Book Reflective Response

Ada Yu

Ch14.pdf

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Chapter 14: Team,

Organizational, and

International Culture

Team Culture

• Team culture – Shared perception

• Norms, Roles, Patterns of interaction

– Development • Early behavior, Leader, Organization

– Impacts: • Team support or helping behaviors • Training behavior

– Reflects organization’s culture Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Defining Organizational Culture

• Organizational culture: – Shared by all members – Provides structural stability – Organizational subcultures

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Organizational Culture and Teamwork

• Predictor of team success – Support collaboration – Encourage involvement and participation – Defines norms

• Open communication

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Organizational Culture and Teamwork

• Types of Organizational Culture – Control culture

• Hierarchical • Tightly controlling • Difficult to operate teams

– Commitment culture • Reduces levels of hierarchy • Focus on quality • Encourage open communication and participation • Empowers teams

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Organizational Culture and Teamwork

• Changing organization culture – Difficult to change control-oriented culture – Long-term process – Change may occur within subcultures

• May not spread to entire organization

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Dimensions of International Culture

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Dimensions of International Culture

• Individualism – Autonomy, privacy, individual recognition, focused on self – Effects on teamwork:

• Greater comfort engaging in conflict • Resistance to teamwork • More creative

• Collectivism – Group loyalty, belongingness, cooperation, disapproving of self-promotion – Effects on teamwork:

• Conformity • Acceptance of self-management

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Dimensions of International Culture • Power and Status

– High-power • Status oriented • Problems:

– Reduced creativity – Lower participation

– Low-power • Egalitarian • Problems:

– Difficult to manage – More conflicts – Implementation problems

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Dimensions of International Culture

• Uncertainty and Risk Avoidance – Risk-Avoidance Cultures

• Value social harmony and stability • Want rules and norms

– Risk-Taking Cultures • Value change • Action oriented • Conflict viewed as positive

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

Dimensions of International Culture

– U.S. • Individualism • Low power • Risk taking • Less teamwork

– Japan • Collectivism • High power • Risk avoidance • Stress

interdependence – Quality circles – Consensus decision

making

Comparing the United States and Japan

Levi, Group Dynamics for Teams: Fifth Edition, © SAGE Publications 2016

International Differences in Teamwork

• Individualistic Cultures – Teamwork metaphors:

• Sports, associates, military – Individualism/collectivism – Status or power distance

• Trust based on common team identity and performance • Emotional expressions amplified • Team decision-making influenced by minority opinions

International Differences in Teamwork

• Collectivistic Cultures – Teamwork metaphors:

• Family, community • Socio-emotional relations as criterion of team success

– Trust based on personal ties with members – Emotional expressions suppressed – Decision-making more cooperative – Conflict avoidant

International Differences in Teamwork

• Communication Problems – Language differences – Differences in email styles

Transnational Teams

• Characteristics of Transnational Teams – Problems:

• Cultural distance – Individualism/collectivism – Status or power distance

• Cultural identity • Communication

– Direct or indirect – Influence of status orientation – Communication technology

• Reward system

Transnational Teams

• Creating Effective Transnational Teams – Spend more time initially to start the team – Train the team

• Encourage a common perspective and cultural awareness

– Use strong leadership • Provide direction and motivation

– Develop a hybrid culture