Managing Multicultural Team Diversity

Managing Multicultural Team Diversity The purpose of this work is to illustrate literature that suggests that member of multicultural team brings all new fresh ideas and approaches to problem solving. Those members however come up with a challenge by also introducing different understandings and expectations regarding team dynamics and integration (Ochieng and price 2009). Dealing with the question of how being attentive to the diversity and creating the structure required for success, a manager can effectively work and same time influence multicultural team diversity. This paper uses a case study of heavy construction engineering projects and its Findings identifies key multi-dimensional factors that either facilitated or limited the effectiveness of multicultural teamwork. The result has implications for managers who work with multicultural teams and are committed to improving team performance and productivity (Ochieng and price 2009). However, it revealed key dimensions to consider but it would not instantly transform multicultural teams into high-performing ones. Originality/value Though the benefits of multicultural teams have been acknowledged, the study helped to develop an understanding that conflict, misunderstanding and poor project performance can occur because of the cultural differences among teams (Ochieng and price 2009). Introduction: While diversity efforts have the potential to strengthen organizational effectiveness and efficiency, and to advance social justice, study has shown that realizing the full benefits of diversity is neither a simple nor a straightforward process. It is quite another to develop a supportive work environment that enables people of diverse backgrounds to perform at their highest levels, contribute fully to the organization and feel professionally satisfied. It is an even greater challenge to integrate fully the varied knowledge, experiences, skills, creativity, perspectives and values that people of diverse backgrounds bring into an organizations strategy, goals, work, products, systems and structures. (Adle and Gundersen 2008) Managing diversity is an on-going process that organises various talents and capabilities which a diverse population bring to an organization, community or society, so as to create a wholesome, inclusive environment, that is safe for differences, enables people to reject rejection, celebrates diversity, and maximizes the full potential of all, in a cultural context where everyone benefits (Rosado 2006). Results have shown advantages and disadvantages (Williams and OReilly 1998, Chevrier 2003). In fact, workforce diversity isnt a competitive organisational strength unless its effectively managed. Allard (2002) founded that diversity itself does not guarantee greater success in business nor does it guarantee qualitative social and creativity improvements. Ancona and Caldwell (1992) explain that difficulty of merging different cognitive styles, attitudes and values, such as those found in teams with diverse members. Diversity if not well managed can create internal processes that slow decision making and keep members distracted from the task. Teams made up of individuals from different thought-worlds may find it difficult to develop a shared purpose and an effective group process. (Worman 2005) The general motivation in growing use of teams is the degree of diversity in the workforce of multicultural organization; multicultural team provides an efficient and flexible way to coordinate production requiring a diversity of skills, talents, and information (Eckel and Grossman 2005) Team diversity may permit greater productivity than could be achieved by individual effort as no individual possess all task-related characteristics necessary to achieve the desired goals. The cross-fertilization possible in a diverse work team leads to more creativity; diverse teams are more effective (Northcraft et al., 1996). Literature review: The emergence of globalization means organizations no longer rely upon the traditional teams. There is a need of people from different cultural background to work together to make global enterprises succeed in the global marketplace (Steers Nordon, 2006) they also founded that Multicultural teams provide an open opportunity to integrate widely differing social, cultural, and organizations perspectives into key decisions that affects the success of all international operations(liaqat et al 2008) The management and development of teams within a global context unavoidably leads to a consideration of diversity and related challenges. For appreciation of international context and development of abilities to understand everyday issues from different cultural perspectives it is essential that managers receives help form organisations. Bartlett and Goshal (1989) identified the main challenge facing organisations intending to work overseas as the introduction of practices, which balance global competitiveness, multinational flexibility and the building of global learning capability. The authors further argued that if organizations have to achieve this balance, they must develop cultural sensitivity and the ability to manage and build future capabilities. The worlds most innovative firms, such as Microsoft, took advantage of diversity by introducing multicultural teamwork as (Ely and Thomas, 2001) diversity increases the number of different perspectives, styles, knowledge and insight s that the team contributes to organizations complex problems. However, team integration requires organisations to value explicitly multicultural teamwork, to adapt to it and use it to generate improvements in work performance and team effectiveness. There are literatures on cultural diversity which examines team members, demographical backgrounds and other such relevant factors to their diverse cultural characteristics, values and discernments ([Ansari and Jackson, 1996].As confirmed by McLeod and Lobel (1992) multicultural team generates more high quality ideas in brainstorming tasks, and when it comes to identifying and solving problems culturally diverse teams perform better than homogenous teams Jackson et al. (1992). And a better utilization of multicultural team by organization yields significant gains in productivity Townsend et al. (1998). For example, Ng and Tung (1998) a multi-branch financial services firm with culturally diverse team gained more financial profits than t o their culturally homogenous counterparts. More recently, Marquardt and Hovarth (2001) established that if the energy and synergy of individuals from diverse culture are managed, organisations could generate creative approaches to problems and challenges that are faced by corporate teams in tasks, they provide their significance for organizations in international marketing activities, expertise to decision making and managerial actions, a greater possibility to implement the decision in a timely manner, there is limited empirical evidence that decision consensus actually leads to decision implementation speed or success (Preim et al 1995). Multicultural Teams in few cases reach to a consensus on a decision by overcoming conflicts but at time of implementation they still face problems, Alternatively when groups smooth over task related disagreements decision consensus suffers because of the remaining latent conflicts among the group members (Preim et al., 1995). Findings of certain studies reveal that communication in multicultural teams fosters the formation of an emergent team culture. Team culture has a straightforward rules, performance expectations and individual perceptions upon which multicultural team develops and depends. Earley and Mosakowski (2000) further confirmed shared individual prospects facilitate communication and team performance resulted from strong emergent culture of effective multicultural team. This also suggests that the performance and team effectiveness can be improved and boosted through the positive effect and trust generated by the perceived shared understanding. Most importantly, the formation of strong emergent team culture can be facilitated by effective interaction among team members Pearson and Nelson (2003). Nonetheless, as multicultural teams are particularly susceptible to communications problems this can affect team cohesion. Individuals in multicultural teams can have different perceptions of the envi ronment, motives and behaviour intentions. Shaw (1981) argued that due to impeded social cohesion the effects of such differences could result in lower team performance. Further research by Evans and Dion (1991), on these two variables showed a positive correlation. Even Elron (1997) asserted that cohesive teams are more efficient and respond faster to changes and challenges. Generally the most common challenge to multicultural teams is Managing cultural differences and cross-cultural conflicts (Elron, 1997). The main cause of conflict is the cultural issues among team individuals because working style of each culture is significantly different from other culture and other reasons are misunderstanding and poor performance (Shenkar and Zeira, 1992). As (Pearson and Nelson, 2003 found there is five important distinctive challenges that managers face are: developing team cohesiveness; maintaining communication richness; dealing with coordination and control issues; handling geographic distances and dispersion of teams; and managing cultural diversity, differences and conflicts). Because of the distinct perception managers from different countries have on environmental opportunity they are likely to translate and respond differently to the same strategic issues or team tasks. To address rapidly changing and complex nature of working environment multicultural teams must improve their ability to combat such external challenges. The sense of belonging to a group gives a growing feeling of safety and comfort to team member in return can enhance the response to task challenges (Schein, 1985). Case study: E.G. Ochieng and A.D.F. Price caries out interviews to the eight organisations that were selected, operated in the energy, pharmaceutical and petrochemical sector. The selected organisations were well balanced in terms of size, status and projects managed, where 20 of the participants interviewed were picked on the basis of project management experience with each having long-standing familiarity in managing large and complex projects over a period of many years, Being familiar with cultural issues empowers project leaders with the requisite knowledge for improving the efficiency of managing multicultural project teams. Addressing the poor performance of multicultural project teams remains an aspiration within the construction industry (Baiden, 2006 Baiden, B.K., 2006. Framework of the Integration of the Project Delivery Team. Unpublished Ph.D. Thesis, Loughborough University.Baiden, 2006). There is mounting evidence and opinion indicating that integrated teamwork is a pri mary key in efforts towards improving product delivery within the construction industry (Egan, 2002). There is a growing trend towards discussing cross-cultural complexity more openly within the construction industry as the demand for international construction projects with multicultural project teams have been exceeding, same time to examine if cross-cultural complexity and cross-cultural communication can be effectively managed, before exploring the effective management of multicultural project teams. The finding shown, that all team member need to trust and understand each other in order to achieve a fully integrated multicultural project team. It is also evident that when it comes to carrying out project tasks all participants favoured collectivism over individualism. The research established that communication in the multicultural teams is a significant factor in the successful completion of heavy construction engineering projects. It is essential for project leaders to ensure that the nature of the interactions do not affect the strength of the relationships between project teams and their ability to transfer knowledge and information required to complete project tasks successfully. As substantiated from the findings, project leaders need to implement a clear and robust procedure of resolving conflicts that might arise. Participants further acknowledged that in a multicultural project team, individual achievement is not valued in a collectivist culture; whereas in an individualistic project team it is one of the most important values. Thus, in a collectivist project team, even though the project leader might play the most important role in successful realisation of a project task, reward is often given to all team members. The consensus that emerges in this study is that a collectivist culture in heavy engineering projects emphasizes the importance of team effort to success, and is not likely to attach failure to an individual person even though this pe rson is the project leader. From the above, four key factors has been identified by the authors that influence multicultural project teams at team levels. These were cross cultural communication, cross cultural collectivism, cross cultural empathy in project leadership and cross cultural trust. What needed to be well understood is that the effective structure of a multicultural project team depends on a well structured integration system, between the client, project manager and the project team. As illustrated by the two groups in this study, the culture of a project manager plays a major role in how the project team will perceive cross-cultural communication on projects. Evaluation: Katzenbach and Smiths have outlined three team goals in his model of team basics: performance results, personal growth and collective work products. Management sets the Measurable performance in order to give the team a rationale to exist. The individual as they have the responsibility for personal growth, they must align with and contribute to the teams goals. The last is collective work products instead of individual products. To achieve all three goals team needs skills, commitment and accountability. To master the assigned tasks Problem solving, technical, functional, and interpersonal skills are necessary. The teams sense of responsibility culminates in accountability for the assigned tasks. Furthermore, only the collective unit not the individual will be responsible for the teams collective product succeeds or fails in fulfilling expectations. Finally, the individuals commitment is important when conflicts, difficult tasks or other critical situations arise. Study by several authors found that Power Distance moderates the relationship between participation and organizational commitment whereas; resistance moderates the impact of culture on satisfaction and commitment (Kirkman and Shapiro 1997). Katzenbach and Smiths model has two more dimensions; the collective and individual dimensions. According to agency theory (eraz and Earley, 1993), individual tends to maximize his self-interest, and accordingly faces a dilemma when working in organizations. Triandis (1995a), and later Eraz and Earley (1993), found that individualists performed better alone than working in an ingroup or outgroup. Conversely, collectivists work better in an ingroup than in an outgroup or alone. This shows how the degree of heterogeneity is not the only determinant of performance. The involved cultures and their characteristics must be considered to assess whether the team is likely to perform well. Conclusion: multicultural team encounter specific problems that can be summarized in three categories: attitudinal problems (mistrust, stress), perceptual problems (stereotyping, tension) and communication problems (Adler, 1991:) however, cross-cultural teams are more effective at generating ideas (enhanced creativity, more alternatives, better solutions) and display limited groupthink (critical evaluation of diverse ideas, self censorship). With the findings of the case study it has been concluded that if the maximum benefits are to be obtained from multicultural team, it is imperative that these negatives should be overcome by proper managerial initiatives. Team managers need to know how to ensure successful behaviour integration among diverse group members (Wright and Snell 1999; kreitz 2008)HR managers must ensure that team managers have adequate training to help them develop needed skills in the emotional aspects of group management, intervention techniques, communication, and team building so that they can manage diverse work teams effectively. Effective teamwork requires members to recognize the team as a unit with common goals, values, and norms (Lembke and Wilson, 1998). The more that team members identify with one another, the more likely they are to believe they hold similar goals, values, and norms, and the more willing they will be to cooperate and work together as a team.( Cummings 2004; Kreitz 2008) Managers must remember that not all sources of diversity in work groups enhance the value of knowledge.87. Jonathon N. Cummings, Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization, Management Science 50 (2004), p. 360Different diversity characteristics should be chosen to enhance team performance and should be aligned to the teams purpose and goals. An individual who perceives herself as a member of a team is more likely to perceive the fate of the team as her own (Ashforth and Mael, 1989). This commonality is more likely to be recognized if team members are, or perceive themselves to be, of the same social category.

Causes and Effects of Child Labor Essay

​Child labor is the act of the employment of children that harms them or prevents them from attending school. An innumerable amount of children from all around the world lose their innocence to being employed in dreadful occupations. Have you ever wondered when did this inhumane act start? The history of child labor can be dated back to the Industrial Revolution. During that era, children were forced to work in hazardous conditions with insufficient pay. They would suffer for countless hours in dangerous environments for the sake of overcoming financial difficulties. This essay will discuss the causes and effects of child labor during and after the Industrial Revolution. ​There are many causes of child labor. To begin with, the main reason why children were employed is because of the extreme poverty and overpopulation. Poverty-stricken families tend to have a lot of children, thus their progeny become a burden. The children cause more financial distress to their parents; so having them work would alleviate the troubles they are going through even though it might still be inadequate to support the indigent family. Moreover, another cause is migration of families from the rural areas to the urban areas with the optimism of having a better life. Sadly, their expectations of having good jobs were not met, however; a more exasperating life struck them in their new area. In most cases, all of the family members ended up working to avoid being impoverished. Furthermore, another cause is the lack of education. The ignorance of the parents prevents the children from having a normal childhood, they make them sweep chimneys and work in factories that have toxic materials and dangerous machinery. The children go through these obstacles while their parents stay at home, unemployed. Also, those uneducated parents do not understand the significance of learning is in the children’s life, and working prevents them from getting the essential education they need. Since working at a very young age has many causes, it must also have many severe consequences that affect both the children and their society. ​The effects of child labor are countless. First of all, the children who find difficulties in working or make a very small amount of money usually end up begging on the streets. They would give up their dignity just to earn a little amount of money. Also, in many situations, they fall into the dark side of life and become thieves just to earn cash  the rapid way. Additionally, many children face many health problems, both physical and mental, as a result of being exposed to hazardous materials and working for countless hours in a harsh workplace. Their physical health will be damaged due to being surrounded by harmful materials in their workplace, for the child might accidentally inhale or ingest the chemicals. The children’s mental health can also be damaged by the employers who do not care about them. The employer thinks that he/she can get away with mistreating the children because they are young and unaware of their rights by constantly threatening and verbally abusing them. However, this will severely affect the child as they approach adulthood. ​In conclusion, child labor is an inhumane act that makes children, no matter how old, work in the toughest situations, which started in the Industrial Revolution. The causes of child labor contain being poor, moving from one area to another, and their parents being unschooled. The result of child labor includes turning children into beggars and thieves, and causing severe health problems.

Socrates Understanding

| Socrates Understanding| Beverly Melcher| Ethics and Moral Reasoning: PHI 208 Dione Johnson| | 3/3/2013| Socrates Understanding The concept of holiness emerges into the dialogue when Socrates is trying to find out how to address the gods in a proper way. He is also trying to find out the definition of piety and impiety from the gods point of view. The reason for this is so that the man, Meletus, who feels that he is bring justified charges against Socrates to the gods, because he is bringing charges against his father of murder.Meletus feels that Socrates is being impiety or impious to his father in not showing him respect for what he has done. Socrates feels that he is justified in the charges because his father was wrong in not providing the serf with provisions until just could be properly done. In Socrates eyes, his father committed murder, and should be tried for his wrong doings. Piety is doing as I am doing: that is to say, prosecuting anyone who is guilty of murder, sacrileg e, or of any similar crime—whether he be your father or mother, or whoever he may be—that makes no difference; and not to prosecute them is impiety.The next definition, ‘Piety is that which is lived of the gods,’ is shipwrecked on a refined distinction between the state and the act, corresponding respectively to the adjective and the participle, or rather perhaps to the participle and the verb. The third and last definition, ‘Piety is a part of justice’ and â€Å"Piety is what is dear to the gods, and impiety is what is not dear to them. ’ Socrates hardly sees the first explanation as a true definition. The second appears to him as to be part of justice which attends to the gods, as there is the other part of justice which attends to men.Piety or holiness is preceded by the act of being pious, not by the act of being loves; and therefore piety and the state of being loved are different. Euthyphro is simply saying that piety and holines s is learning how to please the gods in word and deed, by prayers and sacrifice (Plato). This type of piety is considered a salvation to the families and states, as to impious or impiety is unpleasing to the gods and brings upon them ruin and destruction. Socrates goal is in placing religion on a moral foundation.He is seeking on how to realize the harmony of religion and morality, in which is universal wanted of all men (Plato). He describes piety as being an affair to business, a science of giving and asking the true service of the gods of the spirit and is in co-operation with them in all things true and good and which everyone must learn for himself (Plato). The features of dialogue that aligns with the interpretation of his goals are all the questions that Socrates asked of Euthyphro before he has to be seen in the courts of the gods.Piety is the  virtue  that can mean a  religious devotion,  spirituality, or a combination of both. A showing of respect to one’s p eers, parents, or the judges of one’s actions whether right or wrong. A man with  piety is  respected by his responsibilities to gods, country, parents, and kin. It is Socrates strictest sense on what sort of love a son ought to have for his father. References http://www. gutenberg. org/files/1642-h. htm Release Date: November 23, 2008 [EBook #1642] Last Updated: January 15, 2013

Effects of the Industrial Revolution - Free Essay Example

Sample details Pages: 2 Words: 737 Downloads: 4 Date added: 2019/05/18 Category History Essay Level High school Topics: Industrial Revolution Essay Did you like this example? Effects of the Industrial Revolution Stephen Gardiner once said, â€Å"The Industrial Revolution was another of those extraordinary jumps forward in the story of civilization.† The Industrial Revolution, which began in Britain in the later 1700’s, was a time when a simple, rural, and primitive society jumped to more urban, competent, and industrial one. It’s natural resources, buyer demand, stable government, and growing population, led Britain to be more innovative in manufacturing goods. They started building new tools and machines to more efficiently produce goods. Examples such as the cotton gin, modern roads, steam engines, and factories increased production speeds immensely. With more ways to produce, employers looked for more employees, which led to overcrowding in cities and extreme urbanization. Although both improved economy was a positive outcome of the Industrial Revolution, the horrible living and working conditions for people left a huge negative impact. Don’t waste time! Our writers will create an original "Effects of the Industrial Revolution" essay for you Create order Firstly, the manufacturing and value of goods, and urbanization, all led to a greatly improved economy. â€Å"Every day is adding something to your comforts. Your houses are better built, your clothes are cheaper, you have an infinite number of domestic utensils. You can travel cheaply from place to place, and not only travel at less expense, but travel ten times quicker that two hundred years ago.† (Doc. 4). The cost of goods became cheaper, so people could afford more/better things. They spent less, which saved more money for other investments or expenses. This allowed anybody to grow their own wealth in any way that they want. â€Å"The little town of Hyde was at the beginning of the century a little hamlet of only 800 people. The brothers Ashton have [since] peopled and enriched this desert†¦ Mr. Ashton employs 1500 work people [in his factories]. The houses inhabited by the work people form long and large streets. Everywhere is to be observed a cleanliness which indicates order and comfort.† (Doc. 7). Mr. Ashton turned the town of Hyde into a manufacturing town. He grew its population from 800 people, to over 1500 people by just by urbanizing. With a larger population, production of goods increases, which leads to cheaper prices on goods. â€Å"One cannot evaluate the phenomenon of child labor†¦ unless one realizes that the introduction of the factory system offered a livelihood, a means of survival, to tens and thousands of children.† (Doc.14). The point this evidence is trying to make is that because of the manufacturing system, people have more opportunity. People can work, earn, live, and grow. People can improve and live better lifestyles. This leads to factory cities being inhabited by people who are growing their wealth. With growing industrialization and urbanization, the living and working conditions during the Industrial Revolution grew rapidly worse. â€Å"The streets are usually unpaved, full of holes, filthy and strewn with refuse. Since they have neither gutters nor drains, the refuse accumulates in stagnant, stinking puddles.† (Doc. 10). Living in England really was hard because everything was unclean and unsafe. â€Å"A boy was caught in a machine and had both his thigh bones broke and from his knee to his hip flesh was ripped up the same as it had been cut by a knife. His hands were bruised, his eyes were nearly torn out and his arms bruised †¦ The boy died.† (Doc. 12). This shows that the working conditions were dangerous, and literally deadly. â€Å"We began working at five in the morning and stopped at nine at night.† (Doc. 1). This shows that everybody is overworked and spend long hours all day every day in factories. Despite the terrible living and working conditions people faced during the Industrial Revolution, the Industrial Revolution positively impacted the economy greatly. The shift to this more industrial and urban lifestyle changed how everybody functioned. Long term, the Industrial Revolution brought new technologies, improved manufacturing, gave people more opportunity, allowed people to be more creative, the value of goods changed for the better, and much more. At the same time, the industrialization took a toll on people’s health, there was more pollution. The positive effects of the Industrial Revolution greatly outweighed the negative effects because the positive outcomes were long term. Today, we can buy anything we want, have opportunity to earn and spend, travel anywhere. All because people went through these productive times, even though it was hard at times. It is safe to say that without the Industrial Revolution in Britain, we would not have the luxuries we often take for granted today.