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Case Study Introduction Thebusinesslandscapetodayischallengedwithglobalization,rapidlyemerging technologies, artificial intelligence, ageing workforce, diverging national cultures, millennial work force, environmental degradation, and instability in political leadership in major parts of the world. Diversity and inclusivity are no longer just corporate buzz-words but a legitimate demand for all corporations. Q1 Jane has to leverage on the strengths of the diverse team while handling the challenges posed by the differences. In managing multicultural teams, it is imperative that every member feels valued and not culturally discriminated against. Jane should strive to maintain trust and open communication between all team members so that the diversity may play a complementary role rather than being a hindrance to their communication (Ho & Bauder, 2012; Mach & Baruch, 2015).A common understanding of accepted means of communication such as language and style can go a long way to achieving optimal team performance (Marlow, Lacerenza, & Salas, 2017). Q2 The differences in multicultural teams can pose challenges of creating mistrust between the members, a sense of alienation or marginalization from the group, and an overall decline of sharing knowledge amongst group members (Bhardwaj & Sharma, 2017).Purdy and Manning (2015) surmised that listening and respecting a different point of view because of cultural differences is a major concern, especially when combined with a technology that does not involve a face-to-face or real time conversation amongst the members.Members may interpret certain words or gestures incorrectly owing to their pre-conceived cultural notions that may pose a challenge in effective communication. Q3 Jane needs to streamline the present team members to have a common shared goal and style of communication.She can start with having a formal reporting and feedback process that enables the team to know at all times their expected goals as well as any re-evaluation, if necessary. Jane can set up a specific routine of team members reporting together on progress 1
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of work done every week. A continuous feedback process would ensure that all team members are always in the loop and do not get frustrated waiting around for an answer (Hunsaker & Hunsaker, 2008; Zeik & Smulowitz, 2014). Conclusion It can be said that the world is fast developing into a melting pot of cultures.Multicultural communication, at the first blush, seems daunting. The case shows that MNCs with effective planning and coordination can leverage these approaches to accrue their optimal benefit. 2
References Bhardwaj, S. and Sharma, V., 2017. A Study on Managerial Communication in Multicultural Workplace.BVIMSR’s Journal of Management Research,9(1), p.60. Hunsaker, P.L. and Hunsaker, J.S., 2008. Virtual teams: a leader's guide.Team Performance Management: An International Journal,14(1/2), pp.86-101. MabelHo&HaraldBauder,2012.‘Wearechameleons’:identitycapitalina multiculturalworkplace,SocialIdentities,18:3,281-297,DOI: 10.1080/13504630.2012.661997 Marlow, S.L., Lacerenza, C.N. and Salas, E., 2017. Communication in virtual teams: A conceptual framework and research agenda.Human Resource Management Review,27(4), pp.575-589. Mach, M. and Baruch, Y., 2015. Team performance in cross cultural project teams: The moderated mediation role of consensus, heterogeneity, fault lines and trust.Cross Cultural Management,22(3), pp.464-486. Purdy, M. W., & Manning, L. M., 2015. Listening in the multicultural workplace: A dialogue of theory and practice.International Journal of Listening,29(1), 1-11. Ziek, P. and Smulowitz, S., 2014. The impact of emergent virtual leadership competencies on team effectiveness.Leadership & Organization Development Journal,35(2), pp.106-120. 3