跨文化团队

Questions • 如何打造优秀的象征性文化团队？ How to establish good symbolic culture team?源自文库• 如何打造优秀的双文化团队？ How to establish good Bi- cultural team? • 如何打造优秀的多文化团队？ How to establish good multicultural team?
Synergy配合 Accountability责任 Skills技能
Collective performance
Positive积极的 Individual and mutual Complementary互补的
A Team Effectiveness Model
Team Effectiveness Work Design
Comparing Work Groups and Work Teams
Work groups Work teams
Share information分享信息
Neutral (sometimes negative) Individual个体 Random and varied任意的多 样的
Goal目标
• Ability • Personality • Roles and diversity • Size • Flexibility • Preference for teamwork
Context
• Adequate resources • Leadership • Performance evaluation and rewards
Shaping Team Player塑造团队选手
• Selection: Ensure that candidates can fulfill their team roles （实现团队角色）in addition to having the technical skills （专业技能） required for the job • Training: Provide workshops in problemsolving, communication, negotiation, conflictmanagement, coaching, and groupdevelopment skills • Rewards: Rework reward systems （重新改 写奖励系统）to encourage cooperative efforts rather than competitive ones（鼓励合 作而不只是看能力）
–Sublimate personal goals for the good of the team（将 个人目标升华为团队的利益）
The Challenge in Shaping Team Players
Greatest where...
– The national culture is highly individualistic（高度 个人主义） – Introduced into organizations that historically value individual achievement（高 度注重个人成就历史）
Work Group
A group who interacts primarily to share information（分享信息） and to make decisions to help one another perform within each member’s area of responsibility（帮助各个成员各 司其职）. Individuals work alone, not collectively, on a task. Performance is the summation of all of the group member’s individual contributions（绩效只是所有 群体成员个体贡献的简单汇总）.
Three tips for establishing effective cross-culture team
• 了解彼此文化背景，建立良好的人际关系 • 确定任务结构并建立团队成员交往的行为 规范 • 建设跨文化团队的情商，对成员的情绪有 所意识并能加以化解。
Work Team
Generates positive synergy through coordinated effort（通过协调努力而产生积 极的协同效应）. Their individual efforts result in a level of performance that is greater than the sum of those individual inputs（共同的努力导致绩效水平高于个体 投入的总和）.
Turning Individuals into Team Players
To perform well as team members, individuals must be able to
–Communicate openly and honestly（开诚布公交流） –Confront differences and resolve conflicts（面对冲突解 决矛盾）
• Autonomy • Skill variety • Task identity • Task significance
Process
• Common purpose • Specific goals • Team efficacy • Conflict • Social loafing
Composition
Less demanding...
–Where employees have strong collectivist values（强 大的集体主义价值观）, such as Japan or Mexico –In new organizations that use teams as their initial form for structuring work（将 团队作为首选工作形式）
跨文化团队的类型
• 象征性文化团队Symbolic culture team （只有一个或两个队员来 自不同文化） • 双文化团队Double cultural team （两边队 员数量相当） • 多文化团队 Multicultural team （数量相当 的3个或以上文化成 员）
如何打造优秀的跨文化团队
• 贝雷的文化适应模型
是否保持自己的文化特点？ 是 否
是 是否接触异族文化？ 否
融合 integration 隔离 separation
同化 assimilatio n 边缘化 marginaliz ation
建设跨文化团队的桥梁因素
• 双重文化的认同(bicultural identity integration) • 高文化智商（cultural intelligence）