Organizational Behavior
The objective of this work is to explain how a group can become a high performance team. Examined will be the impact of demographic characteristics and cultural diversity on group behavior and how these characteristics either contribute to or detract from high-performance teams.I. CAPACITIES OF COMMUNICATIVELY COMPETENT MANAGERS The work entitled: "Developing Effective Multicultural Teams: The Impact of Intercultural Communication Competence on Team Performance in Multinational Organizations" relates that in order to work in an effective manner with individuals who are diverse it is necessary that the manager be informed about the culture of each individual in the group but additionally the manager must be informed about each individual's "...personality, behavior patterns in conflict situations, demographics and life experiences." (Mateev, 2002) Mateev writes: "The blend of cultural backgrounds and professional experiences has become a reality in the global business world." (2002) The communicatively competent individual is defined as an individual having specific "personal characteristics" which fall within seven dimensions of intercultural communication competence as stated by Ruben (1976) Those seven dim
The ability to communicate respect is very critical in this endeavor as well as the individual having the capacity to understand that their knowledge and perceptions are personal to them and that every individual has knowledge and perceptions that are personally unique as well. What do they have in common? The consistently win. Ramanathan states finally that it is critically important that the manager providing ongoing feedback to the team realizing that if they want a high-performance teams that they must himself or herself be a high performer. " (Ramanathan, 2006) Secondly, the manager must "create an overriding sense of urgency". ension are stated to be inclusive of: (1) the capacity to be flexible; (2) the capacity to be nonjudgmental; (3) tolerance for ambiguity; (4) the capacity to communicate respect; (5) the capacity to personalize ones' knowledge and perceptions; (6) the capacity to display empathy; and (7) the capacity for turn-taking. " (2006) The way to start is to know the "success metrics" which are different for every team depending on the team's goals. They score points, they make money, affect social/environmental/political change, and somehow move the world 'forward in a very measurable way'. (Brislin, 1981; as cited in Mateev, 2002) The skills that are identified as necessary for effective intercultural communication included:(1)knowledge of subject matter;(2)language;(3)communication skills; (4)positive orientation to opportunities; and(5)the ability to use traits in a given culture, and the ability to complete tasks. Rewarding the team for excellent results is very important as well. The last capacity stated by Ruben, while seemingly, a juvenile accomplishment is very relevant in high-performance team-building and that is that these individual's possess the capacity to 'take turns'. The work of Ramanathan, highlights the fact that the successful high-performance team-building manager will effectively communicate the team's mission to the members of the team and that this mission is so vividly described and related that each team member is able to envision what is being communicated and becomes to 'own' a part of the mission in a very individually and personally committed manner. The first of which is the capacity to be flexible or able to 'go-with-the-flow' to some extent in being able to adapt to changes which are certain to occur in diverse groups. (Ramanathan, 2006) It is important as well to show the team you do care through: (1) listening; (2) acknowledging; and (3) coaching. (Brislin, 1981; as cited in Mateev, 2002) Key personality traits in this study consist of the following:(1)tolerance;(2)strength;(3)social relations;(4) intelligence;(5) task orientation; and (6)motivation.
Common topics in this essay:
CONCLUSION Ruben,
Multinational Organizations,
Linux Mozilla,
Essential Attitudes,
,
mateev 2002,
brislin 1981,
Computer's McIntosh,
DEFINED Ramanathan,
brislin 1981 cited,
Performance Teams,
cited mateev 2002,
cited mateev,
ramanathan 2006,
1981 cited,
1981 cited mateev,
intercultural communication,
COMPETENT MANAGERS,
high-performance teams,
knowledge perceptions,
intercultural adjustment model,
intercultural communication competence,
manager informed,
communicate respect,
|
Acceptance Essays
