Diversity in these teams is surely coupled with execution if visible and informational characteristic challenges are taken care of. Diverse teams have been shown to produce a better assortment of thoughts, draw on a greater store of unspoken knowledge, make better decisions, and more effectively complete complex tasks than individuals (Boiney, L., 2001).
Culture affects work groups and teams through three interrelated but distinct mechanisms (Thomas, 1999). Each mechanism operates within a different managerial level however; each includes motivational and cognitive components. The three mechanisms are cultural norms /values, work group cultural composition, and relative cultural distance (Thomas, 1999). One of the challenges for teams today is to turn cultural diversity into an advantage (Thomas, 1999).
A persons ethnically based customs for performing in a team are derived from ones previous experience with groups within ones own civilization. When faced with an innovative team and confronted with certain ways as how to conduct yourself, people trust in the behavior that has been learned from their own culture (Thomas, J., 1999). Some of the characteristics of this mechanism can be damaging if they are used with no approval from the group. This can be detrimental for the reason that it marginalizes individuals who are not from the domineering civilization.
Cultural Composition is the amount of diverse backgrounds within the team. This composition is capable of having negative or affirmative effects. Difficulty in communicating can cause a negative effect. Cultural composition can be positive as a result of added thoughts and techniques.
Relative Cultural Distance is the extent to which an individual is culturally different from other group members (Thomas, 1999). This produces self-assurance, which may have a positive or negative outcome dependent View More »