Multicultural Teams Case Study

Groups made up of members from different countries and backgrounds have special needs for administrators. Especially when the panelist is asking the boss for help with the crash. They have four challenges of the multi-cultural teams such as: direct versus indirect communication , Trouble with accents and fluency , Differing attitudes toward hierarchy and authority and conflicting norms for decision making . First challenges , it is Direct vs. indirect delivery .In Western cultures, communication is usually direct and explicit statements . The meaning is on the surface, and the listener does not need to know much about the situation or the speaker to interpret it (direct dialogue). It's can asking direct question .other side , it is indirect

This can affect the efficiency of the operation. Members of a group can be two or more new professionals in a group, but have difficulty communicating knowledge, making it difficult for a group to identify their own experience and gain profits. Conflicts and problems can arise when people are frustrated because of lack of fluency. Non-influential speakers are less concerned about their performance evaluation and future prospects. The entire company pays the biggest price: the investment in multicultural teams fails to compensate. Third challenges , it is Differing attitudes toward hierarchy and authority. It is These challenges speak of multicultural teamwork, and by design the team has a fairly flat structure. However, people in some cultures where people are treated differently depending on their position in the company are uncomfortable with flat teams .Final challenges, it is conflicting norms for decision making . The Culture is incredibly different in decision

Taiwanese culture is forward oriented, less dogmatic, collective and basic oriented. Conversely, German culture focuses on individual autonomy, individual rights, contracts or contracts. Germans are completely independent of organizations that prefer personal time, freedom and challenge, and Taiwanese employees have a stronger sense of belonging to their organizations. Also more involved. These three dimensions of culture - avoiding individuals, distance of power and uncertainty. individualism vs. collectivism , . Taiwan society is a collective culture rooted in Confucianism. Defends the interests of society and takes into consideration staff. power distance , In Taiwan, workers do not know their interests and rights. Taiwan society is a high energy remote culture that provides the leadership of central power and dictatorship. Members of less powerful organizations will accept and expect unequal power distribution. Relationships are classified according to country differences. People accept positions in the hierarchy, perform their duties, and do not challenge the system. But both strength of power and long-term orientation show Germany's belief in equal and personal opportunities in Germany .uncertainty avoidance . it is To avoid uncertainty, Taiwan is negatively related to risk and positively related to the fear of failure. Taiwanese electronics companies are aware of