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Multicultural > Work Teams and Group in the Multicultural Diversity Workplace > Flashcards

Work Teams and Group in the Multicultural Diversity Workplace Flashcards

1
Q

A work team consists of a group of individuals who collaborate closely,
share responsibilities, and are collectively accountable for achieving specific
organizational goals. Teams often have interdependent tasks, shared decision-making, and
a common purpose, requiring synergy for high performance. Members typically possess
complementary skills, and their roles are coordinated to accomplish the team’s objectives.

A

work teams

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2
Q

is a collection of individuals who interact primarily to share
information and make decisions that help each person in their own area of responsibility.
Work group members usually work independently, and while they may cooperate, they are
not necessarily striving toward a shared goal. Accountability is usually individual, not
collective.

A

Work groups

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2
Q

Characteristics of Multicultural Work Teams and Groups

A

*diverse perspectives
*language and communications styles
*workplace norms and behaviors
*adaptability and flexibility
*conflict management
*creativity and innovation

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3
Q

Importance of Multicultural Work Teams and Groups

A

*Global perspective
*enhanced problem solving
* Increased Creativity and Innovation
* Better Customer Understanding
*Talent Attraction and Retention
* Improved Organizational Learning:
* Competitive Advantage

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4
Q

Challenges of Multicultural Work Teams and Groups

A

*Communication Barriers
* Cultural Misunderstandings
* Decision-Making Differences
*Trust and Team Cohesion
* Conflicting Norms of Feedback and Criticism
*Leadership Style Conflicts
*Conflict Management and Resolution
* Unequal Participation
* Stereotyping and Prejudices
Legal and Ethical Differences:
* Legal and Ethical Differences:
*Coordination Across Time Zones

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5
Q

Overcoming Challenges in Multicultural Teams

A

*Cultural Awareness Training
* Clear Communication Guidelines
* Inclusive Leadership
* Conflict Resolution Mechanisms

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6
Q

Why people form groups

A

*basic needs
*practical benefits
*social identity and belonging

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7
Q

Advantages of Groups

A

*Increased Knowledge and Information
* Enhanced Creativity and Innovation
* Improved Decision-Making
* Increased Motivation and Commitment
* Social Facilitation

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7
Q

Disadvantages of Groups

A
  • Groupthink
    *Social Loafing
  • Conflicts and Disagreements
  • Time-Consuming
  • Domination by Strong Personalities
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8
Q

Types of teams
By purpose

A

*Problem-Solving Teams
* Self-Managed Teams
*virtual teams
*project teams

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9
Q

Types of teams by structure

A

*functional teams
*matrix teams

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9
Q

Types of teams by duration

A

Permanent
Temporary

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10
Q

Developing Effective Teams

A

*clear goals and purpose
*effective communication
*strong leadership
*shared values and norms
*team building and training
* regular feedback and evaluation

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11
Q

Turning Individuals into Team Players

A
  • Emphasize Shared Goals and Values
  • Encourage Collaboration and Communication
    *develop interpersonal skills
    *recognized reward teamwork
    *lead by example
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12
Q

Multicultural teams bring together people from various cultural
backgrounds, which means members can offer different viewpoints, ideas, and approaches
to solving problems.

A

DIVERSE PERSPECTIVES

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13
Q

Different cultures may have distinct
communication styles, such as varying degrees of directness, non-verbal cues, and attitudes
toward hierarchy and authority. Multicultural teams must navigate these differences
effectively

A

LANGUAGE AND COMMMUNICATION STYLES

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14
Q

: Cultural norms regarding work ethics, time
management, collaboration, and decision-making can vary greatly in multicultural settings.
For example, some cultures may prioritize consensus, while others might value individual
initiative

A

WORKPLACE NORMS AND BEHAVIORS

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14
Q

Members of multicultural teams must often be adaptable
and flexible in their approach to teamwork. This includes being open to different working
styles, norms, and expectations.

A

ADAPTABILITY AND FLEXIBILITY

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15
Q

Cultural differences can lead to misunderstandings or conflicts
within teams, making strong conflict resolution skills essential. Multicultural teams must
develop methods to handle disagreements constructively.

A

CONFLICT MANAGEMENT

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16
Q

The diverse perspectives and experiences in multicultural
teams can foster greater creativity and innovation. Varied approaches can lead to more
creative problem-solving and new, unique solutions.

A

CREATIVITY AND INNOVATION

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17
Q

As organizations become more global, multicultural teams offer
insights into different markets, customer bases, and regions. These diverse perspectives are
invaluable for creating globally relevant strategies and products

A

Global Perspective

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17
Q

Multicultural teams often bring a wider range of ideas,
perspectives, and problem-solving approaches, leading to more innovative solutions and
improved decision-making.

A

ENHANCED PROBLEM SOLVING

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18
Q

The variety of viewpoints, experiences, and
knowledge in multicultural teams often stimulates creativity. A mix of cultural insights can
inspire novel approaches and break away from traditional thinking patterns.

A

INCREASED CREATIVITY AND INNOVATION

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19
Q

Exposure to different cultural approaches within
teams leads to continuous learning and growth. Employees develop intercultural
competencies, making them more effective in diverse and global work settings.

A

IMPROVE ORGANIZATIONAL LEARNING

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19
Q

A multicultural workforce can better understand the
needs of diverse customers. This is especially important for organizations operating in
international markets or serving diverse demographic groups

A

BETTER CUSTMER UNDERSTANDING

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20
Q

Promoting a multicultural work environment can help
attract top talent from around the world. Employees value inclusive workplaces that respect
diversity and create opportunities for global collaboration.

A

TALENT ATTRACTION AND RETENTION

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21
Q

Organizations that effectively manage and leverage the strengths
of multicultural teams are better equipped to adapt to changing global environments, thus
gaining a competitive edge.

A

COMPETITIVE ADVANTAGE

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22
Q

Team members from different linguistic backgrounds may
face difficulties in understanding one another, leading to misinterpretations or
ineffective communication

A

LANGUAGE DIFFIRENCES

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23
Q

Cultural variations in gestures, facial expressions, and body
language can lead to confusion or offense if not properly understood.

A

NON VERBAL CUES

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24
Q

: Some cultures value direct communication,
while others prefer a more indirect approach, which can lead to misunderstandings
or perceptions of rudeness.

A

DIRECT V INDIRECT COMMUNICATION

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24
Q

: In some cultures, decision-making is collective and
consensus-driven, while in others, individuals are expected to make decisions
independently. These contrasting approaches can cause delays and tension in
decision-making processes.

A

CONSENSUS AND INDIVIDUALISM

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24
Q

: Cultures may view time differently, with some prioritizing
strict deadlines (monochronic) while others take a more flexible approach
(polychronic). This can affect team dynamics and productivity.

A

PERCEPTIONS OF TIME

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25
Q

Cultures have different attitudes toward
punctuality, hierarchy, authority, and responsibility. These differences can result in
friction within the team if not managed carefully

A

DIFFIRENG WORK ETHIC AND ATTITUDES

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26
Q

Cultural differences in risk tolerance can affect how decisions are
made, with some members being more comfortable with uncertainty and others
preferring more cautious, measured approaches

A

RISK AVERSION

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26
Q

Trust may be established differently across cultures. For example,
some cultures build trust through personal relationships, while others rely on
competence and professionalism. This can make it difficult to establish rapport and
trust quickly.

A

BUILDING TRUST

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27
Q

Cultural differences can sometimes lead to the
formation of sub-groups within the team, where members from similar
backgrounds bond more closely. This can result in exclusion and a lack of overall
team cohesion

A

In-Group/Out-Group Dynamics

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28
Q

: Some cultures are more comfortable giving direct,
critical feedback, while others prefer a more indirect and diplomatic approach. This
can lead to discomfort or misunderstandings when feedback is given or received.

A

Direct vs. Indirect Feedback

29
Q

: In some cultures, maintaining harmony and avoiding embarrassment
is essential, so feedback may be softened or avoided altogether, which can prevent
issues from being addressed.

A

Face-Saving

30
Q

Some cultures respect hierarchical
leadership, where decisions come from the top down, while others prefer
participative, democratic leadership. Differences in expectations regarding
leadership can lead to frustration or resistance.

A

Authoritative vs. Participative Leadership

31
Q

Some team members may expect leaders to take a
dominant role, while others may prefer more collaborative leadership. A mismatch
in these expectations can impact the team’s effectiveness.

A

Perception of Authority

32
Q

: Cultures vary in how they approach conflict.
Some may prefer open confrontation and debate, while others avoid conflict and
seek to resolve differences indirectly. These differing approaches can prolong or
complicate conflict resolution.

A

Different Approaches to Conflict:

33
Q

Some cultures are more comfortable expressing emotions
openly during conflicts, while others may suppress emotions to maintain
professionalism. These differences can cause frustration or misinterpretation of the
severity of issues.

A

Emotional Expression

34
Q

In multicultural teams, members from certain cultural
backgrounds may dominate discussions or decision-making processes, while
others, particularly from cultures that value deference to authority, may hesitate to
speak up.

A

Power Dynamics

35
Q

n some cultures, speaking up in a group
setting may be seen as impolite or overly assertive, while in others, active
participation is encouraged and valued. This can lead to unequal contributions in
discussions

A

Comfort Level with Participation

36
Q

Team members may have preconceived notions or biases
about other cultures, which can hinder collaboration. Stereotypes can lead to unfair
judgments or the dismissal of ideas based on cultural background rather than merit

A

Cultural Stereotypes

37
Q

Even without overt stereotyping, unconscious biases may
influence how team members interact with each other, affecting group dynamics
and potentially leading to marginalization of certain members.

A

Unconscious Bias

38
Q

Different cultures may have diverse views on ethics,
legality, and appropriate business practices. What is considered acceptable in one
culture may be seen as unethical or illegal in another, creating complications in
decision-making and operations

A

Varied Ethical Standards

39
Q

When teams are composed of members from different
countries, understanding and aligning with varying legal and regulatory
frameworks can be challenging.

A

Regulatory Differences

40
Q

Multicultural teams that span multiple time zones can
struggle with finding mutually convenient times for meetings and deadlines. Time
zone differences can also slow down communication and collaboration.

A

Scheduling Conflicts

41
Q

In some cultures, late-night or weekend work may
be acceptable, while in others, strict boundaries between personal and professional
time are maintained. These differences can lead to frustrations or unaligned
expectations regarding availability.

A

Work-Life Balance Conflicts

42
Q

Providing cultural awareness training can help team
members understand and respect differences, improving communication and
collaboration.

A

Cultural Awareness Training

43
Q

: Establishing clear communication protocols,
including preferred methods of feedback and decision-making, can help minimize
misunderstandings

A

Clear Communication Guidelines

43
Q

Leaders should foster an environment where all team members
feel heard and valued, encouraging participation from everyone, regardless of cultural
background.

A

Inclusive Leadership

44
Q

Implementing strategies for resolving conflicts that
take into account different cultural preferences can help reduce tensions and ensure issues
are handled constructively

A

Conflict Resolution Mechanisms

45
Q

Groups provide a sense of safety and security, offering protection
from threats and fostering a sense of belonging

A

Safety and Security

46
Q

Groups offer emotional support, companionship, and a sense of
community, helping individuals cope with life’s challenges and celebrate successes.

A

Social Support

47
Q

Groups allow for the pooling of resources, knowledge, and skills,
enabling individuals to achieve goals that they might not be able to accomplish alone.

A

Resource Sharing

48
Q

: Groups can also offer social status and prestige, providing individuals
with a sense of belonging and validation within a particular community

A

Social Status

48
Q

By working together, groups can often complete tasks more
efficiently and effectively than individuals working independently.

A

Increased Efficiency

48
Q

: Collaboration and brainstorming within groups
can stimulate creativity and lead to innovative solutions that individuals might not have
considered alon

A

Enhanced Creativity and Innovation

49
Q

Groups bring together diverse perspectives and
expertise, expanding the pool of knowledge and information available for decisionmaking.

A

Increased Knowledge and Information

49
Q

Groups provide a sense of identity and belonging, allowing individuals
to define themselves in relation to others and feel a sense of shared purpose.

A

Group Identity

50
Q

Group decisions are often more informed, balanced, and
likely to be accepted by members than individual decisions

A

Improved Decision-Making:

51
Q

: Group members often feel more motivated
and committed to achieving shared goals, leading to increased effort and productivity.

A

Increased Motivation and Commitment:

52
Q

The presence of others can sometimes enhance performance,
especially on simple or well-rehearsed tasks

A

Social Facilitation

53
Q

occurs when individuals reduce their effort when working
in a group, relying on others to carry the workload

A

Social Loafing

54
Q

Groupthink occurs when members prioritize conformity and consensus
over critical thinking and independent judgment, leading to poor decision-making

A

GROUP THINK

55
Q

: Group decision-making can be time-consuming, as members need to
coordinate schedules, share information, and reach consensus

A

Time-Consuming

55
Q

Different perspectives and personalities within groups
can lead to conflicts and disagreements, hindering progress and team cohesion.

A

Conflicts and Disagreements

55
Q

These teams are formed to address specific issues or
challenges, often drawing on diverse expertise from different departments

A

PROBLEM SOLVING TEAMS

56
Q

Groups can be dominated by strong personalities
or individuals with more influence, leading to a lack of diverse viewpoints and fair
representation

A

Domination by Strong Personalities

57
Q

Composed of members from various functional areas (e.g.,
marketing, sales, engineering) to work on projects that require a broad range of skills

A

CROSS FUNCTIONAL TEAMS

58
Q

These teams have a high degree of autonomy, making decisions
and managing their own work with minimal supervision.

A

SELF MANAGED TEAMS

59
Q

Assembled for a specific time frame to complete a project, often
disbanding once the project is finished.

A

PROJECT TEAMS

60
Q

Members are geographically dispersed and collaborate remotely using
technology.

A

VIRTUAL TEAMS

61
Q

Members are drawn from the same functional area (e.g., marketing,
finance).

A

FUNCTIONAL TEAMS

62
Q

Members report to both a functional manager and a project manager,
allowing for resource sharing across projects.

A

MATRIX TEAMS

63
Q

These teams are ongoing and have a stable membership

A

PERMANENT TEAMS

64
Q

Define specific, measurable, achievable, relevant, and time-bound (SMART) goals for
the team.
* Ensure all team members understand and are committed to the team’s purpose and
objectives

A

Clear Goals and Purpose

64
Q

Formed for a specific purpose and duration, often disbanding once
the project is completed

A

TEMPORARY TEAMS

65
Q
  • Leaders should be supportive, empowering, and provide clear direction.
  • Encourage team members to contribute their ideas and perspectives.
  • Foster a culture of trust and respect.
A

Strong Leadership

65
Q
  • Establish clear communication channels and protocols.
  • Encourage open and honest feedback, both positive and constructive.
  • Use a variety of communication methods to cater to different learning styles and
    preferences
A

Effective Communication

66
Q
  • Develop a team charter that outlines shared values, norms, and expectations for behavior.
  • Ensure all team members are aware of and adhere to these guidelines
A

Shared Values and Norms

67
Q
  • Invest in team-building activities to enhance communication, collaboration, and trust.
  • Provide training on relevant skills, such as conflict resolution, problem-solving, and
    communication.
A

Team Building and Training

68
Q
  • Conduct regular performance reviews and provide constructive feedback to individuals
    and the team as a whole.
  • Identify areas for improvement and adjust team processes as needed.
A

Regular Feedback and Evaluation:

69
Q

Cultivating a team-oriented mindset requires a shift in focus from individual
achievement to collective success

A

Turning Individuals into Team Players

70
Q
  • Communicate the importance of teamwork and shared goals.
  • Highlight the benefits of collaboration and the positive impact of working
    together.
A

Emphasize Shared Goals and Values

71
Q

Create opportunities for cross-functional collaboration and knowledge sharing.
* Foster a culture of open communication and feedback

A

Encourage Collaboration and Communication

72
Q

Provide training on communication, conflict resolution, and active listening.
* Encourage empathy and understanding among team members

A

. Develop Interpersonal Skills

73
Q

Acknowledge and reward individual and team contributions that demonstrate
collaboration and shared success.
* Celebrate team achievements and foster a culture of appreciation

A

Recognize and Reward Teamwork

74
Q

Leaders should model the desired team behaviors, demonstrating collaboration,
communication, and respect for team members.

A

LEAD BY EXAMPLE

Multicultural (4 decks)

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