Here is the synopsis of our sample research paper on Cross-Cultural Mistakes With Teams. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 5 page paper. In today's diverse workforce, it is very easy to make cross-cultural mistakes. The writer presents a case of conflict in a diverse team. The writer reports Hofstede's analysis of dimensions and the rank of each nation represented on the team. Recommendations are made for eliminating the conflict. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: ME12_PGcculh9.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
possible for at least dozens of different cultural backgrounds to be observed in any organization. This is true across the world but it seems to be especially true for Western
countries. Cultural missteps are not only possible, they are probable when the workforce is diverse. Words, non-verbal messages, and behaviors that are the norm in one country may be offensive
in another country. Volumes have been written about this very topic so it may be surprising that managers are still making the same old mistakes that are directly related to
culture. Wade (2004) gives a very simple example: moving ones head back and forth horizontally means no in most cultures but in Bulgaria, it simply means the person is listening
to you. Another simple example has to do with punctuality. People are expected to be on time in many countries but in others, like Italy, tardiness is prevalent (Wade, 2004).
The Tessla company is a manufacturing firm that produces all manner of bedding from mattresses to linens. This company, like so many others adopted a teamwork approach a few years
ago. This practice was established so that the team leader, a supervisor, would evaluate team members and it was this evaluation that raises and promotions were based. This approach involved
three decisions that affected the companys operations. The first decision was to teams and the second decision was to reward team members individually. The third decision was for the supervisor
to evaluate each team member and to recommend specific rewards and/or promotions for team members to upper management. One of the outcomes was conflict among team members. Another outcome
was complaints regarding the supervisors alleged favoritism. Teams did not work well together on any level. The background is that team members were appointed to the team by the
...