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Essay / Research Paper Abstract
This 6 page paper responds to two questions: What communication factors should a project leader of a multicultural team consider? And What factors should a consultant consider when assessing why a team is not functioning successfully? The first response includes a discussion of communication aspects in a diverse environment. The second identifies the elements of successful teams that would be considered to determine why a team was not working successfully. Bibliography lists 8 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGcomm6.rtf
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Unformatted sample text from the term paper:
companies requires all managers be able to communicate and manage in a culturally diverse environment (1997). They assert that there are three fundamental conditions needed for success: 1.) Clarifying the
objective to make certain all members of the team or the organization understand the company or teams objectives; 2.) Negotiating the implementation of the objectives so that the procedures and
processes are not only understood but also fit within the different cultural norms represented; and 3.) Accompanying change, or helping managers to work with members of different cultures, which
means leaders and managers must understand the cultural norms in the work environment (Gancel and Hills, 1997). These three conditions relate to frame of reference, which is how any person
perceives the world and the communication patterns of others based on their own training and experiences. It also has to do with overcoming the natural barriers to effective communication
that are inherent between cultures. Finally, effective communication in multicultural team requires a lack of ethnocentrism. Effective communication skills are essential in for successful relationships whether they be professional
or personal. Effective communication skills are critical for managers in diverse workplaces and for those employed in international corporations. When people come from different cultures, effective communication interactions become a
challenge. Cross-cultural researchers repeatedly conclude that there are value dimensions that differ across cultures. There are also fundamental differences in cultural value orientations and these have a direct impact on
management activities, including leadership styles, motivation, organization design, peoples expectations and communication (Nicholls, Lane and Brechu, 1999). Larkey developed a theory of communication interactions in culturally diverse workgroups. This was
done as a first step to fill in the blanks between the variables such as workgroup demographics and workgroup outcomes. She found that several conditions existed in diverse work places
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