Managing multicultural teams - Revision history

Tkokotas at 17:05, 16 November 2018

2018-11-16T17:05:24Z

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			''Developed by Demir Durovic''


	== Abstract ==		== Abstract ==

DemirDurovic: /* Tools used to manage multicultural teams */

2018-02-28T21:56:52Z

Tools used to manage multicultural teams

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	When the mapping tool has been applied, one can make a framework showing the differences and similarities between two or more cultures on a dimensioning map. The manager can now emphasis where the biggest gaps are, and how this potential issue should be avoided. An example of a cultural map between German culture and Indonesian culture is shown in figure 3. The dark blue squares represent German cultural dimensions, and the light blue, which are turned 90 degrees represent Indonesian cultural dimensions. The rings identify the largest gaps between the two cultures. This particular map was created from a real life case where German consultants were hired to consult a large Indonesian bank. Issues and tensions rose between German and Indonesian workers as they did not comprehend their cultural differences, which slowed down their project. A cross-cultural workshop was held to communicate and map cultural differences, which eventually mediated the tension and improved the work efficiency between the two nationalities.		When the mapping tool has been applied, one can make a framework showing the differences and similarities between two or more cultures on a dimensioning map. The manager can now emphasis where the biggest gaps are, and how this potential issue should be avoided. An example of a cultural map between German culture and Indonesian culture is shown in figure 3. The dark blue squares represent German cultural dimensions, and the light blue, which are turned 90 degrees represent Indonesian cultural dimensions. The rings identify the largest gaps between the two cultures. This particular map was created from a real life case where German consultants were hired to consult a large Indonesian bank. Issues and tensions rose between German and Indonesian workers as they did not comprehend their cultural differences, which slowed down their project. A cross-cultural workshop was held to communicate and map cultural differences, which eventually mediated the tension and improved the work efficiency between the two nationalities.
	[[File:Billede12345.jpg\|430px\|thumb\|right\|Figure 3: Mapping cultural differences between German and Indonesian employees. Source ''Figure 8.2 'Schneider et. al.(2014), p. 213]]		[[File:Billede12345.jpg\|430px\|thumb\|right\|Figure 3: Mapping cultural differences between German and Indonesian employees. Source ''Figure 8.2 Schneider et. al.(2014), p. 213]]

	'''Bridge'''		'''Bridge'''

DemirDurovic: /* Tools used to manage multicultural teams */

2018-02-28T21:55:54Z

Tools used to manage multicultural teams

← Older revision		Revision as of 21:55, 28 February 2018
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	When the mapping tool has been applied, one can make a framework showing the differences and similarities between two or more cultures on a dimensioning map. The manager can now emphasis where the biggest gaps are, and how this potential issue should be avoided. An example of a cultural map between German culture and Indonesian culture is shown in figure 3. The dark blue squares represent German cultural dimensions, and the light blue, which are turned 90 degrees represent Indonesian cultural dimensions. The rings identify the largest gaps between the two cultures. This particular map was created from a real life case where German consultants were hired to consult a large Indonesian bank. Issues and tensions rose between German and Indonesian workers as they did not comprehend their cultural differences, which slowed down their project. A cross-cultural workshop was held to communicate and map cultural differences, which eventually mediated the tension and improved the work efficiency between the two nationalities.		When the mapping tool has been applied, one can make a framework showing the differences and similarities between two or more cultures on a dimensioning map. The manager can now emphasis where the biggest gaps are, and how this potential issue should be avoided. An example of a cultural map between German culture and Indonesian culture is shown in figure 3. The dark blue squares represent German cultural dimensions, and the light blue, which are turned 90 degrees represent Indonesian cultural dimensions. The rings identify the largest gaps between the two cultures. This particular map was created from a real life case where German consultants were hired to consult a large Indonesian bank. Issues and tensions rose between German and Indonesian workers as they did not comprehend their cultural differences, which slowed down their project. A cross-cultural workshop was held to communicate and map cultural differences, which eventually mediated the tension and improved the work efficiency between the two nationalities.
	[[File:Billede12345.jpg\|430px\|thumb\|right\|Figure 3: ]]		[[File:Billede12345.jpg\|430px\|thumb\|right\|Figure 3: Mapping cultural differences between German and Indonesian employees. Source ''Figure 8.2 'Schneider et. al.(2014), p. 213]]

	'''Bridge'''		'''Bridge'''

DemirDurovic: /* Cross-cultural frameworks */

2018-02-28T21:54:29Z

Cross-cultural frameworks

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	The beliefs and values are more difficult to understand as they are not transparent and cannot be determined through observation. Digging into the beliefs and values when discovering a culture is usually done through questionnaires and interviews. The values represent how an individual believes things should be and the beliefs are representations of how things are e.g. view on youth should respect elderly, and showing up late being unacceptable. These are beliefs and values and represent how a human perceives the world. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 37-39'' </ref>		The beliefs and values are more difficult to understand as they are not transparent and cannot be determined through observation. Digging into the beliefs and values when discovering a culture is usually done through questionnaires and interviews. The values represent how an individual believes things should be and the beliefs are representations of how things are e.g. view on youth should respect elderly, and showing up late being unacceptable. These are beliefs and values and represent how a human perceives the world. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 37-39'' </ref>
	This might be difficult to comprehend but given an example of importance of different stakeholders between different countries could clarify this more thoroughly. Imagine 3 companies working in the same industry, but are located in three different parts of the world ('''United States''', '''Japan''' and '''Denmark'''). The question here is which stakeholders they would prioritize the most. An American organization would prioritize their shareholders, a Japanese organization would have their main emphasis on their customers and for more feminine countries like Denmark, Norway or Sweden an organization would put a high priority factor on their employees as of their satisfaction, rights and well-being. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 37-39'' </ref> All of these organizations are in the same industry, but a ~~japanese~~ company values their customers higher than their shareholders or employees, as a danish organization would emphasize having a healthy working environment. It can be explained as different beliefs and values result in different opinions of what is important. These definitions could also be used to explain different values of products, management criteria of success, education e.g. Engineering disciplines earn prestige in Germany whereas the ~~british~~ value economics and business degrees higher.		This might be difficult to comprehend but given an example of importance of different stakeholders between different countries could clarify this more thoroughly. Imagine 3 companies working in the same industry, but are located in three different parts of the world ('''United States''', '''Japan''' and '''Denmark'''). The question here is which stakeholders they would prioritize the most. An American organization would prioritize their shareholders, a Japanese organization would have their main emphasis on their customers and for more feminine countries like Denmark, Norway or Sweden an organization would put a high priority factor on their employees as of their satisfaction, rights and well-being. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 37-39'' </ref> All of these organizations are in the same industry, but a Japanese company values their customers higher than their shareholders or employees, as a danish organization would emphasize having a healthy working environment. It can be explained as different beliefs and values result in different opinions of what is important. These definitions could also be used to explain different values of products, management criteria of success, education e.g. Engineering disciplines earn prestige in Germany whereas the British value economics and business degrees higher.

	'''Basic Assumptions'''		'''Basic Assumptions'''

DemirDurovic: /* Limitations */

2018-02-28T21:47:11Z

Limitations

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	=Limitations=		=Limitations=

	As a project manager working with multicultural teams, one might find limitations in the processes of identifying dimensional gaps between cultures or solving related issues. Even with a large data collections of cultural characteristics and applied tools, a project manager should expect the tools to be limited according to their accuracy. Each national culture is unique, and even within the national borders hundreds and even thousands of subcultures can exist, which might adhere to some different cultural dimensions.<ref name=book10> ''Schneider et. al.(2014). Managing across cultures p. 33-49. </ref> Tools like the ''MBI'' can give a good clarification on what cultural differences ~~there might be~~ and how to optimize group dynamics between them, but the internal approach of bridging and integrating is unique from project to project. <ref name=book18> ''Schneider et. al.(2014). Managing across cultures p. 212. </ref> It is also important to node when mapping cultural differences, that one should use the cultural dimensions given by the scholars as ''frameworks'' and not be perceived as the complete truth regarding the culture you are investigating.		As a project manager working with multicultural teams, one might find limitations in the processes of identifying dimensional gaps between cultures or solving related issues. Even with a large data collections of cultural characteristics and applied tools, a project manager should expect the tools to be limited according to their accuracy. Each national culture is unique, and even within the national borders hundreds and even thousands of subcultures can exist, which might adhere to some different cultural dimensions.<ref name=book10> ''Schneider et. al.(2014). Managing across cultures p. 33-49. </ref> Tools like the ''MBI'' can give a good clarification on what cultural differences that could arise and how to optimize group dynamics between them, but the internal approach of bridging and integrating is unique from project to project. <ref name=book18> ''Schneider et. al.(2014). Managing across cultures p. 212. </ref> It is also important to node when mapping cultural differences, that one should use the cultural dimensions given by the scholars as ''frameworks'' and not be perceived as the complete truth regarding the culture you are investigating.

	=Annotated Bibliography=		=Annotated Bibliography=

DemirDurovic: /* Limitations */

2018-02-28T21:46:26Z

Limitations

← Older revision		Revision as of 21:46, 28 February 2018
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	=Limitations=		=Limitations=

	As a project manager working with multicultural teams, one might find limitations in the processes of identifying dimensional gaps between cultures or solving related issues. Even with a large data collections of cultural characteristics and applied tools, a project manager should expect the tools to be limited according to their accuracy. Each national culture is unique, and even within the national borders hundreds and even thousands of subcultures can exist, which might ~~have a lot of the same traits, with minor deviations~~.<ref name=book10> ''Schneider et. al.(2014). Managing across cultures p. 33-49. </ref> Tools like the ''MBI'' can give a good clarification on what cultural differences there might be and how to optimize group dynamics between them, but the internal approach of bridging and integrating is unique from project to project. <ref name=book18> ''Schneider et. al.(2014). Managing across cultures p. 212. </ref> It is also important to node when mapping cultural differences, that one should use the cultural dimensions given by the scholars as ''frameworks'' and not be perceived as the complete truth regarding the culture you are investigating.		As a project manager working with multicultural teams, one might find limitations in the processes of identifying dimensional gaps between cultures or solving related issues. Even with a large data collections of cultural characteristics and applied tools, a project manager should expect the tools to be limited according to their accuracy. Each national culture is unique, and even within the national borders hundreds and even thousands of subcultures can exist, which might adhere to some different cultural dimensions.<ref name=book10> ''Schneider et. al.(2014). Managing across cultures p. 33-49. </ref> Tools like the ''MBI'' can give a good clarification on what cultural differences there might be and how to optimize group dynamics between them, but the internal approach of bridging and integrating is unique from project to project. <ref name=book18> ''Schneider et. al.(2014). Managing across cultures p. 212. </ref> It is also important to node when mapping cultural differences, that one should use the cultural dimensions given by the scholars as ''frameworks'' and not be perceived as the complete truth regarding the culture you are investigating.

	=Annotated Bibliography=		=Annotated Bibliography=

DemirDurovic: /* Definitions */

2018-02-28T17:23:51Z

Definitions

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	The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and artefacts and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.		The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and artefacts and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.

	~~The specific project management view~~ used in ~~managing different cultures is called project human resource management, but is usually referred to as~~ human resource management. Human resource management deals with people as a resource and their resource can be defined as their skill set, knowledge, characteristics etc. Human resources can be difficult to manage as they are not tangible and a manager will therefore always have some uncertainty when defining behaviour or values of his employees. <ref name=book6> Laurent, A. (1986). ´The cross-cultural puzzle of international human resources management´, Human Resource Management, 25(1), p. 97. </ref>		Managing multicultural teams in projects is used in human resource management. Human resource management deals with people as a resource and their resource can be defined as their skill set, knowledge, characteristics etc. Human resources can be difficult to manage as they are not tangible and a manager will therefore always have some uncertainty when defining behaviour or values of his employees. <ref name=book6> Laurent, A. (1986). ´The cross-cultural puzzle of international human resources management´, Human Resource Management, 25(1), p. 97. </ref>

	== Importance of multicultural management in projects ==		== Importance of multicultural management in projects ==

DemirDurovic: /* Definitions */

2018-02-28T17:21:19Z

Definitions

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	These characteristics shows that the culture is shared between groups and they are unique ways of behaving, thinking and feeling. It is a managers job to understand these characteristics, and identify the underlying tows of the culture being investigated.		These characteristics shows that the culture is shared between groups and they are unique ways of behaving, thinking and feeling. It is a managers job to understand these characteristics, and identify the underlying tows of the culture being investigated.
	The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and ~~artifacts~~ and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.		The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and artefacts and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.

	The specific project management view used in managing different cultures is called project human resource management, but is usually referred to as human resource management. Human resource management deals with people as a resource and their resource can be defined as their skill set, knowledge, characteristics etc. Human resources can be difficult to manage as they are not tangible and a manager will therefore always have some uncertainty when defining behaviour or values of his employees. <ref name=book6> Laurent, A. (1986). ´The cross-cultural puzzle of international human resources management´, Human Resource Management, 25(1), p. 97. </ref>		The specific project management view used in managing different cultures is called project human resource management, but is usually referred to as human resource management. Human resource management deals with people as a resource and their resource can be defined as their skill set, knowledge, characteristics etc. Human resources can be difficult to manage as they are not tangible and a manager will therefore always have some uncertainty when defining behaviour or values of his employees. <ref name=book6> Laurent, A. (1986). ´The cross-cultural puzzle of international human resources management´, Human Resource Management, 25(1), p. 97. </ref>

DemirDurovic: /* Definitions */

2018-02-28T17:20:50Z

Definitions

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	''Adapted from Schneider et. al 2014''		''Adapted from Schneider et. al 2014''

	These characteristics shows that the culture is shared between groups and they are unique ways of behaving, thinking and feeling. It is a managers job to understand these characteristics, and identify the underlying tows of the culture ~~he/she is investigating~~.		These characteristics shows that the culture is shared between groups and they are unique ways of behaving, thinking and feeling. It is a managers job to understand these characteristics, and identify the underlying tows of the culture being investigated.
	The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and artifacts and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.		The definition of multicultural, or cross-cultural, teams may not be as transparent as one would assume at first glance. It can easily be interpreted as only being the national differences between team members and their beliefs, values and artifacts and basic assumptions. <ref name=book2> ''Schneider et. al.(2014). Managing across cultures p. 210-213 </ref> When talking about different cultures in the project team, it could also imply the different spheres of organizational cultures e.g. financial department, HR, R&D, marketing, engineering etc. This will not be investigated further in this article, as the main focus is managing national cross-cultural teams.

DemirDurovic: /* Definitions */

2018-02-28T17:19:59Z

Definitions

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	== Definitions ==		== Definitions ==

	It is important to define what culture is and in which area of project management it should be applied before any necessary tools and practices can be decided upon.		It is important to define what culture is and in which area of project management it should be applied, before any necessary tools and practices can be decided upon.
	The definition of what culture is, is not completely agreed upon, hence different scholars have different definitions. The scholars do share some characteristics of their definition of a culture. The main characteristics are stated below.		The definition of what culture is, is not completely agreed upon, hence different scholars have different definitions. The scholars do share some characteristics of their definition of a culture. The main characteristics are stated below.