Multiple Relationships and Strategies in Organizations - Essay Example

?  Relationships in Dissertation Research       Relationships in Dissertation Research Topic: Relationships in Dissertation Research Summary of Research Topic Cross cultural teams provide organizations a splendid possibility which is often larger than a sole cultural team. Nevertheless, this is not always straightforward. Disagreements between opposing behaviours, practices, and approaches may redirect energy and thwart high performance (Thomas, 2008). This paper is divided into two parts which will look at the challenges related to multiple relationships and strategies to mitigate these challenges and why they might be effective, and the biggest potential benefits of cross-cultural teams and the biggest potential detriments of cross cultural teams. Challenges Related to Multiple Relationships Communication, language, and expression may act as a probable detriment. The quality of communication is a significant issue in cross cultural teams. Everyone may be speaking in the same language, but specific forms of colloquialisms or slang may not be clearly comprehended causing misunderstandings and misinterpretations. All members participating in the research have to have a complete understanding of the discussion. Efficiency is bound to suffer when communication, language, and expression are not clear. In addition, communication difficulties are specifically tremendous in cross cultural virtual teams, for example, an international virtual team that characteristically networks across countries and continents, to work together on an ordinary task. Here, there may be issues of information gap, ambiguity, decision making, among others (Gibson & Cohen, 2003). There may be dominating influences in cross cultural teams. There are fears that a segment of the team that has a specific cultural homogeneity or similarity may try to dominate the team process and override the other members of the team. The leading group in the team may attempt to sway decisions in the direction that they are accustomed to. This can develop a frustrating surrounding for the rest of the team members. Strategies to Mitigate these Challenges and Why they might be Effective There are a number of strategies to mitigate these challenges. One is to be open-minded and respectful. Cultural dissimilarities may at times be misinterpreted or confusing. An individual should be open-minded to and respectful of the way other people interact and associate with one another. One should attempt to learn from them instead of criticising and regarding your way as the best way. Being open-minded and respectful of others enables one to apologise in case they feel they have offended others or allows them to ask how to behave more adequately in future encounters. This is essential as it will encourage understanding in situations of multiple relationships. In addition, appreciating and understanding the cultural differences of participants will help in making essential research decisions. Two is to make it permissible to make enquiries. This may be effective in alleviating the challenges in Psychology research. A number of individuals may feel that they are not capable of asking an individual his place of origin for fear of offending them. This may deter communication or the building of relationships. Making it permissible to make enquiries will encourage participants to talk about their culture and where they are from (Uwe, 2006). In addition, if questions can be asked of one another, then the advancement in relations will allow more adequate cooperation. Topic: Biggest Potential Benefit What is the Biggest Potential Benefit of Cross-cultural Teams? There are a number of potential benefits of cross cultural teams. Cross cultural teams promote enhanced knowledge. Dealing with individuals from diverse backgrounds exposes one to a broader range of knowledge and experiences than one may have the chance to access in a single environment. It also plays a vital part in keeping up to date with issues and developments at a global level. It also promotes broader skills. Being involved with a cross-cultural team can significantly enhance a person’s interpersonal skills and provide a wider perspective of issues. Cross cultural teams provide a valuable experience. Dealing with individuals from different cultures may be significant in providing essential experience in the present and in future roles. Cross cultural teams help individuals to focus on a common goal. Dealing with individuals from diverse cultures helps an individual concentrate on identical objectives and goals. It also helps an individual keep up to date. Persuading people from dissimilar cultures to work together, instead of working among their cultures, may play a part in making these people share knowledge (Blaxter, Hughes & Tight, 2006). Access to the wide variety of information assists individuals to maintain their work up to date and ensure they are of high quality. Cross cultural teams allows for benefit of others’ experience. Communication among cross-cultural teams assists in maximising economy of effort and avoiding duplication. Having individuals from different cultures working together on assignments and reviewing each other’s work helps in lessening prejudice (Golafshani, 2003). What is the Biggest Potential Detriment of Cross-cultural Teams? There are a number of potential detriments of cross cultural teams. Work approaches and styles may differ when a team has a cross cultural blend of people. Some work cultures promote individual thinking and provide rewards for personal contributions, for example, the American culture. In different work cultures individuals are not comfortable with freedom in the work place and prefer to act according to the instructions of the leader. When a group has a blend of styles, the personal team members may act as aggressive team players while the non-personal team players may fuse into the team and outwardly appear to contribute extremely minimal to the team process. It is significant to drag out and get the best out of every team member in spite the dissimilarities in cultural elements. Motivators and expectations from the activity may act as a probable detriment. Basically, motivators refer to the factors that signify the elements that make an individual tick in a team or business surrounding. Team leaders who take care of cross cultural teams normally find that the aspects that motivate each team member differ. The motivating factors for working individuals can vary from tangible rewards, for example, career progression, incentives, and monetary increments, to intangible rewards, for example, recognition from top management, encouragement and praise, or job satisfaction. It is indispensable to make the effort to measure personal motivators so as to motivate and encourage every member of the team to perform extremely well at their activities. In the absence of the necessary incentive, a person may not have the drive and enthusiasm essential to perform their duty in the team (Brown, 2007). References Blaxter, L., Hughes, C., & Tight, M. (2006). How to research. London: Open University Press Brown, J. F. (2007). The global business leader. New York: Palgrave Macmillan. Gibson, C. B., & Cohen, S. G. (2003). Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass. Golafshani, N. (2003). understanding reliability and validity in qualitative research. The Qualitative Report, 8, 597?607. Thomas, D. C. (2008) Cross?cultural management essential concepts. California: Sage. Uwe, F. (2006). An introduction to qualitative research. California: Sage Publications. Read More