建立跨文化团队完整版

答卷封面

(COVER)

评阅结果

Final mark

评阅人

Examiner

课程名称（Subject）：国际商务文化

编号 (No.)： 15-16-2-011159A

系别 (Department): 英语系

专业(Major)：英语

姓名(Name)：季伟彤

学号(Student’s Number)：BC13110311

注意事项（Notes）

1.考生需按题签将上述有关项目填写清楚

2.字迹要清楚，保持卷面清洁。

3.交卷时请将本答卷和题签一起上交，题签作为封面下一页装订。

1、Candidates should fill in the information appropriately.

2、Keep the handwriting clear and the paper tidy.

3、Candidate should hand in this cover and paper together; the answer sheet should be attached to the cover.

机密（Confidential）编号（No.）：15-16-2- 011159A

试题（Test）

课程名称（Subject）：国际商务文化考核类别（Type of test）：考试课程类别(Type of course) :专业限选课考试形式(Test type) : 论文使用范围（Target group）：2013级（全体学生）营销服务模块

2013级（全体学生）文秘模块

I Please choose one of the following topics to write a final term paper: Topic 1:

Cross-cultural Impact on Marketing

Topic 2:

How to Build up a Strong Cross-cultural Team

Topic 3:

Take Examples to Explain Cross-cultural Business Ethics

Topic 4:

Analysis on the sentence “Giving is the Business of the Rich” by Goethe

Topic 5:

Study on Different Positions of Men and Women in Global Business

II Requirements:

Word number of abstract: 100

Number of key words: 3-5, separated with “;”

Word number of main body: 1200-1500

Structure: 3 sections at least: background or introduction, raising question and analyzing question then solutions or conclusion.

Number of reference documentation: 3-5

E.g.: [1] 葛家澍，林志军.现代西方财务会计理论[M].厦门：厦门大学出版社，2001：42.

[2] Gill, R. Mastering English Literature [M]. London: Macmillan, 1985: 42-45.

[3] 王丽，论语言的发展[J]，https://www.360docs.net/doc/1012366559.html,/question/379989680.html，高等教

育，1999, (3): 62 – 67./2013-06-10

Word size: Topic: times new roman using no.4 font, overstriking

“Abstract”,” Key W ords” and” R eferences”: overstriking and little 4 font

Contents of abstract, key words and references: little 4 font

Main body: Times New Roman using no. little 4 font

Distance between lines: 1.25

How to Build up a Strong Cross-cultural Team

Abstract:

The goal can not be achieved without a well functioning platform, and efficient cross cultural project team is a platform for the success of overseas projects. Efficient cross cultural project team needs the project manager to establish a good communication mechanism, a reasonable internal division of labor, deal with the cooperation of foreign staff, and in the project human resources management.

Key Words: Cross-cultural Team; Advantage; Disadvantage

References:

<团队建设与管理> 陶金暨南大学出版社2010年03月

<跨文化的团队建设研究> 付英哲《现代经济信息》 2012年19期

<跨文化商务沟通>庄恩平首都经济贸易大学出版社 2011-01-01

1 What is a cross cultural team

Cross cultural group refers to a team composed of members from different cultures. According to the degree of diversification of the team is different, can be divided into:

(1) the symbolic cultural group, which is a member of a team from a different culture;

(2) the dual culture team, that is, the members of the team from two cultures and the number of personnel;

(3) multicultural teams, namely, the members of the team from more than two kinds of culture.

2 Strengths and weaknesses of cross cultural teams

2.1 Advantages of cross cultural teams

2.1.1 Diversification can increase the creativity of the team. Relative to a single cultural team, members of the cross cultural team has a broader perspective. When faced with the same problem, the team members can think from more angles, which makes the cross cultural team has the potential to brew more and better ideas. At the same time, the differences in thinking habits and perspectives can greatly reduce the possibility of group thinking.

2.1.2 Diversified force members to pay more attention to and understanding of other members. Working in a cross-cultural team, people tend to be more cautious than working in a single culture group. Therefore, members pay more attention to the views and ideas raised by other members of the culture, but also will spend more time to understand and consider other people's intentions and arguments. This creates a good condition for the team to improve performance.

2.1.3 Rich creativity may improve the quality of the team's decision-making. Due to the potential creativity of cross cultural teams, members can generate more alternatives and recommendations for group decision-making, so that the team can produce a better solution, so as to achieve high quality group decision-making.

2.2 The disadvantage of cross culture team

Due to the cultural differences between members, cross cultural team has a potential disadvantage, if the management is improper, may lead to decline in team effectiveness.

2.2.1 Diversification led to the lack of cohesion team. Cultural differences may lead to a negative attitude among team members, resulting in the difficulty of establishing mutual trust between the members to increase, reduce the attractiveness of each other, the efficiency and effectiveness of communication. For example, people tend to use their mother tongue. In the cross culture team and members of the same culture often subconsciously use their native language for communication, but this time members of other cultures is likely to cast doubt on this, eventually leading to mutual distrust, lack of team cohesion.

2.2.2 Cross cultural communication errors. In cross cultural communication, the use of the same language by members of different mother tongue will lead to a series of problems. First of all, we must reduce the speed of communication between the two sides to take care of non-native party, directly lead to decrease the efficiency of communication. At the same time, members of the non mother tongue are likely to be incorrect because of the language proficiency. Secondly, cross cultural factors will lead to the decline in communication accuracy. Non native speakers can reduce the accuracy of communication if they are not

familiar with the background culture of language and communication language. Experience also shows that even though some people engage in translation, there is still a possibility of communication errors, because there are obvious differences in the perception of people in different cultures.

2.2.3 Members will feel greater pressure. In the face of different cultures, the team members will inevitably feel more pressure than in a single cultural team. These pressures can directly affect the behavior of members, such as conflict, tension or serious differences on the same issue and other acts, which led to the overall performance of cross cultural team to reduce.

3 Influencing factors of cross cultural team performance

3.1 Cross cultural team management. The cross culture team to get the right management team, can avoid weaknesses, performance can be significantly improved. In practice, the diversity of cross cultural teams is often ignored or management is not appropriate, and its performance will inevitably make the organization disappointed. The cross culture team management including: through cultural sensitivity training to team members to learn more about cultural differences, and enhance mutual understanding; help team and its members to clarify the team's goals, tasks, in team work, effectively solve among the members of the cross cultural conflict, reducing the loss of team process.

3.2 Cross cultural team task type. Creative or calendar official line. The degree of diversification of a cross culture team what should much, depending on the nature of the task team. When each member of the team is engaged in the same work, the higher the homogeneity of the team members, the higher the efficiency of the operation. At this point, the homogeneity of the team's performance is higher than the cross cultural team. Solve the task requires different types of highly professional people to complete, the requirements for creativity will be improved, at this time

a highly diversified cross cultural team can play a role.

3.3 The team at the stage. Team life cycle includes different stages, in which the team needs to solve the problem is also different. If the cross-cultural team in the initial, work and action of these different stages can handle the focus of the work, then the team's performance will be greatly improved. For example, in the early days of cross cultural team, to establish cohesion is the focus of team building, this time need to enhance mutual understanding and trust among team members. Subsequently, creativity becomes more important, the team must create a variety of conditions to promote the development of creativity Adler.

3.4 The composition of cross cultural team. The number of members of different cultures in cross cultural teams will affect the level of participation of members in team decision making. Members of the dominant culture are usually dominant in the decision-making process

across cultural groups, and minority cultural members are difficult to express their views in team decision making.

3.5 The distribution of the rights of the team a reasonable degree. Due to the composition of the members of the situation, professional and the role of the team in the differences, cross cultural team in the power allocation is a complex task. Unfair distribution of rights will lead to conflicts among members and affect the overall performance of the team.

Cross culture team produced high performance because reasonably using the diversity of the team. When diversity can enhance performance by its diversity, when lower diversity performance, reduced diversity effects. The following article describes how to better manage the multi cultural team, thus more effective use of the diversity of cultural teams.

4 Team member selection

4.1 Once the recognition of team cultural background diversity, managers in the selection of members, should not be based on their ethnic groups, but should mainly look at their ability to work with the task. In order to maximize the efficiency of the team, the choice of the members should be the ability to maintain a consistent level of heterogeneity, in order to ensure a variety of ways to solve the problem.

4.2 Recognize the difference team

Should not be ignored or reduce cultural differences, if not the first to recognize, understand and respect cross-cultural differences, the team

can not begin to enhance communication. In order to strengthen the recognition of differences, the team members should first under the premise of don't explain or not in the evaluation of culture, the current each kind of culture is described, before beginning to understand and respect, team members must know their cultural limitations and possible restrictions in inadvertently to other cultural background of peer expectations, only members began to recognize the difference between the actual and they can understand the idea of members from other cultures and why they should do so. And then, what management needs to know is that every member of the culture can contribute to the creation of these contributions.

4.3 The establishment of vision or extraordinary goals

Cross cultural team members to achieve consensus on the objectives and tasks are often more difficult than the homogeneous team. In order to make the most of the team performance, the leader must help the team to establish a common vision or extraordinary goal. This goal should transcend the differences of individual members, higher goals need to be coordinated and cooperative between team members, reduce bias, enhance mutual understanding. The training network believes that this approach is particularly effective when the team members need to continue the support of other members in order to get a very important result for all members of the culture and the entire organization.

4.4 The right to share

Members of a team have more fully participate in team affairs. The team will usually have more and better ideas, so cultural domination has inhibitory effect to improve the performance, it suppresses the nondominated members to contribute. In a multinational team, the leader must be wary of the inappropriate rights granted to the host country's members. Team leader should be in accordance with the ability to complete the task of each member size, rather than according to the relative merits of the relative merits of some of the default.

4.5 Provide feedback

A single culture team based on members have similar values, can quickly establish the criteria for evaluation, and cross cultural team in the final agreement before the end of the process usually have to go through a difficult process. In order to encourage the effective operation of the team, the manager should provide the team members with positive feedback about the operation process and the result of the operation. Also if you can teach the team member to pay much attention to diversity, admitted contribution made by each member, trust the team's collective judgment, the positive external feedback is often helpful to team members to the team as a whole view.

The goal can not be achieved without a well functioning platform, and efficient cross cultural project team is a platform for the success of

overseas projects. Efficient cross cultural project team needs the project manager to establish a good communication mechanism, a reasonable internal division of labor, deal with the cooperation of foreign staff, and in the project human resources management.