Cultural diversity is the existence of different cultural or ethnic groups within a given group of people or population. It represents a heterogeneous cultural environment, where the cultural differences are respected by the members of the population or group. The report is about the key journal articles which are important to properly focus on the relevant patterns that help in determining the performance of the team.
The objectives of the project are to highlight the different factors which directly influence the performance of the team and then how the cultural diversity has a major influence on certain factors. The specific research questions are important to be identified through the views which are set about the cultural diversity and better performance of teams. The research methodology helps in identifying the common themes which can easily be incorporated with practicing and developing strategies for improving the team performance.
The project scope is based on reviewing the different factors which directly lead to influencing the performance of the team along with the cultural diversity that affects the performance of a team. The study highlights about the limitations on the different factors which can affect the teams and would not directly lead to the individual factors that contribute to the skills and competencies. The focus is on the limitations of the personal attributes which might be directly affected by the cultural diversity.
The cultural diversity in teams can have both positive and negative influences on the performance of the team. The study is about the cultural diversity and how the teams can work on improving the creativity and communication, satisfaction and a proper support which is among the social integration. The deep level diversity and cross-national factors involves the members from the different nationalities that involve the diversified members across nations (Nederveen et al., 2013). The teams need to focus on the knowledge with the different cultural background and how the different points could be viewed which can incorporate the development of knowledge as well. The members have a potential for providing the unique perspectives which are helpful for a better analysis and then supporting out of the box thinking and innovative ideas.
There are different factors which affect the performance of the team with organizational support (Bouncken et al., 2016). The higher level of organizational support can lead to the improvement of attitude with working on developing effective work among the members. It can help in the organizational development that leads to creating an atmosphere of better workforce efficiency. The understanding is about the focus on organization to maintain a diversified environment and provide opportunities for the members based on the participation in team work and working on the same platform with others (Niebuhr, 2016). The studies have highlighted in the workplace diversity with communication styles that are for handling the communication in the workforce. The effective communication is important as it will lead to improvement in understanding and bonding in between the members which is important for a better team performance. The influence of the cultural diversity is on the conflicts and how the diversities work through the processes with differences in opinions which can lead to the major conflicts among the team members. This also has a major effect on the contribution to the risks and economic diversities among the people which leads to the loss of interpersonal trust (Trax et al., 2015).
The management of the culturally diversified workforce can be a major challenge for the management but there are contexts of non-profit organizations that tend to span the professional, organizational and other national boundaries. There are managers who are working on maintaining the quality and the respect in the workforce that helps in giving rise to the differences in the needs and the employee expectations as well (Li et al., 2017). The risks of conflicts are related to work with the heterogenous workforce in the organization.
Primary Research
Q1: What are the different cultural diversity in teams?
Secondary Research
Q1: What are the different factors which are related to affecting the performance of team?
Q2: What are the different challenges which are being faced by the teams in managing the cultural teams and the relationship?
There are variations and the arguments which are based on the qualitative and the quantitative measures which leads to adopting the mixed methods. The mixed methods are based on applying the different data collection methods which are related to the interviews and the surveys of questionnaire. It directly allow a proper and detailed investigation that highlights on the cultural diversity in organization with the other different perspectives. Here, the use of the sources are helpful for the enhancement of data collection for the research. The elements of qualitative and quantitative collection of data are used where the methods define the wider range of questions to meet the requirements (Tröster et al., 2014). Hence, such a research is found to be descriptive and explanatory that helps in necessitating the use of the mixed methods as well.
The research highlights about the qualitative aspects of the data collection which tends to make it possible for properly understanding the different complex structures. They are important for the clear understanding and how they are important for matching with cultural diversity progress. The mixed research helps in gaining a proper understanding of the cultural factors which have a detailed open ended and closed ended questions. There are concurrent triangulation research approaches which are for the analysis of the qualitative and quantitative data methods.
The research is based on well structured interviews that help in conducting the responses on phone and face-to-face as well. It directly leads to ensuring about how the interviews can be worked with particular set of questions. The types of organization works with aggregation of different answers obtained (Jiang et al., 2016).
The sampling size is for 18 years of age people and above who are included in the study. Here, the assurance is about the perceptions which relates to the cultural diversity in teams The study is also about how they can improve the creativity and communication with satisfaction among the members for supporting the social integration (Paulus et al., 2016). The interviewing is done to get the reactions and proper views about concerning the cultural perspectives with the decision-making process. The identification of population is important to draw a sample with representatives that are being studied and finding a population which can be interpreted for studying about the same.
The sampling is about the simple random technique which is used for how the interview respondents work on answering the questions and then testing the hypothesis as well. The pilot study is done to carry out the study the same to determine the data collection effectively before the main survey is processed.
There are different variables which are considered important like the age, gender so that it is easy to analyze the thinking standards (Frijns et al., 2016). They are the dependent variables, where the independent variables are about the business and the other perspectives which are related to cultural improvement and matching level of effectiveness as well.
The collection of data is done through the sample study, where the forms of participants and the responses are promised to be confidential and then only compiled for the different views of participants (Hajro et al., 2017). This is done for making a general conclusion and recommendation. The questionnaires are then for the respondents which are sent through the emails and then addressing about how one can delivery it by hand through research assistants. The participants are then also asked to submit the questionnaires back for the further research. The responses are added in the form of Microsoft Excel, which are then edited and encoded to work with proper SPSS version for 17 data analysis software. The use of descriptive statistics are the means, mode, and the 5 Likert scale which results in the form of presenting the tables, charts and the graphs. The use of multilinear regression is to find out the use of cultural perspectives in the organizations (Tasheva et al., 2018).
Here, the responses are received from the questionnaires which are then used by the Microsoft excel, and then edited or coded as needed. The data needs to be exported with proper SPSS versions with 17 data analysis software that are for using the descriptive analytics like the means, mode and the 5 Likert scale. The results are determined in the form of tables and the graphs. The multilinear regression model is to highlight on finding the effectiveness with focus on the cultural perspectives in an effective manner (Homan et al., 2015). The multi-linear factors and the regression controls are mainly for determining the effects on independent variables which has an offer of information that concerns the effects related to the independent variables as well.
The use of the different mixed methods research is to highlight on the validity and the result reliability factors. They are based on the primary data set which is for the testing of validity and then conducting the results which can easily be reproducible. The secondary data is important as there is no need to carry out the tests which have been published and then they are also singed for the cultural performance and their improvement.
The limitations for the methodology are based on how the research needs to be conducted for a long term. It includes the research where the resources need to be collected properly for answering the different questions (Dau, 2016). Apart from this, there is a need to focus on how the discrepancy of the results could be handled which might not be collaborative as well. The respondents tend to reach out and send the questionnaires which might be focusing on the possibility of biasing when related to the terms of reading, writing and then making use of the different services of internet.
Conclusion
The organizations need to work with understanding the importance of team performance through the major negative and positive perspectives. The qualitative analysis is done for developing an understanding along with identifying the resources that could be effective for improving the communication (Doerr et al., 2015). The pointed factors highlight about the diversified workplace that helps the employees to adapt to the effective communication skills.
References
Bouncken, R., Brem, A. and Kraus, S., 2016. Multi-cultural teams as sources for creativity and innovation: The role of cultural diversity on team performance. International Journal of Innovation Management, 20(01), p.1650012.
Dau, L.A., 2016. Biculturalism, team performance, and cultural-faultline bridges. Journal of International Management, 22(1), pp.48-62.
Doerr, B.M., Sherman, E.L. and Chatman, J.A., 2015. Making the Most of Diversity: How Collectivism Mutes the Disruptive Effects of Demographic Heterogeneity on Group Performance.
Frijns, B., Dodd, O. and Cimerova, H., 2016. The impact of cultural diversity in corporate boards on firm performance. Journal of Corporate Finance, 41, pp.521-541.
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.
Homan, A.C., Buengeler, C., Eckhoff, R.A., van Ginkel, W.P. and Voelpel, S.C., 2015. The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams. Journal of Applied Psychology, 100(5), p.1456.
Jiang, X., Flores, H.R., Leelawong, R. and Manz, C.C., 2016. The effect of team empowerment on team performance: A cross-cultural perspective on the mediating roles of knowledge sharing and intra-group conflict. International Journal of Conflict Management, 27(1), pp.62-87.
Li, C.R., Lin, C.J., Tien, Y.H. and Chen, C.M., 2017. A multilevel model of team cultural diversity and creativity: The role of climate for inclusion. The Journal of Creative Behavior, 51(2), pp.163-179.
Nederveen Pieterse, A., Van Knippenberg, D. and Van Dierendonck, D., 2013. Cultural diversity and team performance: The role of team member goal orientation. Academy of Management Journal, 56(3), pp.782-804.
Niebuhr, A., 2016. 7 Economic effects of migration and cultural diversity. International Innovation Networks and Knowledge Migration: The German–Turkish nexus, p.117.
Paulus, P.B., van der Zee, K.I. and Kenworthy, J., 2016. Cultural Diversity and Team Creativity. In The Palgrave Handbook of Creativity and Culture Research (pp. 57-76). Palgrave Macmillan, London.
Tasheva, S.N. and Hillman, A., 2018. Integrating diversity at different levels: multi-level human capital, social capital, and demographic diversity and their implications for team effectiveness. Academy of Management Review, (ja).
Trax, M., Brunow, S. and Suedekum, J., 2015. Cultural diversity and plant-level productivity. Regional Science and Urban Economics, 53, pp.85-96.
Tröster, C., Mehra, A. and van Knippenberg, D., 2014. Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance. Organizational Behavior and Human Decision Processes, 124(2), pp.245-255.
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