DUMF5106 Reflective Practice

  • Subject Code :  

    DUMF5106

  • Country :  

    UK

  • University :  

    University of Glasgow

Answers:

Cross cultural groups in the organisation can be defined as the global teams that incorporate who arrive from different culture and are unique experience. However I have observed that there are times when the organisation fails to consider the fundamental differences with the teams and it leads to conflict and frustration (Zhang and Peltokorpi 2016). According to my own personal viewpoint it can be stated that the right process of working in a cross culture group is through educating and training the employees. Since it is a complex process it will lead to involve activities like creating cross cultural awareness, coaching and consultation and cross cultural education. Therefore I feel that the process of cross culture groups should be prepared and there must be an awareness of the same. It is observed that when people are working together in a diverse workplace they often do not recognize the elements of different culture (North and Fiske 2015). Hence in order to gain trust, belief, understanding and perception educating the staff is important so that they can compare and contrast a new organizational culture within the diverse workforce.

According to my own personal viewpoint and experience, the strength of working within a cross cultural group can be stated as working with different cultural countries, working within various department of the same company in different regions, it also assist to form collaborative form of working with one project with different teams and can connect to suppliers and customers from different regions. Apart from the importance of working within cross cultural groups there is weakness of a cross cultural group that I came across. Some of the major challenges are:

  • There is a barrier in communication and expression because not all employees communicate in same language. Within our team there was a huge conflict due to certain forms of colloquialism which was misinterpreted most of the times.
  • Secondly during the virtual session effective means to share information, data and resources are crucial at the right which became the major challenge (Lokkesmoe, Kuchinke and Ardichvili 2016). There are too many work at the same time where I had to share the database, enabling the sharing of files, online chats and jointly tackling the projects which often led to a problem.

However the thing which I enjoyed working in cross cultural group is during the time of training for dealing with cross cultural challenges. As a team we were trained to deal with the challenging situation and become more effective in performing our individual job. It is because of the training that was imparted with the sole objective of dealing with the difficult situation with less effort. On the other hand, the thing which I disliked about the cross cultural group was the way some of the employees where influencing the others. They also attempted to dominate the process and influence the entire team to swing in their own conditions (Van der Horst and Albertyn 2018). Lastly, techniques in which the group was managed can be stated as:

  • Promoting to open communication
  • Encourages the team building activity
  • Adopting flexibility
  • Listing actively

Reference

Lokkesmoe, K.J., Kuchinke, K.P. and Ardichvili, A., 2016. Developing cross-cultural awareness through foreign immersion programs. European Journal of Training and Development.

North, M.S. and Fiske, S.T., 2015. Modern attitudes toward older adults in the aging world: A cross-cultural meta-analysis. Psychological bulletin, 141(5), p.993.

Van der Horst, C.A. and Albertyn, R.M., 2018. The importance of metacognition and the experiential learning process within a cultural intelligence–based approach to cross-cultural coaching.

Zhang, L.E. and Peltokorpi, V., 2016. Multifaceted effects of host country language proficiency in expatriate cross-cultural adjustments: a qualitative study in China. The International Journal of Human Resource Management, 27(13), pp.1448-1469.

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