Cohesiveness Social-Oriented Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group Task-Oriented Cohesiveness: The degree to which group members work together, cooperate and coordinate their activity in order to achieve group goals 6 Cross-Cultural Management
Cross-Cultural Management 16 Cohesiveness Social-Oriented Cohesiveness: The degree to which members of the group are attracted to each other and motivated to stay in the group Task-Oriented Cohesiveness: The degree to which group members work together, cooperate and coordinate their activity in order to achieve group goals
Team Effectiveness Model XVT Organizational and Team Team Design eam Environment Effectiveness Reward systems ask characteristics Counication leam size Achieve eam composition invasional systems goals Physical space Satisfy ember Organizational environment Team Processes Organizational Maintain tean Tearn deyeloprreri structure ea norns Organizational Tea roles leadershi oTeam cohesiveness 7 Cross-Cultural Management
Cross-Cultural Management 17 Team Effectiveness Model •Task characteristics •Team size •Team composition Team Design • Achieve organizational goals • Satisfy member needs • Maintain team survival Team Effectiveness •Team development •Team norms •Team roles •Team cohesiveness Team Processes Organizational and Team Environment • Reward systems • Communication systems • Physical space • Organizational environment • Organizational structure • Organizational leadership
Groups Across Cultures Two cultural dimensions are especially relevant Individualism-Collectivism Power distance Also Uncertainty Avoidance; e.g., potential for Role Conflict (esp in multi-functional teams) 8 Cross-Cultural Management
Cross-Cultural Management 18 Groups Across Cultures Two cultural dimensions are especially relevant: • Individualism-Collectivism • Power Distance • Also Uncertainty Avoidance; e.g., potential for Role Conflict (esp. in multi-functional teams)
The Challenge in Shaping Team Players Greatest where Less demanding The national culture - Where employees have is highly strong collectivist values, individualistic such as Japan or -Introduced into Mexico organizations that In new organizations historically value that use teams as their individual initial form for structuring achievement work 9 Cross-Cultural Management
Cross-Cultural Management 19 The Challenge in Shaping Team Players Greatest where... –The national culture is highly individualistic –Introduced into organizations that historically value individual achievement Less demanding... –Where employees have strong collectivist values, such as Japan or Mexico –In new organizations that use teams as their initial form for structuring work
Cross-cultural Differences y Cross-cultural differences in intergroup processes Collectivistic cultures Expect little expression of conflict; favor suppressing conflict Prefer to personalize interaction; focus on people, despite what group they represent Group membership is an important part of identity and interaction Cross-Cultural Management
Cross-Cultural Management 20 Cross-Cultural Differences Cross–cultural differences in intergroup processes – Collectivistic cultures • Expect little expression of conflict; favor suppressing conflict • Prefer to personalize interaction; focus on people, despite what group they represent • Group membership is an important part of identity and interaction