代寫assignment范例-多元文化團(tuán)隊(duì)管理的因素。本文是一篇由本站代寫服務(wù)提供的留學(xué)生管理學(xué)assignment寫作范文。主要內(nèi)容是講述文化的定義有幾個(gè)要素對(duì)我們理解文化問題與國際管理之間的關(guān)系很重要。文化是后天習(xí)得的——這意味著它不是天生的；人們從小就被社會(huì)化，學(xué)習(xí)他們文化的規(guī)則和規(guī)范。下面就一起來看一下這篇留學(xué)生assignment代寫范文

There are several elements of the definition of culture that are important in our understanding of the relationship between cultural issues and interna-tional management. Culture is learned – this means that it is not innate; people are so-cialized from childhood to learn the rules and norms of their cul-ture. It also means that when one goes to another culture, it is possible to learn the new culture. Culture is shared-this means that the focus is on those things that are shared by members of a particular group rather than on indi-vidual differences; as such, it means that it is possible to study and identify group patterns. Culture is compelling-this means that specific behavior is deter-mined by culture without individuals being aware of the influence of their culture; as such, it means that it is important to understand culture in order to understand behavior. Culture is an interrelated set-this means that while various facets of culture can be examined in isolation, these should be understood in the context of the whole; as such, it means that a culture needs to be studied as a complete entity. Culture provides orientation to people-this means that members of a particular group generally react in the same way to a given stimulus; as such, it means that understanding a culture can help in determining how group members might react in various situations. Because culture is so fundamental to society, it influences people’s behaviors in critical ways. Effective management depends, at least in part, on ensuring that people behave in ways that are appropriate for the organization. This means that understanding culture is important for managers. Where cultural differences exist they may need to be accommodated to achieve desired behavior and results.

文化的定義有幾個(gè)要素對(duì)我們理解文化問題與國際管理之間的關(guān)系很重要。文化是后天習(xí)得的——這意味著它不是天生的；人們從小就被社會(huì)化，學(xué)習(xí)他們文化的規(guī)則和規(guī)范。這也意味著，當(dāng)一個(gè)人去另一種文化時(shí)，就有可能學(xué)習(xí)新的文化。文化是共享的——這意味著關(guān)注特定群體成員共享的東西，而不是個(gè)人差異；因此，這意味著研究和識(shí)別群體模式是可能的。文化是令人信服的——這意味著特定的行為被文化所阻止，而個(gè)人卻沒有意識(shí)到其文化的影響；因此，這意味著為了理解行為，理解文化是很重要的。文化是一個(gè)相互關(guān)聯(lián)的集合，這意味著雖然可以孤立地審視文化的各個(gè)方面，但應(yīng)該從整體的角度來理解這些方面；因此，這意味著一種文化需要作為一個(gè)完整的實(shí)體來研究。文化為人們提供了方向——這意味著特定群體的成員通常對(duì)給定的刺激做出相同的反應(yīng)；因此，這意味著了解一種文化可以幫助確定團(tuán)隊(duì)成員在各種情況下的反應(yīng)。因?yàn)槲幕巧鐣?huì)的基礎(chǔ)，它以批判的方式影響著人們的行為。有效的管理至少在一定程度上取決于確保人們以適合組織的方式行事。這意味著了解文化對(duì)管理者來說很重要。在存在文化差異的地方，可能需要適應(yīng)這些差異，以實(shí)現(xiàn)所需的行為和結(jié)果。

Values are useful in explaining and understanding cultural similari-ties and differences in behavior; thus, understanding values and their cultural basis is helpful to international managers. If international managers understand how values can vary from culture to culture, they are more likely to accept and interpret correctly behavioral dif-ferences. This acceptance and correct interpretation, in turn, enable managers to interact effectively with others whose values and be-haviors are unfamiliar.

價(jià)值觀有助于解釋和理解行為中的文化相似性和差異；因此，了解價(jià)值觀及其文化基礎(chǔ)有助于國際管理者。如果國際管理者了解不同文化的價(jià)值觀是如何變化的，他們更有可能接受并正確解釋行為差異。這種接受和正確的解釋反過來又使管理者能夠與價(jià)值觀和行為不熟悉的其他人有效互動(dòng)。

It is helpful to define the concept of cultural values, as well as to distinguish it from and relate it to other concepts. This serves to delineate the domain of cultural values, and to underscore their importance to international managers. The following discussion begins with cul-tural values, and then examines needs, attitudes, and norms. These latter concepts are all similar to that of cultural values, but each contributes somewhat differently to behavior.

這有助于界定文化價(jià)值觀的概念，并將其與其他概念區(qū)分開來。這有助于界定文化價(jià)值的領(lǐng)域，并強(qiáng)調(diào)其對(duì)國際管理者的重要性。以下討論從文化價(jià)值觀開始，然后考察需求、態(tài)度和規(guī)范。后一種概念都與文化價(jià)值觀相似，但對(duì)行為的貢獻(xiàn)有所不同。

Values have been described as enduring beliefs those specific modes of conduct or end states of existence are socially preferable to their oppo-sites (Rokeach 1973); a value system is seen as a relatively permanent perceptual framework that influences an individual’s behavior (England 1978). Values establish the standards by which the importance of every-thing in society is judged. Throughout these definitions, the important issue for international management appears to be the role of social val-ues in behavior. In a general sense, values and norms are societal, while needs and attitudes are individual. Values interact with needs, attributes, and norms, as the following discussion explains.

價(jià)值觀被描述為持久的信念——那些特定的行為模式或生存的最終狀態(tài)在社會(huì)上比他們的對(duì)手更可取（Rokeach 1973）；價(jià)值體系被視為影響個(gè)人行為的相對(duì)永久的感知框架（England 1978）。價(jià)值觀確立了評(píng)判社會(huì)中每件事的重要性的標(biāo)準(zhǔn)。縱觀這些定義，國際管理的重要問題似乎是社會(huì)價(jià)值觀在行為中的作用。從一般意義上講，價(jià)值觀和規(guī)范是社會(huì)的，而需求和態(tài)度是個(gè)人的。正如以下討論所解釋的，價(jià)值觀與需求、屬性和規(guī)范相互作用。

Needs are described as forces motivating an individual to act in a certain way; once satisfied, needs no longer have an impact on behavior. For example, a need for food motivates people to seek food; once people have eaten; they normally no longer seek food (unless motivated by other needs). Cultural values interact with individual needs because they in-fluence how people choose to satisfy their needs. It is generally accepted that two of the most basic and universal hu-man needs are the need for food and the need for sex, yet satisfaction of these needs differs because of societal values. In most societies the value of human life precludes cannibalism. Societies often have accepted times for eating, and even when people are hungry, they observe these timeframes. Similarly, social customs regarding sexual partners limit satisfaction of sexual needs.

需求被描述為激勵(lì)個(gè)人以某種方式行事的力量；需求一旦得到滿足，就不再對(duì)行為產(chǎn)生影響。例如，對(duì)食物的需求促使人們尋找食物；一旦人們吃過東西；他們通常不再尋求食物（除非出于其他需求）。文化價(jià)值觀與個(gè)人需求相互作用，因?yàn)樗鼈冇绊懭藗內(nèi)绾芜x擇滿足自己的需求。人們普遍認(rèn)為，胡人最基本和普遍的兩種需求是對(duì)食物的需求和對(duì)性的需求，但由于社會(huì)價(jià)值觀的不同，對(duì)這些需求的滿足程度有所不同。在大多數(shù)社會(huì)中，人的生命價(jià)值排除了食人行為。社會(huì)通常會(huì)接受吃飯的時(shí)間，即使人們餓了，他們也會(huì)遵守這些時(shí)間框架。同樣，關(guān)于性伴侶的社會(huì)習(xí)俗限制了性需求的滿足。

Many societies practice restrictions regarding food, often associated with religious rituals. During Lent, Christians may forgo favorite foods or limit their intake of meat. During the month of Ramadan, Muslims fast completely during daylight hours. Some sects eat no meat, some do not allow beef, and others prohibit shellfish or pork, and still others proscribe certain combinations of foods. Individual needs are put aside to observe these restrictions.

許多社會(huì)對(duì)食物實(shí)行限制，通常與宗教儀式有關(guān)。在四旬齋期間，基督徒可能會(huì)放棄最喜歡的食物或限制肉類的攝入。在齋月期間，穆斯林完全在白天禁食。一些教派不吃肉，一些教派不允許牛肉，另一些教派禁止貝類或豬肉，還有一些教派禁止某些食物組合。個(gè)人需求被擱置一邊，以遵守這些限制。

Managing Across Culture 跨文化管理

Introduction 簡介

Cultural Diversity is not a new issue or a topic that we are dealing with today. It has been since the time man has evolved. Well, the point of view on this topic varies from person to person so this is what a diversity is all about or one can surely say that this is life. One’s culture reflects about their way of being brought up, about their originality, their beliefs, how ones parents are brought up and especially the society in which he or she lives, does or believe. Culture also gives us freedom to choose what or the way we want something that makes us happy. Today the world is constantly becoming smaller and smaller due to globalisation. Understanding different cultures means enhancing our point of view to their lives and thus enhancing our chances to learn and thus do business with them. For cultures are indeed mixing today as we can evidently see today that people dress differently, eat different foods, speak different languages. And as a result, for and example, we can have Burgers, Pizzas and sushi in India and we can have chicken tikka, basmati rice and tandoori chicken here in England and any other part of the world. Multiculturalism, another term for different cultures, is indeed dominating people’s lives for the sure today. Today businesses are expanding that’s why into other countries i.e from the country of origin

文化多樣性不是一個(gè)新問題，也不是我們今天正在處理的一個(gè)話題。自從人類進(jìn)化以來就一直如此。嗯，關(guān)于這個(gè)話題的觀點(diǎn)因人而異，所以這就是多樣性的全部，或者人們可以肯定地說這就是生活。一個(gè)人的文化反映了他們的成長方式，他們的獨(dú)創(chuàng)性，他們的信仰，父母是如何成長的，尤其是他或她生活、做或相信的社會(huì)。文化也讓我們可以自由選擇我們想要什么或以什么方式得到讓我們快樂的東西。今天，由于全球化，世界不斷地變得越來越小。了解不同的文化意味著增強(qiáng)我們對(duì)他們生活的看法，從而增加我們學(xué)習(xí)和與他們做生意的機(jī)會(huì)。因?yàn)榻裉斓奈幕_實(shí)在融合，我們今天可以明顯地看到，人們穿著不同，吃不同的食物，說不同的語言。因此，例如，我們可以在印度吃漢堡、披薩和壽司，在英國和世界其他地方也可以吃雞肉提卡、巴斯馬蒂米飯和坦度里雞肉。多元文化主義，不同文化的另一個(gè)術(shù)語，確實(shí)在今天主宰著人們的生活。如今，企業(yè)正在擴(kuò)張，這就是為什么從原產(chǎn)國進(jìn)入其他國家

Ancient Times 古代

Many books have been written in the earlier times, the most famous and popular one are Gilgamesh, The Nibelungenlied and Beowulf. These books were written in three different time zones and display culture views of three different times. Out of these three The Nibelungenlied and Beowulf were both written in VI century in Europe, in England and in Germany, respectively. One thing common in the cultures mentioned in the two books is that both had a history full of wars. One can say after going through the books that they had sort of passion for wars. The English set their colonies in almost all of the continents. We can take the example from a line from The Nibelungenlied stating “However great an army we take, the Queen has such dreadful ways that that would all have to die through her arrogance.” (Chapter 6, Page 54) and then if we take the example of Germans of the ancient times mentioned in Beowulf it says ”Then the king ordered eight gold bridled horses to be led onto the floor, in to the enclosure; on one of them was a saddle skilfully decorated, ornamented with jewels.” With these two abstracts from the two books we can see that they shared a common culture which was to war and expand their kingdoms no matter of what the outcome.

早期有很多書，最著名和最受歡迎的是《吉爾伽美什》、《尼伯龍根論》和《貝奧武夫》。這些書是在三個(gè)不同的時(shí)區(qū)寫成的，展示了三個(gè)不同時(shí)代的文化觀點(diǎn)。在這三部作品中，《尼伯龍根論》和《貝奧武夫論》分別于六世紀(jì)在歐洲、英國和德國寫成。這兩本書中提到的文化有一個(gè)共同點(diǎn)，那就是它們都有充滿戰(zhàn)爭的歷史。看完這些書后，人們可以說他們對(duì)戰(zhàn)爭有某種熱情。英國人幾乎在所有大陸都建立了殖民地。我們可以從《尼伯龍根論》中的一句話中舉一個(gè)例子：“無論我們擁有多么強(qiáng)大的軍隊(duì)，女王都有如此可怕的方式，這一切都將死于她的傲慢。”（第6章，第54頁）然后，如果我們以《貝奧武夫》中提到的古代德國人為例，它說：“然后國王命令把八匹金色的籠馬帶到地板上，進(jìn)入圍欄；其中一個(gè)上面有一個(gè)巧妙地裝飾著珠寶的馬鞍。”從這兩本書的這兩個(gè)摘要中，我們可以看出，無論結(jié)果如何，他們都有一種共同的文化，那就是戰(zhàn)爭和擴(kuò)張他們的王國。

Organization’s Culture 組織文化

According to Prof. Rajesh Asrani, core Faculty Member, N.R Institute of Business Management, Ahmedabad, India suggests that there are seven dimensions that capture the essence of an organization’s culture that are described in the figure below. Each of the characteristics exists on a continuum from low to high. Appraising an organization on these seven dimensions gives a composite picture of the organization’s culture. In many organizations, one of these cultural dimensions often rises above the others and essentially shapes the organization’s personality and the way organizational members do their work.

印度艾哈邁達(dá)巴德N.R商業(yè)管理學(xué)院核心教員Rajesh Asrani教授表示，有七個(gè)維度可以捕捉到組織文化的精髓，如下圖所示。每一個(gè)特征都存在于一個(gè)從低到高的連續(xù)體上。從這七個(gè)維度來評(píng)估一個(gè)組織，可以綜合了解該組織的文化。在許多組織中，其中一個(gè)文化維度往往高于其他維度，并從本質(zhì)上塑造了組織的個(gè)性和組織成員的工作方式。

Impact on Global Culture 對(duì)全球文化的影響

Globalization of the economy challenges practically all its workers so that they are more globally conscious and adept cross culturally. The pathway that leads to top, winds through foreign assignments if not many than at least one. One example is Maurits Barendrecht, who was one of the executives of the Dutch Rabobank. He is now based at Curacao. Maurits Barendrecht signed a ‘mobility contract’ for life. The bank bashes him for huge salary, from country to next country. He shifted his residence for more than five times in the period of eleven years-Madrid(opening a new branch), Montevideo, Amsterdam, Milan and finally ending up in Curacao.

經(jīng)濟(jì)全球化實(shí)際上對(duì)所有工人提出了挑戰(zhàn)，使他們更有全球意識(shí)，更善于跨文化交流。通往頂峰的道路，即使不多也要經(jīng)過一次外國任務(wù)。一個(gè)例子是Maurits Barendrecht，他是荷蘭合作銀行的高管之一。他現(xiàn)在駐扎在庫拉索島。Maurits Barendrecht簽署了一份終身“流動(dòng)合同”。從一個(gè)國家到另一個(gè)國家，銀行因?yàn)樗母咝蕉鴮?duì)他進(jìn)行抨擊。在11年的時(shí)間里，他搬了五次家——馬德里（開設(shè)了一家新分店）、蒙得維的亞、阿姆斯特丹、米蘭，最后來到庫拉索。

It is virtually impossible to escape global economy today be it a manager or an employee. Those who own foreign-owned companies or are dealing with foreign suppliers are involuntarily shoved into international relationships. Jonathan Fenby, editor of Business Europe, says:

如今，無論是經(jīng)理還是員工，幾乎不可能逃離全球經(jīng)濟(jì)。那些擁有外資公司或與外國供應(yīng)商打交道的人會(huì)不由自主地被推入國際關(guān)系。《歐洲商業(yè)報(bào)》編輯喬納森·芬比說：

“Nationality means less and less in a world of unprecedented mobility where British Airways is run by and Australian; France’s beauty products firm by a Welshman; where Daimler embraces Chrysler; and a French-Brazilian flies off to tell Nissan how to run its car business- and where Orange bounces between Asian, German and French ownership under the stewardship of and entrepreneur born to a British father in Germany, brought up in Canada, trained in Hong Kong and married to a Chinese wife…..”

“在一個(gè)前所未有的流動(dòng)性世界里，國籍意味著越來越少，英國航空公司由澳大利亞人經(jīng)營；法國美容產(chǎn)品公司由一名威爾士人經(jīng)營；戴姆勒擁抱克萊斯勒；一名法裔巴西人飛往日產(chǎn)，告訴日產(chǎn)如何經(jīng)營其汽車業(yè)務(wù)；Orange在亞洲、德國和法國的所有權(quán)之間搖擺不定r父親在德國的英國人，在加拿大長大，在香港接受培訓(xùn)，并娶了一位中國妻子……”

So the Global Economy is a healthy fusion of cultures, different ways of social demeanour and different methods of organizing tasks with of course different ideas

因此，全球經(jīng)濟(jì)是文化、不同社會(huì)行為方式和組織任務(wù)的不同方法的健康融合，當(dāng)然也有不同的想法

Key Factors of Multicultural Team Management & Leadership

多元文化團(tuán)隊(duì)管理與領(lǐng)導(dǎo)的關(guān)鍵因素

Managing across cultures is not an easy task and it has been a challenge for international companies tomanage across different geographic boundaries and multicultural teams.

跨文化管理不是一項(xiàng)容易的任務(wù)，對(duì)于國際公司來說，跨越不同的地理邊界和多元文化團(tuán)隊(duì)管理一直是一項(xiàng)挑戰(zhàn)。

A culture is defined as a group orcommunitywhich shares common beliefs and values. A cultural group is understood by the manner in which it behaves. A person can adjust to different cultures at the same time exhibiting different characteristics depending on the birthplace, family background, language, education, religion, profession etc.

文化被定義為具有共同信仰和價(jià)值觀的群體或社區(qū)。一個(gè)文化群體是通過其行為方式來理解的。一個(gè)人可以適應(yīng)不同的文化，同時(shí)根據(jù)出生地、家庭背景、語言、教育、宗教、職業(yè)等表現(xiàn)出不同的特征。

Understanding and managing multicultural teams is important to let the organization achieve results and success. Unless every individual in a team with different cultures adapts to a particular organizational environment, the organization cannot move in the right direction and obtain profits.

了解和管理多元文化團(tuán)隊(duì)對(duì)于組織取得成果和成功至關(guān)重要。除非具有不同文化的團(tuán)隊(duì)中的每個(gè)人都適應(yīng)特定的組織環(huán)境，否則組織就無法朝著正確的方向前進(jìn)并獲得利潤。

If an individual is not able to accommodatehimself with the other culture, then he may go into a cultural shock which might be portrayed as high level of anxiety, isolation and also lack of performance on the job. So, it becomes necessary to manage across the multicultural teams not only to show good performance on the job but also to stay cool, calm and work on a stress free environment.

如果一個(gè)人無法適應(yīng)其他文化，那么他可能會(huì)陷入文化沖擊，這可能被描述為高度焦慮、孤立和缺乏工作表現(xiàn)。因此，有必要跨多文化團(tuán)隊(duì)進(jìn)行管理，不僅要在工作中表現(xiàn)出良好的表現(xiàn)，還要保持冷靜、冷靜，在沒有壓力的環(huán)境中工作。

1. Culture and Communication in Multicultural Teams 多元文化團(tuán)隊(duì)中的文化與溝通

Since multicultural teams have become very common in most of the Multinational companies nowadays, it is very important to know how to deal with people of other cultures and how to communicate with them. At the moment when Globalization started, people also continued travelling more and moving from one country to another country. This is how it started that people from two countries were intermarrying and their children have hybrid cultural identities.

由于多元文化團(tuán)隊(duì)在當(dāng)今大多數(shù)跨國公司中已經(jīng)非常普遍，因此了解如何與其他文化的人打交道以及如何與他們溝通是非常重要的。在全球化開始的那一刻，人們也繼續(xù)更多地旅行，從一個(gè)國家搬到另一個(gè)國家。這就是為什么來自兩個(gè)國家的人通婚，他們的孩子有著混合的文化身份。

In organizations it happens quit the same. People from other countries immigrate in other countries and start working there, in a completely new organization and completely new social and organizational environment. They now have to adapt to this country and try work together efficiency despite their differences, which is a big challenge to everyone and a long hard working way. To be successful in managing teams with different languages, skills, interests and cultural background you have to consider the following points: Training, Smoothed interfaces, Teamwork, Varity, Patience, Good Humor and a Bottom Line.

在組織中，它也會(huì)退出。其他國家的人移民到其他國家，在一個(gè)全新的組織、全新的社會(huì)和組織環(huán)境中開始工作。他們現(xiàn)在必須適應(yīng)這個(gè)國家，盡管存在差異，但努力提高合作效率，這對(duì)每個(gè)人來說都是一個(gè)巨大的挑戰(zhàn)，也是一條漫長而艱苦的道路。要想成功管理具有不同語言、技能、興趣和文化背景的團(tuán)隊(duì)，你必須考慮以下幾點(diǎn)：培訓(xùn)、流暢的界面、團(tuán)隊(duì)合作、多樣性、耐心、良好的幽默感和底線。

Training: Sometimes when working in a team you get trained to do a specific work or group of work, that a conversation between the team members is just not necessary and the work is done without any problems and with a very good outcome.

培訓(xùn)：有時(shí)，當(dāng)你在團(tuán)隊(duì)中工作時(shí)，你會(huì)接受特定工作或一組工作的培訓(xùn)，團(tuán)隊(duì)成員之間的對(duì)話是不必要的，而且工作完成時(shí)沒有任何問題，結(jié)果非常好。

Smoothed Interfaces: If in the working group communication becomes necessary the interaction just have to go smooth. You have to consider that not everyone in the world speaks English, so you have to try to communicate verbal and non- verbal to avoid misunderstandings and to make the other person understand your message. You also have to consider that every person has his or her personal area which is better to respect. Some people are used to speak to each other being very close to each other and some people don’t like it and need some space, which is in general 1 meter.

流暢的界面：如果工作組中的溝通變得必要，那么互動(dòng)就必須流暢。你必須考慮到世界上并不是每個(gè)人都會(huì)說英語，所以你必須嘗試用語言和非語言交流，以避免誤解，并讓對(duì)方理解你的信息。你還必須考慮到，每個(gè)人都有自己的個(gè)人領(lǐng)域，最好尊重這些領(lǐng)域。有些人習(xí)慣于在離得很近的地方互相交談，有些人不喜歡，需要一些空間，通常是1米。

Teamwork: A team is called “team” to indicate that they have to work together which means helping each other. So if one part of the team has understanding problems, the other parts should help them by explaining how to do it, even you do not speak the same language. That is what the challenge in a team is. You have to interact, help each other, and be there for each other.

團(tuán)隊(duì)合作：團(tuán)隊(duì)被稱為“團(tuán)隊(duì)”，表示他們必須一起工作，這意味著互相幫助。因此，如果團(tuán)隊(duì)的一部分有理解問題，其他部分應(yīng)該通過解釋如何做到這一點(diǎn)來幫助他們，即使你不會(huì)說相同的語言。這就是團(tuán)隊(duì)面臨的挑戰(zhàn)。你們必須互動(dòng)，互相幫助，互相支持。

Clarity: When talking to a team as a manager you have to give very clear advices. This means when giving the advices and the directions he has to speak very slowly, clearly, calmly and try to look directly to the person to address them. He should ask everyone if they understood the directions or ask them to repeat the directions to ensure they understood everything.

清晰：作為經(jīng)理與團(tuán)隊(duì)交談時(shí)，你必須給出非常明確的建議。這意味著，在給出建議和指示時(shí)，他必須非常緩慢、清晰、冷靜地說話，并盡量直視對(duì)方。他應(yīng)該詢問每個(gè)人是否理解指示，或者讓他們重復(fù)指示，以確保他們理解所有內(nèi)容。

Patience: A Team leader or manager has always to be patient and take a lot of time for his or her team members. Sometimes in a team work everything gets very stressful or people get under time pressure because of late the deadline for a work has been brought forward to they have to work faster but still with quality. This is the time where the manager has to stay calm, be patient, answer every question and give patient directions, so the multicultural teams doesn’t get in pressure and do good job.

耐心：團(tuán)隊(duì)領(lǐng)導(dǎo)者或經(jīng)理必須始終保持耐心，并為團(tuán)隊(duì)成員花費(fèi)大量時(shí)間。有時(shí)，在團(tuán)隊(duì)合作中，一切都會(huì)變得非常緊張，或者人們因?yàn)楣ぷ鞯淖詈笃谙尢崆岸惺軙r(shí)間壓力，他們必須更快但仍有質(zhì)量地工作。這是經(jīng)理必須保持冷靜、耐心、回答每個(gè)問題并耐心指導(dǎo)的時(shí)候，這樣多元文化團(tuán)隊(duì)就不會(huì)有壓力，也不會(huì)做得很好。

Good Humor: A team can be also prepared in terms of showing no stress in front of customers, presenting a cheerful public face, showing no signs of conflict between the team members and just to enjoy work. Especially in multicultural teams conflicts can appear because of the cultural diversity, language and misunderstandings. But it is proven that with good training people work better in teams, with a smile on their face and enjoying working atmosphere in their multicultural teams.

好的幽默：團(tuán)隊(duì)也可以做好準(zhǔn)備，在客戶面前沒有壓力，展現(xiàn)出愉快的公眾形象，團(tuán)隊(duì)成員之間沒有沖突的跡象，只是為了享受工作。特別是在多元文化的團(tuán)隊(duì)中，由于文化的多樣性、語言和誤解，沖突可能會(huì)出現(xiàn)。但事實(shí)證明，經(jīng)過良好的訓(xùn)練，人們?cè)趫F(tuán)隊(duì)中工作得更好，面帶微笑，享受多元文化團(tuán)隊(duì)的工作氛圍。

These key elements mentioned above extend beyond language. If you will ever manage a cross-functional team, you will see that it often seems like the business owners, the accountants, and the IT team and any other business departments are not always but in most cases speaking different languages. Practicing these key elements is a solution. You will be more successful managing teams whose members have different languages, skills, interests, or cultural backgrounds.

上面提到的這些關(guān)鍵元素超越了語言。如果你曾經(jīng)管理過一個(gè)跨職能團(tuán)隊(duì)，你會(huì)發(fā)現(xiàn)企業(yè)主、會(huì)計(jì)師、it團(tuán)隊(duì)和任何其他業(yè)務(wù)部門似乎并不總是說不同的語言，但在大多數(shù)情況下是這樣。實(shí)踐這些關(guān)鍵要素是一個(gè)解決方案。如果團(tuán)隊(duì)成員具有不同的語言、技能、興趣或文化背景，你將更成功地管理團(tuán)隊(duì)。

2. Challenges in managing multicultural teams 管理多元文化團(tuán)隊(duì)的挑戰(zhàn)

National culture: National culture has many dimensions like orientation to time, style of communication, personal space, competitiveness and worldview. Generally we deal also with stereotypes and cultural biases. Character traits and life experiences are labeled as national culture traits too, for example: an Italian team member can be shy and a German can be hopeless with timetables.

民族文化：民族文化有許多維度，如時(shí)間取向、溝通方式、個(gè)人空間、競爭力和世界觀。一般來說，我們也會(huì)處理刻板印象和文化偏見。性格特征和生活經(jīng)歷也被標(biāo)記為民族文化特征，例如：意大利隊(duì)員可能會(huì)害羞，德國人可能對(duì)時(shí)間表感到絕望。

Corporate culture of the organization: this is very related to corporate culture and it is a result of a historical process. A large multinational organization is bound to have a more structured, hierarchic and bureaucratic approach to work with different environments.

組織的企業(yè)文化：這與企業(yè)文化有很大的關(guān)系，是一個(gè)歷史過程的結(jié)果。一個(gè)大型跨國組織在不同的環(huán)境中工作時(shí)，必然會(huì)有更結(jié)構(gòu)化、層次分明和官僚化的方法。

Nature of the industry or functional culture (coal mine, marketing, accounting): dress, language, etiquette, unwritten codes of behavior, accepted practice and skills needed for the job vary depending on the industry. It is vital that the organization allows team members to display a sense of pride in one’s professional identity.

行業(yè)性質(zhì)或職能文化（煤礦、營銷、會(huì)計(jì)）：著裝、語言、禮儀、不成文的行為準(zhǔn)則、公認(rèn)的實(shí)踐和工作所需的技能因行業(yè)而異。至關(guān)重要的是，組織允許團(tuán)隊(duì)成員對(duì)自己的職業(yè)身份表現(xiàn)出自豪感。

Stage of team development: if the team is in the formation stage, the rules o the game are still being negotiated and people are learning their own role. The entrant has to struggle while the veteran has his job secured.

團(tuán)隊(duì)發(fā)展階段：如果團(tuán)隊(duì)處于組建階段，游戲規(guī)則仍在協(xié)商中，人們正在學(xué)習(xí)自己的角色。參賽者必須奮力拼搏，而老將則要保住工作。

Personal attributes: personality, life experiences, competence profile, expectations on rewards, acknowledgments and satisfaction on working in teams are important factors that can be labeled as challenges.

個(gè)人屬性：個(gè)性、生活經(jīng)歷、能力簡介、對(duì)獎(jiǎng)勵(lì)的期望、對(duì)團(tuán)隊(duì)工作的認(rèn)可和滿意度是可以被標(biāo)記為挑戰(zhàn)的重要因素。

3. Four barriers 四道屏障

People tend to assume that challenges on multicultural teams arise from differing styles of communication. But this is only one of the four categories that, according to our research, can create barriers to a team’s ultimate success. These categories are direct versus indirect communication; trouble with accents and fluency; differing attitudes toward hierarchy and authority; and conflicting norms for decision making.

人們傾向于認(rèn)為，多元文化團(tuán)隊(duì)面臨的挑戰(zhàn)源于不同的溝通風(fēng)格。但根據(jù)我們的研究，這只是四個(gè)類別中的一個(gè)，這些類別會(huì)給團(tuán)隊(duì)的最終成功帶來障礙。這些類別是直接通信與間接通信；口音和流利性方面的問題；對(duì)等級(jí)制度和權(quán)威的不同態(tài)度；以及相互沖突的決策規(guī)范。

Direct versus indirect communication 直接通信與間接通信

Some team members use direct, explicit communication while others are indirect, for example, asking questions instead of pointing out problems with a project. When members see such differences as violation of their culture′s communication norms, relationships can suffer.

一些團(tuán)隊(duì)成員使用直接、明確的溝通，而另一些則是間接的，例如，提出問題而不是指出項(xiàng)目的問題。當(dāng)成員們認(rèn)為這種差異違反了他們文化的溝通規(guī)范時(shí)，關(guān)系可能會(huì)受到影響。

Western cultures: Meaning is direct and explicit. The meaning is on the surface, and a listener doesn’t have to know much about the context or the speaker to interpret it.

西方文化：意義是直接而明確的。意思是表面上的，聽眾不必對(duì)上下文或說話者了解太多就可以理解它。

Other cultures: Meaning is embedded in the way the message is presented. For example, Western negotiators get crucial information about the other party’s preferences and priorities by asking direct questions, such as “Do you prefer option A or option B?”. In cultures that use indirect communication, negotiators may have to infer preferences and priorities from changes – or the lack of them – in the other party’s settlement proposal.

其他文化：意義嵌入在信息的呈現(xiàn)方式中。例如，西方談判代表通過直接提問獲得有關(guān)對(duì)方偏好和優(yōu)先事項(xiàng)的關(guān)鍵信息，例如“你更喜歡選項(xiàng)A還是選項(xiàng)B？”。在使用間接溝通的文化中，談判者可能不得不從另一方的解決方案中的變化或缺乏變化來推斷偏好和優(yōu)先事項(xiàng)。

Cross-cultural inconsistencies leading to reduced information sharing, interpersonal conflicts. The non-Westerner can understand the direct communications of the

跨文化的不一致導(dǎo)致信息共享減少，人際沖突。非西方人可以理解

Westerner, but the Westerner has difficulty understanding the indirect communications of the non-Westerner.

西方人，但西方人很難理解非西方人的間接交流。

The differences between direct and indirect communication can cause serious damage to relationships when team projects run into problems.

當(dāng)團(tuán)隊(duì)項(xiàng)目遇到問題時(shí)，直接溝通和間接溝通之間的差異會(huì)對(duì)關(guān)系造成嚴(yán)重?fù)p害。

Trouble with accents and fluency 口音和流利度有問題

Although the language of international business is English, misunderstandings or deep frustration may occur because of nonnative speakers’ accents, lack of fluency, or problems with translation or usage. These may also influence perceptions of status or competence.

盡管國際商務(wù)的語言是英語，但由于非母語人士的口音、缺乏流利性或翻譯或使用問題，可能會(huì)產(chǎn)生誤解或深深的挫折感。這些也可能影響對(duì)地位或能力的看法。

Members who aren′t fluent in the team′s dominant language may have difficult communicating their knowledge. This can prevent the team from using their expertise and create frustration or perceptions of incompetence.

不能流利掌握?qǐng)F(tuán)隊(duì)主導(dǎo)語言的成員可能難以交流他們的知識(shí)。這可能會(huì)阻止團(tuán)隊(duì)使用他們的專業(yè)知識(shí)，并產(chǎn)生挫敗感或無能感。

Perception of status or competence linked to command over language, fluency and accent

對(duì)與掌握語言、流利程度和口音有關(guān)的地位或能力的感知

Difficulty for the teams to recognize and utilize technical expertise of non-native speakers

團(tuán)隊(duì)難以識(shí)別和利用非母語人士的技術(shù)專長

Motivation of non-native employees affected 受影響的非本地員工的動(dòng)機(jī)

Increased frustration and anxiousness culminating in interpersonal conflicts non-fluent team members may well be the most expert on the team, but their difficulty communicating knowledge makes it hard for the team to recognize and utilize their expertise. If teammates become frustrated or impatient with a lack of fluency, interpersonal conflicts can arise. Nonnative speakers may become less motivated to contribute, or anxious about their performance evaluations and future career prospects. The organization as a whole pays a greater price: Its investment in a multicultural team fails to pay off.

挫敗感和焦慮感的增加最終導(dǎo)致人際沖突不流利的團(tuán)隊(duì)成員很可能是團(tuán)隊(duì)中最專業(yè)的成員，但他們難以交流知識(shí)，使團(tuán)隊(duì)很難識(shí)別和利用他們的專業(yè)知識(shí)。如果隊(duì)友因缺乏流暢性而感到沮喪或不耐煩，可能會(huì)引發(fā)人際沖突。非母語人士可能會(huì)變得沒有動(dòng)力做出貢獻(xiàn)，或者對(duì)自己的績效評(píng)估和未來的職業(yè)前景感到焦慮。整個(gè)組織付出了更大的代價(jià)：它對(duì)多元文化團(tuán)隊(duì)的投資沒有得到回報(bào)。

Differing attitudes toward hierarchy 對(duì)等級(jí)制度的不同態(tài)度

A challenge inherent in multicultural teamwork is that by design, teams have a rather flat structure. But team members from some cultures, in which people are treated differently according to their status in an organization, are uncomfortable on flat teams. If they defer to higher-status team members, their behavior will be seen as appropriate when most of the team comes from a hierarchical culture; but they may damage their stature and credibility – and even face humiliation – if most of the team comes from an egalitarian culture.

多元文化團(tuán)隊(duì)合作的一個(gè)固有挑戰(zhàn)是，從設(shè)計(jì)上講，團(tuán)隊(duì)的結(jié)構(gòu)相當(dāng)扁平。但是，來自某些文化的團(tuán)隊(duì)成員在扁平團(tuán)隊(duì)中會(huì)感到不舒服，在這些文化中，人們?cè)诮M織中的地位會(huì)有所不同。如果他們服從地位更高的團(tuán)隊(duì)成員，當(dāng)團(tuán)隊(duì)的大多數(shù)成員來自等級(jí)文化時(shí)，他們的行為將被視為合適的；但如果球隊(duì)的大多數(shù)成員都來自平等主義文化，他們可能會(huì)損害自己的地位和信譽(yù)，甚至面臨羞辱。

Team members from hierarchical cultures expect to be treated differently according to expectations can cause humiliation or loss of stature and credibility.

來自等級(jí)文化的團(tuán)隊(duì)成員期望根據(jù)期望得到不同的待遇，這可能會(huì)導(dǎo)致羞辱或失去地位和信譽(yù)。

Decision making practices different across cultures. Eg.-US managers Vs UK managers

不同文化的決策實(shí)踐不同。美國經(jīng)理與英國經(jīng)理

Restriction of the information flow by managers from other cultures

來自其他文化的管理者對(duì)信息流的限制

Understanding the bigger picture

了解大局

Generating mutual respect for other party’s decision making process

對(duì)另一方的決策過程產(chǎn)生相互尊重

Conflicting decision -making norms 相互沖突的決策規(guī)范

Cultures differ enormously when it comes to decision making-particularly, how quickly decisions should be made and how much analysis is required beforehand. Not surprisingly, U. S. managers like to make decisions very quickly and with relatively little analysis by comparison with managers from other countries.

在決策方面，文化差異很大，尤其是決策的速度和事先需要多少分析。毫不奇怪，與其他國家的管理人員相比，美國的管理人員喜歡快速做出決策，而且分析相對(duì)較少。

Members vary in how much analysis they require beforehand. Someone who prefers making decisions quickly may grow frustrated with those who need more time.

成員們?cè)谑孪刃枰嗌俜治龇矫娓鞑幌嗤Ｏ矚g快速做出決定的人可能會(huì)對(duì)那些需要更多時(shí)間的人感到沮喪。

Cultural perspective influences the time taken before making a decision

文化視角影響決策前所花費(fèi)的時(shí)間

Other influences include the breadth and depth of analysis done before making a decision

其他影響因素包括決策前分析的廣度和深度

Managers from US and Europe generally take quick decisions

美國和歐洲的經(jīng)理通常會(huì)迅速做出決定

A way to resolve such conflict is by making minor concessions on both sides

解決這種沖突的一種方法是雙方都做出微小的讓步

4. Strategies for multicultural teams 多元文化團(tuán)隊(duì)的策略

Adaptation acknowledging cultural gaps openly and working around them: a manager must be aware of all cultural differences and other issues that can become a conflict or barriers between the team members and figure out a way to coexist.

適應(yīng)——公開承認(rèn)文化差距并圍繞這些差距開展工作：管理者必須意識(shí)到所有文化差異和其他可能成為團(tuán)隊(duì)成員之間沖突或障礙的問題，并找出共存的方法。

Structural intervention changing the shape of the team: setting teams in such way that those who have affluences in common and work individually with those who are not willing to cooperate but have skills that are important for the company.

改變團(tuán)隊(duì)形態(tài)的結(jié)構(gòu)性干預(yù)：以這樣一種方式組建團(tuán)隊(duì)，即那些有共同財(cái)富的人與那些不愿意合作但擁有對(duì)公司重要技能的人單獨(dú)工作。

Managerial intervention setting norms early or bringing in a higher-level manager: a manager must be firm in his decision making otherwise team members will probably do their own thing and not be aware of the importance of following a leader. If the manager is not effective at communicating and giving directions, he or she must be replaced.

管理干預(yù)——盡早制定規(guī)范或引入更高級(jí)別的管理者：管理者必須堅(jiān)定決策，否則團(tuán)隊(duì)成員可能會(huì)做自己的事情，而沒有意識(shí)到追隨領(lǐng)導(dǎo)者的重要性。如果經(jīng)理不能有效溝通和指示，他或她必須被替換。

Exit removing a team member: this means that managers must laid off those team members that are not willing to cooperate after all possible options have been tried out.

退出移除團(tuán)隊(duì)成員：這意味著經(jīng)理必須在嘗試了所有可能的選擇后，解雇那些不愿意合作的團(tuán)隊(duì)成員。

Adaptation is the ideal strategy because the team works effectively to solve its own problem with minimal input from management and, most important, learns from the experience.

適應(yīng)是理想的策略，因?yàn)閳F(tuán)隊(duì)可以有效地解決自己的問題，只需管理層投入最少，最重要的是，從經(jīng)驗(yàn)中學(xué)習(xí)。

Multicultural teams often generate frustrating management dilemmas. Cultural differences can create substantial obstacles to effective teamwork but these may be subtle and difficult to recognize until significant damage has already been done. As in the case above, which the manager involved told us about, managers may create more problems than they resolve by intervening. The challenge in managing multicultural teams effectively is to recognize underlying cultural causes of conflict, and to intervene in ways that both get the team back on track and empower its members to deal with future challenges themselves.

多元文化團(tuán)隊(duì)往往會(huì)產(chǎn)生令人沮喪的管理困境。文化差異可能會(huì)對(duì)有效的團(tuán)隊(duì)合作造成巨大障礙，但這些障礙可能很微妙，在造成重大損害之前很難識(shí)別。正如上述案例中所涉及的經(jīng)理告訴我們的那樣，經(jīng)理可能會(huì)產(chǎn)生比他們通過干預(yù)解決的問題更多的問題。有效管理多元文化團(tuán)隊(duì)的挑戰(zhàn)是認(rèn)識(shí)到?jīng)_突的潛在文化原因，并進(jìn)行干預(yù)，使團(tuán)隊(duì)回到正軌，并賦予其成員自己應(yīng)對(duì)未來挑戰(zhàn)的能力。

It is important to keep in mind that creating a shared experience can facilitate closer social relationships. And in the end, hopefully, you will achieve greater trust, which helps solve problems faster since people are more likely to contact one another with questions. It’s less likely there will be a breakdown in communications. All this is based on small talk. If you can’t do small talk, you can’t do big talk.

重要的是要記住，創(chuàng)造共享體驗(yàn)可以促進(jìn)更緊密的社會(huì)關(guān)系。最終，希望你能獲得更大的信任，這有助于更快地解決問題，因?yàn)槿藗兏锌赡芟嗷ヂ?lián)系提出問題。通信中斷的可能性較小。所有這些都是基于閑聊。如果你不會(huì)閑聊，你就不會(huì)說大話。

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