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Multicultural Team Research Paper

4528 Words19 Pages

Abstract
This research serves the purpose of investigating the effectiveness of Multicultural team and Monoculture Team in an organization. It shows the different factors affecting team dynamics based on Hofstede (2001) and Guzzo and Dickson (1996) in an organizations which are management, group composition, diversities, morale, same goal and vision, mutual respect in the team and feedback. Research from Adler (2002) will show how the effectiveness of both monoculture and multicultural teams are affected by their management.
It will also show the most common diversities that affect a team most based on Hofstede (2001), which are race, gender, and age. It will answer how these three diversities affect a team’s performance, highlighting how the …show more content…

Goals evaluate and define the steps you must take. They are the directory that let you know you are moving in the correct direction at work. They are determinable and answer questions like when, what and how? When goals are not connected to a clear purpose and values, people often work at purposes different with each other, not going in the same direction and unsure of the purpose of their actions and without values to guide them, they remain dependent on authority figures to provide direction. (Guzzo and Dickson, 1996)
Mutual Respect within the team. In aspects of, I am me and you are you, I respect you and you should respect me also in return, mutual respect is definitely an important aspect in a team to function effectively. No one likes to be disrespected or discriminated by people they are working together with as a team. This is one the factors that causes fights and quarrels between people of different …show more content…

Gender diversity is when a company is represented by a close equal proportion in numbers of men and women. More companies are realizing the value of having a diverse workforce. Rice (2012) established that “after studying over 200 companies and over 115,000 individual evaluations, McKinsey demonstrates that the best companies on these criteria are also the most profitable. The top quartile on organizational excellence is more than twice as profitable as the bottom quartile, About 100 of the companies studied provided information on the gender make-up of their management teams. These were winnowed down to two groups: 45 companies with no women in the top leadership and 13 companies with 30% women at the top. This distinction acknowledges that one must reach a tipping point to move beyond tokenism and to reap the benefits of

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