MULTI-CULTURAL TEAM

MANAGEMENT
A TEAM EFFORT BY :
ANNYATAMA BHOWMIK
AVIJIT ROY
BISWAJIT BANIK
JEET CHAKROBORTY
MRINMOY CHATTERJEE
RAHUL MAJUMDAR
SUDIPTA DEY

OBJECTIVE OF THE
STUDY
To increase student's awareness of the challenges of
interacting in multicultural collaborations and the
strategies that might be employed to manage these
challenges to lay a fully functional team.
To explain challenges faced by Multicultural team and
how to manage them
To give recommendations on effective management of
multicultural team.
To explain to what extent the multicultural team can be
managed
To explain to which extent the multicultural team
diversity can be used for the benefit of the organization.

CHALLENGES FACED
Direct versus Indirect communication
Trouble with accents and fluency
Differing attitude towards hierarchy
and authority
Conflicting norms for decision making
Difference in working style and quality
of work

STRATEGIES
ADAPTATION
STRUCTURAL INTERVENTION
MANAGERIAL INTERVENTION
EXIT

ADAPTATION
Perfectly works if team members
willing accept cultural difference.
Wastes less managerial time.
High involvement of team members.
Learning process.
Responsibility sharing as team
members find solutions of how to
sustain with the differences.

STRUCTURAL
INTERVENTION
Reorganization or Reassignments are
necessary to reduce interpersonal
disharmony.
Effective when team members are proud,
defensive, or holding on to negative
stereotypes of one another.
Another structural intervention might be to
split the team into smaller working groups
of mixed cultures or mixed corporate
identities.

MANAGERIAL
INTERVENTION
Refers to active participation of
manager or team leader in dealing
with the challenges.
Necessary when emotions or
behaviors of team members are
distracted or disrupted.
Needed when there is challenge with
considerable and measureable
consequences such as human
resources, financial or relationship.

EXIT
Last option for managing challenges
when neither adaptation nor managerial
and structural interventions is effective.
Unsatisfied team members often just
skip out of the rest of the project if the
conflict remains unresolved.
Team members either voluntarily leave
or a formal request from team
managers is the final solution.

MULTICULTURAL TEAM
EFFECTIVENESS MODEL

CRITICAL ANALYSIS
Managing multicultural teams is more difficult
Communication styles are totally different comparing between
western teams and eastern teams. It is getting more
complicated when both of these nationalities are mixed
together
Language and cultural differences are the main factors that
differentiate the teams
People with different cultural backgrounds also have different
expectation and motivation .
Different kinds of conflict are encountered in multicultural
teams like mistrust, misunderstanding of the task, schedule
etc.
Multicultural teams have team members from different
countries and cultures in which attitudes about their tasks and
responsibilities generally differ from each other .

RECOMMENDATION
Knowledge of various cultural backgrounds
Communication and language skills
Effective communication especially listening skill
Always keep being open-minded to everyone and
willing to learn new things
Ability to provide guidance and coaching to
employees for improvement
Be aware of cultural differences in the teams.
Listen and understand the problems of every
team member, provide support and
encouragement.

RECOMMENDATION CONTD.
Manager should be able to understand about
employees future plans, career objectives, and
things that give them satisfaction
Keeping equality within the team despite of
different cultural backgrounds
Listen and respect the opinions from team
members
Accept the differences and have appropriate
reactions towards difficult situations .
Sufficient comprehension of cultural
backgrounds and behaviors

TEAM MANAGEMENT
COMPETENCY MODEL.

THANK YOU IN A
MULTICULTURAL STYLE.