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Final Presentation

Final Presentation. Cultural Dimensions of Teams. Group 2 David Roberts Paul Larusso Andrew Mejia Grace Chi Danielle D’Elia Peter Whitney Carson Severyn Christophe Torres Erica Regueiro . Important Concepts. 1. Power Distance 2. Uncertainty Avoidance

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Final Presentation

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  1. Final Presentation

  2. Cultural Dimensions of Teams • Group 2 • David Roberts • Paul Larusso • Andrew Mejia • Grace Chi • Danielle D’Elia • Peter Whitney • Carson Severyn • Christophe Torres • Erica Regueiro

  3. Important Concepts 1. Power Distance 2. Uncertainty Avoidance 3. Individualism/Collectivism 4. Masculinity/Femininity 5. Long-term/Short-term 6. Context

  4. Introduction • http://www.youtube.com/watch?v=CkCzGBK3aWY&feature=youtu.be • Issues: • Peggy’s frustration of power imbalance • Female position with male co-workers • Boss Don’s lack of recognition • Hostility in the workplace • Other perspective • Don, the boss, believes: • conflict of youth and experience • Thinking in short term • Selfishness in a creative team

  5. Long Term vs. Short Term • “National culture is a learned trait that influences our thoughts and decisions. Several different layers of culture exist, including national, regional, gender, social class, generation, and company layers (Hofstede, 1991).” • Countries which value thrift, persistence and the long term are said to adhere to Confucian Work Dynamism, which is the forerunner on the Long-term Orientation Index (LTO) • Counties, such as the US value ideas of Truth more than Virtue, and they value the maintenance of appearances more than they value long term viability.

  6. Comparison

  7. Marshmallow Experiment • http://www.youtube.com/watch?v=Yo4WF3cSd9Q

  8. Individualism vs. Collectivism • “People from individualistic cultures tend to think only of themselves as individuals and as “I” distinctive from other people” (WebDE) • Individualists value their personal social mobility, and see their current position only as a stepping stone toward greater things. • “Collectivistic cultures have a great emphasize on groups and think more in terms of “we”. Harmony and loyalty within a company is very important and should always be maintained and confrontation should be avoided.” (WebDE) • ‘In collectivistic cultures a direct confrontation will be always avoided. Expressions or phrases are used which describe a disagreement or negative statement instead of saying no.’ (WebDE)

  9. Power Distance • Power Distance is the level of social comfort and friendliness which exists between a higher up in a company and their employees. • This area can be different in every company, and even many ways inside a company. • A low Power Distance company will have a boss who can talk casually with their employees, and there will be less ceremony about demonstrating respect. • A high power distance company will have the boss exist as a separate and intimidating figure, who makes decisions on their own, with the employees feeling a need to demonstrate their subordinance. • http://www.youtube.com/watch?v=je7uh4TH0JY&feature=related

  10. Uncertainly Avoidance • “Uncertainty of outcomes is a primary dimension underlying human judgment and decision making, and is a defining feature of risk.” (Current Psychology) • People frame their decisions based on loss and gain, and leveraging a balance of the two is key to making smart business decisions. • How well a society can handle uncertainty in their proceedings, and particularly, how well they can cope in the business sense with not knowing what the future holds.

  11. Context • Cultural context can be used to understand the extents to which many different factors which are unique to a culture effect the business world. • In High Context cultures, the intricacies of the society people live in factor hugely into business dealings, while low context cultures are quite the opposite. • One study on the two types concluded, “Our results show that, based on the need to establish a social context in computer mediated negotiations, users from high-context cultures exchange significantly more messages and offers during negotiations than users from low-context cultures.” (Koeszegi)

  12. ANY QUESTIONS?????

  13. Work Cited • http://www.sciencedirect.com.proxy.libraries.rutgers.edu/science/article/pii/S1090951602000913 • http://youtu.be/CkCzGBK3aWY • http://www.via-web.de/individualism-versus-collectivism/ • http://www.youtube.com/watch?v=Yo4WF3cSd9Q • http://www.youtube.com/watch?v=je7uh4TH0JY&feature=related • http://ehis.ebscohost.com.proxy.libraries.rutgers.edu/ehost/detail?sid=62b89a90-2302-4801-a4e1-aff68e396b1e%40sessionmgr110&vid=1&hid=109&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=aph&AN=45131001 • http://ehis.ebscohost.com.proxy.libraries.rutgers.edu/ehost/detail?sid=e1770e97-f9e7-4b88-b1db-918c7dda6e90%40sessionmgr114&vid=1&hid=109&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=aph&AN=13605540

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