Group-Level of Analysis and Cross-cultural Teams

Case study 2: Group-Level of Analysis and Cross-cultural Teams
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Introduction
When working with a team from diverse background there is likely to be more challenges from differences in values, attitudes, and language barriers (Durant & Shepherd, 2009). The dynamics of coordinating global teams requires that leaders understand how communication affects cross-cultural groups. The case for understanding how culture affects the working teams is that individual in the U.S favors individualism while the Chinese favor collectivism working culture. The takeover of PetGourmand by Bon Vivant Specialties (BVS) presents a challenge since conformity and commitment to the workplace are likely to be different. The two companies have followed different management structure and now the merged company will likely have to follow the flat organizational structure preferred by BVS.
Consulting practice
ABC consulting will offer services in cross-cultural consulting and training, while offering learning programs to ensure that operations of clients run smoothly despite organizations having a global reach. Global teams experience cultural differences, and understanding the diverse communication styles of teams improves collective productivity. To ensure that there is better productivity in teamwork, the learning will focus on sensitizing the team members to adapt the environment to the cultural differences. While working in virtual teams, dealing with the cross-cultural interaction ensures that there is effective collaboration among team members and mutual trust is fostered.
Teamwork
The role of teamwork in the workplace has grown more prominent in the recent years, as organizations seek to integrate team members to work on different projects. The case for working with a team remotely, is that it can enhance mutual trust among the team members since the individuals work together to achieve the desired results (Boag, 2013). However, there is a need tic carefully manage the teams, since some individuals are more creative while working alone. This highlights the need to balance team work with independent working if organizations are to leverage the benefits of the two approaches. Some of the most creative ideas have been made when people are working alone rather than conforming to group dynamics (Cain, 2012). Nonetheless, there is no denying that groupthink also has its benefits in the workplace allowing the workers to build trust, while also providing an avenue to exchange ideas in a stimulating manner (Cain, 2012).
Challenge in managing teams
The observation that motivated people need not be in groups to work productively supports the premise that they are likely to achieve better results and sue their creativity, but might be hesitant to give their input in teams and working teams. This is mostly because some people sit back and let the team leaders to provide direction and they simply follow the general consensus. There is a need for proper management of the teams to ensure that the members are motivated as the team gets larger it becomes to manage affairs. On one hand, workers desire autonomy and independence, but working in teams can make it easier to work on big proj...