overview of the different activities within the different knowledge areas. However be aware that the knowledge areas might overlap which means that one activity in human resource management could also be seen as an activity in communication management. Each activity is explained in the sections below.

	[[File:Skærmbillede_2015-09-25_kl._14.56.41.png\|~~1000px~~\|thumb]]		[[File:Skærmbillede_2015-09-25_kl._14.56.41.png\|800px\|thumb]]

	==Project Human Resource and Stakeholder Management==		==Project Human Resource and Stakeholder Management==

DI2009: /* Improving a PM Process in a GPM A Guide to the Project Management Body of Knowledge (PMBOK Guide). 5th ed. Pennsylvania: Project Management Institute, 2013. Print. Summary: Project Management Institute’s standard for Project Management. Desc...

2015-09-27T20:31:36Z

@@ Line 88: / Line 88: @@
 Table 2 gives an overview of the different activities within the different knowledge areas. However be aware that the knowledge areas might overlap which means that one activity in human resource management could also be seen as an activity in communication management. Each activity is explained in the sections below.
-[[File:Skærmbillede_2015-09-25_kl._14.56.41.png]]
+[[File:Skærmbillede_2015-09-25_kl._14.56.41.png|1000px|thumb]]
 ==Project Human Resource and Stakeholder Management==