The contemporary issues of the project management is been the introduction of the multicultural employees within the projects. The employees are been handled the project with the degree of efficiency they have in their respective job and for a specific project it can be found that people of different region are been incorporated for completing the project by working in a team. Therefore, multiculturalism is one of the main contemporary issues on the field of project management. The reason for choosing multiculturalism is the business in 21st century depends on its global enrichment and therefore various factors greatly influence globalisation.
The modern projects are been constructed globally and therefore the teams are been formed with people from various areas and of different cultures and therefore the issue of multiculturalism will prevail at the time of starting the projects (Kerzner 2013). In this assessment a literature review is conducted on the research of second authors and the review with the respective journal name is stated below
The literature review is conducted on the understated articles. The articles are:
The topic regarded as the contemporary issue of project management is Multiculturalism and the author in this article stated that culture is a Critical Success Factor in the field of project management. In the literature the author wanted to refer the national culture played an important role more than the culture of organisation or profession. The author focused his work on the Hofstede that reflects on the four dimensions like power distance, masculinity against femininity, individualism versus collectivism. These dimensions give a vivid insight of relationship between business cultures (Eberlein 2008).
The concept of this article is that in 21st decade the globalisation has a statutory impact on the project management. The article is done on the existed literature, theoretical frameworks as well as on the methodologies of culture and project management distinctively but very few work is been done on the link in between culture and management of project on the field of globalisation. The article is qualitative exploratory as there exists utilisation of questionnaire supported by the open questions that are been administered by the experts who have quantum experience on projects management (Leite 2016). The questionnaire format helps in recording the information regarding the demographic data and the other section focuses on the domestic projects as well as international projects and the main objective is recording the experience of experts and the final section of the project is on the multi-cultures of the employees. The sample chosen for the article are the employees of India, USA and Europe. The size of the sample is too small for inferring the conclusion as 15 experts are been considered.
On the context of reliability of the literature the author was biased as he has not selected the relations with interviewer as well as participants were been assured of usage of data as anonymity. The biasness of the observers were been handled as the questionnaire permits the adequate preparation and the sample bias helps in selecting people from categories of various stakeholders, various roles of jobs having the background of various cultures. The validity was been assured by constructing questions for attracting the appropriate responses (Verburg, Bosch-Sijtsema and Vartiainen 2013).
The technique of analysis applied for collecting the data. The study primarily helps in sorting the knowledge of the experts on the success of the projects on 3 problems like time, quality and budget and the affirmation of the interviewees are been done on the successful management of projects that possesses good capabilities of leadership, excellent skills of communications, having emotional intelligence and the people should be aware of the cultural differences (Chhokar, Brodbeck and House 2013). The major challenges of culture are communication, languages, behaviours and attitudes.
The significant limitation regarding the study is the size of the sample. The samples collected are been limited only for the three regions like Europe, India and America. The findings might not be appropriate with the similar sector of IT in different countries like Africa and South America.
The article in a whole is significant as it tackles the major emerging problems and it is critical for implementing the projects. The article results in supporting the previous research by limited way and most of the cases concentrate on culture as well as project management and it does not combines in the light of globalisation as well as the study helps in contributing for both theory as well as practice by development of the integration model of the project management (Moran, Abramson and Moran 2014).
The topic is on the Multicultural Teams which is been connected by culture, leadership, decision making as well as communication. The main objective of this paper is highlighting the fact and participates for the exchange of information by intercultural communication. The employee of different cultures plays significant role in maintaining the relationship in an optimistic way and performing effectively in the group (Hairo, Gibson and Pudelko 2017). The research work of the author is done based on the research of Eugene Bundkoweske. Eugene in his work described the culture which is mostly as the structure of onion.
The conceptual context of the paper is based on foundation beliefs of the people, values as well as preferring the life meaning. People when working in teams of multicultural has the belief, preferences and values that the other people will be judged on the basis of their cultures.
Considering the evidence the arguments of the author is on the basis of the work done by the previous researchers on the background of culture of the employees. It has an impact on the behaviour of employees in multicultural team. The leader plays an important role in regulating behaviour of the employees in the multicultural teams. The after effects of the investigation uncover very intriguing thoughts (Hackman and Johnson 2013). The leader within a multicultural group must assume a significant part in getting the colleagues concentrate on shared objective by building up a typical vision keeping in mind the end goal to manufacture a climate of trust inside the gathering, execute hones that assistance to change mentalities assembles comprehension and certainty within the team members.
The real constraints of the examination are work of one man yet it was taking a gander at numerous human related ideas. Had this investigation been done by more than one individual, it may have uncovered a considerably wealthier assortment of discoveries (Scott and Wildman 2015). One individual may have passed up a major opportunity critical thoughts.
In general, the investigation is vital as it has obviously highlighted the connection between culture, initiative, correspondence and basic leadership in multicultural group. The key discoveries is that the investigation brings out parts that constitutes culture like shared esteems, demeanours, convictions and traditions, the significance of people groups establishment convictions in deciding their future conduct which is connected to the way individuals judge others in multicultural groups and a pioneer’s part in controlling his colleagues share a typical vision and advancing conduct which changes states of mind, construct trust and certainty among colleagues (Berson et al. 2015).
Conclusion
The majority of the projects in the modern days are global in nature. The people of various geographical areas can integrate within the team with different cultures. The impact of the culture on the people with values has an effect as the behaviour of the people affects the other employees in the group. The success of the project management thus completely depends on the leader managing well the issues of multicultural effect within the group.
Reference List
Berson, Y., Halevy, N., Shamir, B. and Erez, M., 2015. Leading from different psychological distances: A construal-level perspective on vision communication, goal setting, and follower motivation. The Leadership Quarterly, 26(2), pp.143-155.
Chhokar, J.S., Brodbeck, F.C. and House, R.J. eds., 2013. Culture and leadership across the world: The GLOBE book of in-depth studies of 25 societies. Routledge.
Eberlein, M., 2008. Culture as a critical success factor for successful global project management in multi-national IT service projects. Journal of Information Technology Management, 19(3), pp.27-42.
Hackman, M.Z. and Johnson, C.E., 2013. Leadership: A communication perspective. Waveland Press.
Hajro, A., Gibson, C.B. and Pudelko, M., 2017. Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), pp.345-372.
Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Leite, C.C., 2016. Evolutions in Transnational Authority: Practices of Risk and Data in European Disaster and Security Governance (Doctoral dissertation, Université d’Ottawa/University of Ottawa).
Moran, R.T., Abramson, N.R. and Moran, S.V., 2014. Managing cultural differences. Routledge.
Scott, C.P. and Wildman, J.L., 2015. Culture, communication, and conflict: A review of the global virtual team literature. In Leading global teams (pp. 13-32). Springer New York.
Verburg, R.M., Bosch-Sijtsema, P. and Vartiainen, M., 2013. Getting it done: Critical success factors for project managers in virtual work settings. International journal of project management, 31(1), pp.68-79.
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