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Final Presentation

This presentation explores the cultural dimensions that shape team dynamics, focusing on key concepts such as Power Distance, Individualism vs. Collectivism, and Uncertainty Avoidance. It discusses how cultural background influences workplace relationships, decision-making, and conflict resolution, drawing on case studies and examples to illustrate these dynamics. Key issues highlighted include power imbalances, recognition barriers, and the impact of cultural context on communication styles and teamwork. Understanding these concepts is essential for fostering effective collaboration in diverse teams.

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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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