IBUS2102 Lecture Notes - Lecture 9: Acculturation, Metacognition, Rolfing
28 May 2018
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WEEK 9 LECTURE 6
Multicultural teams, conflict management, and strategy and MCT innovation
What is a group?
• Composed of people
• Work group → social systems that have boundaries with members that have diff roles
and are dependent on each other
• Task force → specific project, limited time
o To tackle an objective
• Team → set of people, specific skills/abilities, provided with tools/procedures to
address tasks over long period of time
Group properties
1. Roles
2. Norms
a. Set, mutually understood, expectations
3. Status
a. Power over others, contribution, personal characteristics- these all vary cross
culturally
4. Size
a. Hierarchy may be necessary
5. Cohesiveness
a. Without cohesiveness → unproductive, clashing,
6. Diversity
a. Surface
b. Deep
Why do people form groups?
Social identity theory
• Examples of identities
• In group favouritism
Why do people develop social identity?
• Similarity
• Distinctiveness
• Status
• Uncertainty reduction
• Leveraging differences
Multicultural teams
• Teams → basic structure of modern org in most cultures
o 2 or more people
o interact→ common goal
o shared interest
o interdependency
• type of group that pursues goals to which its member’s express high commitment
• desirable/destructive
• productivity- task, resources, process, capabilities, tools
find more resources at oneclass.com
find more resources at oneclass.com
teams in diff cultures
• quality circles
• self-managed work teams (indv, low PD, low UA)
• Swedish style ‘work teams’
• Fluid work teams (indv, low PD)
o Occasionally you step out of your role to take on a diff task
o
Global trends?
1. Membership to multiple teams
2. Cross functional teams
a. Employees from different divisions
3. Internal/external members
a. Collab projects, outsourcing
4. Transnational teams
a. Employees in diff countries working together
5. Virtual teams
6. Global management teams
a.
Team characteristics
• Size
o 4-5 = most productive
• norms
o code of conduct
• structure
o autonomy, visibility, equity theory
• role/status
o formal/informal
• cohesiveness
o threat, success, homogeneity, initiation
• composition
o homogenous, token, bicultural, multicultural
forming → exciting/ stressful?
Storming → constructive/destructive?
find more resources at oneclass.com
find more resources at oneclass.com
Norming → social consensus: compromise?
Performing → energies toward task
Adjourning → celebrating/ reviewing task you just completed
GROUPTHINK
• which norm of for group consensus overrides motivation to realistically appraise
alternative courses of action
how do we limit groupthink?
• Diversity, age, gender, race, social
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Multicultural teams, conflict management, and strategy and mct innovation. Group properties: roles, norms, set, mutually understood, expectations, status, power over others, contribution, personal characteristics- these all vary cross culturally, size, hierarchy may be necessary, cohesiveness, without cohesiveness unproductive, clashing, diversity, surface, deep. Why do people develop social identity: similarity, distinctiveness, status, uncertainty reduction, leveraging differences. Global trends: membership to multiple teams, cross functional teams, employees from different divisions, internal/external members, collab projects, outsourcing, transnational teams, employees in diff countries working together, virtual teams, global management teams. Adjourning celebrating/ reviewing task you just completed. Groupthink: which norm of for group consensus overrides motivation to realistically appraise alternative courses of action how do we limit groupthink, diversity, age, gender, race, social. Invulnerability; collective rationalisation; belief in inherent morality; stereotyped views of out groups; direct pressure on dissenters; self-censorship, unanimity: mind guards are appointed.
