3. The difficulties of working in a

3. The difficulties of working in an international team

Whilst there are huge benefits to international team working, working with people from different backgrounds is not always straightforward. It can often be the source of those difficulties that make those experiences so valuable, but that does not necessarily make it any easier. Some of the key areas that international teams often experience problems in are discussed in this section.

Different value systems

One of the ways in which cultures differ is in their underlying value systems. Peoples values are expressed through what they say and what they do. Therefore people working together from different cultural backgrounds may find that they approach and execute tasks differently because of differences in their cultural values.

As noted in Section 2, having people within a team who have different perspectives and styles can be extremely valuable; however, different approaches have to be recognised, understood and fully utilised if they are to benefit the team.

Too often differences in style are simply seen as problems to be solved (usually by encouraging everyone to work in the same way). Understanding differences in value systems helps us to understand how and why individuals may behave differently to ourselves. This can help us work more effectively together and make the most of the benefits that those differences offer.

A number of models have been proposed to explain how the value systems of countries differ. The most frequently cited model is that proposed by Hofstede1. He suggests five fundamental dimensions to national culture. These can be summarised as:

1. Hierarchy Hofstede calls this dimension power distance; it relates to the extent to which individuals within a culture accept unequal distribution of power. At one end of this continuum are cultures that value hierarchy. In these cultures, the emphasis is placed on leader status; individuals will expect the team leader to provide direction and make decisions. Individuals within these cultures tend to be accepting of rules and questioning authority may be discouraged.

At the other end of the continuum are cultures that place a lot of emphasis on team involvement, with wide consultation and group decision-making being common. Questioning authority is likely to be accepted or even encouraged in these cultures.

2. Ambiguity - This dimension, labeled by Hofstede as Uncertainty Avoidance deals with the degree to which individuals feel comfortable with ambiguity. At one end of the continuum are cultures that encourage risk taking; in these cultures individuals are likely to feel very comfortable trying new and different ways of approaching things. At the other end of the continuum are cultures that place more value on routine, regulation and formality. Individuals in these cultures are likely to prefer tried and tested ways of doing things rather than taking risks with unknown methodologies.

3. Individualism - This dimension relates to the extent to which the individual values self-determination. In an individualistic culture people will place a lot of value on individual success and the need to look after oneself. At the other end of the dimension are collectivist cultures in which individuals will place more value on group loyalty and serving the interests of the group.

4. Achievement-orientation Hofstede describes one end of this dimension as masculine and the other end as feminine because it relates to values that have traditionally been associated with gender in western society. A culture at the masculine end of the continuum will be very achievement-oriented, valuing things such as success, achievement and money. At the other end of the continuum are cultures that place more value on aspects such as quality of life, interpersonal harmony and sharing.

5. Long-term orientation This dimension was a later addition to Hofstedes work. At one end of the continuum are cultures that focus on long-term rewards; at the other end are cultures that are more concerned with immediate gain.

Kết quả (Việt) 1:

3. The difficulties of working in an international teamWhilst there are huge benefits to international team working, working with people from different backgrounds is not always straightforward. It can often be the source of those difficulties that make those experiences so valuable, but that does not necessarily make it any easier. Some of the key areas that international teams often experience problems in are discussed in this section.Different value systemsOne of the ways in which cultures differ is in their underlying value systems. Peoples values are expressed through what they say and what they do. Therefore people working together from different cultural backgrounds may find that they approach and execute tasks differently because of differences in their cultural values. As noted in Section 2, having people within a team who have different perspectives and styles can be extremely valuable; however, different approaches have to be recognised, understood and fully utilised if they are to benefit the team. Too often differences in style are simply seen as problems to be solved (usually by encouraging everyone to work in the same way). Understanding differences in value systems helps us to understand how and why individuals may behave differently to ourselves. This can help us work more effectively together and make the most of the benefits that those differences offer.Một số mô hình đã được đề xuất để giải thích làm thế nào hệ thống giá trị của các quốc gia khác nhau. Hầu hết thường xuyên trích dẫn mô hình là đề xuất bởi Hofstede1. Ông gợi ý năm kích thước cơ bản để văn hóa quốc gia. Đây có thể được tóm tắt như:1. Hệ thống cấp bậc Hofstede gọi khoảng cách quyền lực kích thước này; nó liên quan đến mức độ mà các cá nhân trong một nền văn hóa chấp nhận các phân phối bất bình đẳng trong quyền lực. Tại một đầu của này liên tục là nền văn hóa mà giá trị hệ thống phân cấp. Trong các nền văn hóa, sự nhấn mạnh được đặt vào tình trạng lãnh đạo; cá nhân sẽ mong đợi lãnh đạo đội ngũ để cung cấp chỉ đạo và thực hiện quyết định. Các cá nhân trong các nền văn hóa có xu hướng chấp nhận các quy tắc và đặt câu hỏi chính quyền có thể được khuyến khích. Ở đầu kia liên tục là các nền văn hóa mà đặt rất nhiều nhấn mạnh vào sự tham gia của đội, với nhiều tư vấn và ra quyết định nhóm đang được phổ biến. Câu hỏi quyền có khả năng được chấp nhận hoặc thậm chí khuyến khích trong các nền văn hóa.2. mơ hồ - kích thước này, dán nhãn bởi Hofstede như sự không chắc chắn tránh đề với mức độ mà cá nhân cảm thấy thoải mái với sự mơ hồ. Tại một đầu của liên tục là nền văn hóa khuyến khích các rủi ro diễn; trong các nền văn hóa cá nhân có thể cảm thấy rất thoải mái thử cách mới và khác nhau của tiếp cận sự vật. Ở đầu kia liên tục là các nền văn hóa mà đặt giá trị nhiều hơn ngày thường lệ, quy định và hình thức. Cá nhân trong các nền văn hóa có khả năng thích cố gắng và thử nghiệm cách để làm điều đó chứ không phải là tham gia các rủi ro với không biết phương pháp.3. Individualism - This dimension relates to the extent to which the individual values self-determination. In an individualistic culture people will place a lot of value on individual success and the need to look after oneself. At the other end of the dimension are collectivist cultures in which individuals will place more value on group loyalty and serving the interests of the group.4. Achievement-orientation Hofstede describes one end of this dimension as masculine and the other end as feminine because it relates to values that have traditionally been associated with gender in western society. A culture at the masculine end of the continuum will be very achievement-oriented, valuing things such as success, achievement and money. At the other end of the continuum are cultures that place more value on aspects such as quality of life, interpersonal harmony and sharing.5. Long-term orientation This dimension was a later addition to Hofstedes work. At one end of the continuum are cultures that focus on long-term rewards; at the other end are cultures that are more concerned with immediate gain.