Key Factors of Multicultural Team administration & Leadership

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Multicultural teams have become very coarse in modern years. With cross border mobility becoming much easier the whole of population piquant from one country to someone else has grown significantly. This has also led to more population from distinct cultural and ethnic backgrounds intermarrying. Their children could be born and grow up in distinct countries and have hybrid cultural identities. Globalization and the advances in communication and communication technology have reduced trade barriers and increased interaction among people.

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Is global homogeneity a feasible and desirable vision? Philosophically this would be very questionable. This would be immediately equated with suppression of differences and diversity, which are inalienable human rights. It can be argued that it would destroy cultures and diminish creativity. There are adequate instances in human history e.g., the fate of the Native Americans or the Conquistador actions in South America, where one culture has by force exterminated other cultures. Then there are scores of other examples where aspects of cultures have blended through interaction e.g., India and the United States. Today, though genocides happen under our very eyes e.g., in the Balkans or in some parts of Africa, the prevailing models of cultures influencing others is mutual interaction, where there is ample room for retaining one's own cultural identity. As of the 2000 census, "minorities" have become the majority population in six of the eight largest metropolitan areas in the United States. Thus living with and managing diversity has become the central theme of this century.

Many studies have in fact shown that diversity in human capital positively leads to increased creativity and efficiency in many cases. Studies have also shown that the failure to successfully consolidate diverse workforces has negative implications for organizational performance. This is most publicly expressed in legal actions, such as modern discrimination suits against multinational corporations such as Coca-Cola, Wal-Mart, Xerox.

The skills needed for managing with population from diverse backgrounds at work or exterior the workplace can be very distinct because in the workplace we are in our work roles and there are many external constraints to our behavior. Many population positively spend more time awake with their colleagues than with their spouse and children. So any problems arising in this area will by all means; of course spill over onto the incommunicable life.

Looking determined into the factors that affect multicultural team leadership or management, we can recognize five factors that operate at team levels:

National culture Corporate culture of the organisation Nature of the business or functional culture (coal mine, marketing, accounting) Stage of team development Personal attributes

National Culture - There are ample theories and much research into how national cultures affect team behavior. Ger Hofstede's Culture's Consequences (1980) and Cultures and Organizations (1991) are two examples. National culture has many dimensions like orientation to time, style of communication, personal space, competitiveness and worldview. Generally we are dealing also with stereotypes and cultural biases here. Regional and personal life contact or character traits can override these ascribed 'national' culture traits. In real life this means that an Italian team member can be a shy, quite person or a German can be hopeless with timetables.

Corporate Culture - Corporate culture is very intimately linked to the functional culture and it is a follow of a historical process where the founder and successive leaders have left their marks. A large multinational organisation is bound to have a more structured, hierarchic and bureaucratic arrival to running its affairs while an Internet web build enterprise with 5 young creative artists would be an entirely distinct environment.

Nature of the business - Coal miners, web designers and international bankers would seem to come from distinct worlds. Dress, language, etiquette, unwritten codes of behavior, standard practice and skills needed on the job vary to a great extent in distinct industries. It is of vital importance that the industry, the organisation or the environment allows team members to display a sense of pride in one's professional identity.

Stage of Team development - If the team is just recently formed with no history or experience, the rules of the game have to be learn by everyone. If the team has a history of performing efficiently, new entrants can rely on established practice and older members to teach them the skills required. The stage of development of the team member also plays a great role here. If the team is in the formation stage, the rules of the game are still being negotiated and population are studying their own roles. The 'veteran' team member has carved a accumulate role for himself while the entrant has to struggle.

Personal Attributes - Last but not least is all the other factors like personality, competence profile, the individual's own life experience, expectations of rewards, acknowledgment and delight from working in the team as well as previous history of team working.

The first three factors are static factors, which means that their characteristics cannot be positively changed by private action. Team members or even the whole team cannot convert the national culture. Individuals, teams and organisations have to learn to adapt to them. In fact the efficiency of the team is directly correlated to how well this adaptation has been achieved. But intervention can greatly affect the last two factors of Stages of Team development and Personal Attributes. A team can accelerate its advance from formation stage to the stage of maturity and an private can convert personal attributes by acquiring new competences.

Superior sustainable team carrying out can be achieved only if team members learn to take into account dimensions of organizational culture and those of national culture like orientation to time, style of communication, personal space, competitiveness and worldview. Only when these have been successfully adapted to their working practices to reflect the team members' background realities can teams positively see the added value that multicultural teams bring.

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