Business Studies Paper on Cultural value differences in Teamwork

Q1

Rick, project manager, comes from the UK and he is working with a team in India.  Rick clearly in his actions reflects the Uk cultural values. UK cultures values differ with those of Indians (Gundling et al., 2015). Rick stands out as an independent, egalitarian, risk taker, direct, and task-oriented person. The Indian team seems to be more interdependent and hierarchical (Gundling et al., 2015). The Indian team is not risk takers and is not open to speak up their minds, express their feelings. However, the team seems to be comfortable after developing a personal relationship.

Q2

The cultural value differences contributed to the team ineffectiveness.  Bhavesh and Azim did not contribute to better teamwork by failing to understand Rick’s cultural values of being task-focused and direct (Gundling et al., 2015). Rick also did not pay attention to the Indian team interdependent nature and hesitance.

Q 3

The team should find out an effective executive sponsorship and organizational alignment to promote teamwork. The team leader, Rick will have to invest a lot of time and effort to identify why the Indian team is resistance and reluctant towards the project (Distefano & Maznevski, 2000). The teams will have to get committed to understanding the underlying characteristics that affect each member approach to the team to develop appreciation on their impact in teamwork. The team members will also have to bridge communication across their differences. The team leaders should encourage and reinforce motivation and confidence among team members to overcome any coping challenges (Distefano & Maznevski, 2000). The team will have to change their communication styles and adapt their interaction behaviors according to their team member culture. The team will also have to manage participation, resolve disagreements and build on one final decision.

 

 

References

DiStefano, J. J., & Maznevski, M. L. (2000). Creating value with diverse teams in global management. Organizational Dynamics, 29(1), 45-63.

Gundling, E., Caldwell, C., & Cvitkovich, K. (2015). Leading Across New Borders: How to Succeed as the Center Shifts. John Wiley & Sons.