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A1 Interview and case analysis Team Consultancy Project (Part 1: Presentation) Weight: 30% Stage One: (A1a) Team consultancy project proposal presentation 10% (10 Marks) GRADED ON PRESENTATION SKILLS Stage Two: (A1b) Team consultancy project final presentation 20% (20 Marks) GRADED ON PRESENTATION SKILLS AND CONTENT Assignment type: team presentation, but individually marked Deadline: See dates quoted in the assignment section To achieve learning outcomes 1 and 3, you need to do the following: Present how you conducted the research, what you learned about the identified problem and your suggested solutions. Demonstrate professional presentation skills. Demonstrate the ability to communicate effectively in a crosscultural environment.
Project SEM C 2022 Proposal BUSM 4699 - Cross Cultural Management Lecturer: Phil Smith -Stage - A project of The Squad AGENDA Cross-cultural communications discussion Investigated topics' literature reviews Consultant and organisation introduction Sample questions kit Timeline References WHAT IS CULTURE? DEFINITION Culture encompasses religion, food, what we wear, how we wear it, our language, marriage, music and is different all over the world (McKelvie and Pappas 2022) DEFINITIONS Cross-cutural management Coexistence of different cultures in the workplace (Adler 1983) Cross-cutural communication Communication between people with different culture (Hurn & Tomalin 2013) Cultural conflict in workplace DEFINITION Different perspectives of power, resources, and compatibility can cause cross-cultural conflict in the workplace (Ruhl n.d.) CONTEXT The majority of businesses now practice hiring a diverse crew PROS AND CONS A diverse workforce ensures long-term Conflicts in the workplace are divisive success in resolving cultural conflict and reduce productivity EXAMPLES Workplace Culture and Conflict ETHNICITY RELIGION FEEDBACK COMMUNICATION While some cultures Some acts may be Different cultures Depending on their open/straightforward, against some have different work upbringing, people others are reticent employees' religious feedback from diverse and follow a hierarchy beliefs expectations backgrounds interact in different ways Communication Misinterpretation A wrong way of understanding or failure of explaining the desired message to others in communication (Miura &Yamashita 2016) Communication Misinterpretation Communicate by spoken language and words Communicate by body language, symbols, deliver the message to listeners (Doyle emotions, facial expressions, or gestures 2022) (Anderson 2006) Cross-cultural Barriers Context cultural LOW CONTEXT CULTURAL styles Communication is straight forward, explicit, simple, and clear => Clear and direct message and response (without afraid) (Meyer 2017) Ex: North America and Western Europe HIGH CONTEXT CULTURAL Communication is indirect (implicit message and contextual cues) => Indirect and implicit responses to message senders (Meyer 2017) Ex: Japan, China, Korea, Arab nations… Lack of Trust Trust is a power to build loyalty, close relationships between employers and employees, between coworkers Effective communication Lack of Trust Difficult to build and maintain the close relationships Avoid to communicate, limit the interactions Ineffective communication Sequential vs Synchronic (Trompenaars Dimensions) Explains how people in a certain culture mark the passage of time (Pirlog 2021) SEQUENTIAL SYNCHRONIC • Striving to complete one activity at a • Attempt to complete simultaneous time and within a certain deadline activities in a limited amount of time (Pirlog 2021) • Not timely and may alter the date and/or • Exhibiting timeliness and time of a meeting at the final hour accountability in rigorously adhering to work or company goals since time is • Planning is often a matter of valuable (Balan & Vreja 2013) interpersonal interactions (Covas & Pirlog Culture conflicts Universalism vs Particularism (rules vs relationships) A policy for recognizing employee excellence within an organization (vs seniority) (Maniha 1975) UNIVERSALISM PARTICULARISM • Fundamental powers attempt to • They stress the peculiar interests of establish acceptable principles of particular powers conduct (Wallensteen 1984) When confronted with a circumstance → they must decide "complying a general rule" vs "supporting a colleague," they face a dilemma (Stouffer & Toby 1951) Power Distance Hofstede view Javidan & House view Power gap is the degree to which people, The acceptance of power disparities communities, or societies accept influences perspectives on how disparities (e.g., inequalities in power, persons with varying amounts of position, or income) as inescapable, authority ought to interact (Javidan justified, or functional (Hofstede 1980) & House 2001) High PD Low PD Given the current emphasis on more Managers are more likely to undertake empowering methods team-building activities, engage in Ex: 360 degree feedback, participative training, and use independent work goal setting, and autonomous work teams teams (Daniels & Greguras Consultants and Ms Hoa (Deputy Project Manager) organisation • Planning and Finance Manager with 20 years introduction of experience managing ODA infrastructure development projects • Being a part of PMU 85 since 2000 Consultants and Project Management Unit 85 under the control organisation of Ministry of Transport Vietnam introduction • work with foreign, international partners as suppliers, contractors and consultants in our projects financed by the World Bank • work with many expatriates and international partners in their projects Figure 2: Dai Ngai Bridge is the recent project of PMU 85 COMMUNICATION Sample • What is the biggest barrier in questions kit communicating between different culture in your company? • How can a manger connect their employers together and support them buiding trust? Sample SEQUENTIAL & SYNCHRONIC questions kit • If the meeting lasts longer than originally planned, how you solve this situation? Will it affect the meeting performance? UNIVERSALISM & PARTICULARISM Sample • Are there any exceptions to the questions kit rules established by the company? • How can you be flexible in treatment between particularism or universalism cultures?