代写assignment范例：Factors of Multicultural Team Management
代写assignment范例-多元文化团队管理的因素。本文是一篇由本站代写服务提供的留学生管理学assignment写作范文。主要内容是讲述文化的定义有几个要素对我们理解文化问题与国际管理之间的关系很重要。文化是后天习得的——这意味着它不是天生的；人们从小就被社会化，学习他们文化的规则和规范。下面就一起来看一下这篇留学生assignment代写范文
There are several elements of the definition of culture that are important in our understanding of the relationship between cultural issues and interna-tional management. Culture is learned – this means that it is not innate; people are so-cialized from childhood to learn the rules and norms of their cul-ture. It also means that when one goes to another culture, it is possible to learn the new culture. Culture is shared-this means that the focus is on those things that are shared by members of a particular group rather than on indi-vidual differences; as such, it means that it is possible to study and identify group patterns. Culture is compelling-this means that specific behavior is deter-mined by culture without individuals being aware of the influence of their culture; as such, it means that it is important to understand culture in order to understand behavior. Culture is an interrelated set-this means that while various facets of culture can be examined in isolation, these should be understood in the context of the whole; as such, it means that a culture needs to be studied as a complete entity. Culture provides orientation to people-this means that members of a particular group generally react in the same way to a given stimulus; as such, it means that understanding a culture can help in determining how group members might react in various situations. Because culture is so fundamental to society, it influences people’s behaviors in critical ways. Effective management depends, at least in part, on ensuring that people behave in ways that are appropriate for the organization. This means that understanding culture is important for managers. Where cultural differences exist they may need to be accommodated to achieve desired behavior and results.
文化的定义有几个要素对我们理解文化问题与国际管理之间的关系很重要。文化是后天习得的——这意味着它不是天生的；人们从小就被社会化，学习他们文化的规则和规范。这也意味着，当一个人去另一种文化时，就有可能学习新的文化。文化是共享的——这意味着关注特定群体成员共享的东西，而不是个人差异；因此，这意味着研究和识别群体模式是可能的。文化是令人信服的——这意味着特定的行为被文化所阻止，而个人却没有意识到其文化的影响；因此，这意味着为了理解行为，理解文化是很重要的。文化是一个相互关联的集合，这意味着虽然可以孤立地审视文化的各个方面，但应该从整体的角度来理解这些方面；因此，这意味着一种文化需要作为一个完整的实体来研究。文化为人们提供了方向——这意味着特定群体的成员通常对给定的刺激做出相同的反应；因此，这意味着了解一种文化可以帮助确定团队成员在各种情况下的反应。因为文化是社会的基础，它以批判的方式影响着人们的行为。有效的管理至少在一定程度上取决于确保人们以适合组织的方式行事。这意味着了解文化对管理者来说很重要。在存在文化差异的地方，可能需要适应这些差异，以实现所需的行为和结果。
Values are useful in explaining and understanding cultural similari-ties and differences in behavior; thus, understanding values and their cultural basis is helpful to international managers. If international managers understand how values can vary from culture to culture, they are more likely to accept and interpret correctly behavioral dif-ferences. This acceptance and correct interpretation, in turn, enable managers to interact effectively with others whose values and be-haviors are unfamiliar.
价值观有助于解释和理解行为中的文化相似性和差异；因此，了解价值观及其文化基础有助于国际管理者。如果国际管理者了解不同文化的价值观是如何变化的，他们更有可能接受并正确解释行为差异。这种接受和正确的解释反过来又使管理者能够与价值观和行为不熟悉的其他人有效互动。
It is helpful to define the concept of cultural values, as well as to distinguish it from and relate it to other concepts. This serves to delineate the domain of cultural values, and to underscore their importance to international managers. The following discussion begins with cul-tural values, and then examines needs, attitudes, and norms. These latter concepts are all similar to that of cultural values, but each contributes somewhat differently to behavior.
这有助于界定文化价值观的概念，并将其与其他概念区分开来。这有助于界定文化价值的领域，并强调其对国际管理者的重要性。以下讨论从文化价值观开始，然后考察需求、态度和规范。后一种概念都与文化价值观相似，但对行为的贡献有所不同。
Values have been described as enduring beliefs those specific modes of conduct or end states of existence are socially preferable to their oppo-sites (Rokeach 1973); a value system is seen as a relatively permanent perceptual framework that influences an individual’s behavior (England 1978). Values establish the standards by which the importance of every-thing in society is judged. Throughout these definitions, the important issue for international management appears to be the role of social val-ues in behavior. In a general sense, values and norms are societal, while needs and attitudes are individual. Values interact with needs, attributes, and norms, as the following discussion explains.
价值观被描述为持久的信念——那些特定的行为模式或生存的最终状态在社会上比他们的对手更可取（Rokeach 1973）；价值体系被视为影响个人行为的相对永久的感知框架（England 1978）。价值观确立了评判社会中每件事的重要性的标准。纵观这些定义，国际管理的重要问题似乎是社会价值观在行为中的作用。从一般意义上讲，价值观和规范是社会的，而需求和态度是个人的。正如以下讨论所解释的，价值观与需求、属性和规范相互作用。
Needs are described as forces motivating an individual to act in a certain way; once satisfied, needs no longer have an impact on behavior. For example, a need for food motivates people to seek food; once people have eaten; they normally no longer seek food (unless motivated by other needs). Cultural values interact with individual needs because they in-fluence how people choose to satisfy their needs. It is generally accepted that two of the most basic and universal hu-man needs are the need for food and the need for sex, yet satisfaction of these needs differs because of societal values. In most societies the value of human life precludes cannibalism. Societies often have accepted times for eating, and even when people are hungry, they observe these timeframes. Similarly, social customs regarding sexual partners limit satisfaction of sexual needs.
需求被描述为激励个人以某种方式行事的力量；需求一旦得到满足，就不再对行为产生影响。例如，对食物的需求促使人们寻找食物；一旦人们吃过东西；他们通常不再寻求食物（除非出于其他需求）。文化价值观与个人需求相互作用，因为它们影响人们如何选择满足自己的需求。人们普遍认为，胡人最基本和普遍的两种需求是对食物的需求和对性的需求，但由于社会价值观的不同，对这些需求的满足程度有所不同。在大多数社会中，人的生命价值排除了食人行为。社会通常会接受吃饭的时间，即使人们饿了，他们也会遵守这些时间框架。同样，关于性伴侣的社会习俗限制了性需求的满足。
Many societies practice restrictions regarding food, often associated with religious rituals. During Lent, Christians may forgo favorite foods or limit their intake of meat. During the month of Ramadan, Muslims fast completely during daylight hours. Some sects eat no meat, some do not allow beef, and others prohibit shellfish or pork, and still others proscribe certain combinations of foods. Individual needs are put aside to observe these restrictions.
许多社会对食物实行限制，通常与宗教仪式有关。在四旬斋期间，基督徒可能会放弃最喜欢的食物或限制肉类的摄入。在斋月期间，穆斯林完全在白天禁食。一些教派不吃肉，一些教派不允许牛肉，另一些教派禁止贝类或猪肉，还有一些教派禁止某些食物组合。个人需求被搁置一边，以遵守这些限制。
Managing Across Culture 跨文化管理
Introduction 简介
Cultural Diversity is not a new issue or a topic that we are dealing with today. It has been since the time man has evolved. Well, the point of view on this topic varies from person to person so this is what a diversity is all about or one can surely say that this is life. One’s culture reflects about their way of being brought up, about their originality, their beliefs, how ones parents are brought up and especially the society in which he or she lives, does or believe. Culture also gives us freedom to choose what or the way we want something that makes us happy. Today the world is constantly becoming smaller and smaller due to globalisation. Understanding different cultures means enhancing our point of view to their lives and thus enhancing our chances to learn and thus do business with them. For cultures are indeed mixing today as we can evidently see today that people dress differently, eat different foods, speak different languages. And as a result, for and example, we can have Burgers, Pizzas and sushi in India and we can have chicken tikka, basmati rice and tandoori chicken here in England and any other part of the world. Multiculturalism, another term for different cultures, is indeed dominating people’s lives for the sure today. Today businesses are expanding that’s why into other countries i.e from the country of origin
文化多样性不是一个新问题，也不是我们今天正在处理的一个话题。自从人类进化以来就一直如此。嗯，关于这个话题的观点因人而异，所以这就是多样性的全部，或者人们可以肯定地说这就是生活。一个人的文化反映了他们的成长方式，他们的独创性，他们的信仰，父母是如何成长的，尤其是他或她生活、做或相信的社会。文化也让我们可以自由选择我们想要什么或以什么方式得到让我们快乐的东西。今天，由于全球化，世界不断地变得越来越小。了解不同的文化意味着增强我们对他们生活的看法，从而增加我们学习和与他们做生意的机会。因为今天的文化确实在融合，我们今天可以明显地看到，人们穿着不同，吃不同的食物，说不同的语言。因此，例如，我们可以在印度吃汉堡、披萨和寿司，在英国和世界其他地方也可以吃鸡肉提卡、巴斯马蒂米饭和坦度里鸡肉。多元文化主义，不同文化的另一个术语，确实在今天主宰着人们的生活。如今，企业正在扩张，这就是为什么从原产国进入其他国家
Ancient Times 古代
Many books have been written in the earlier times, the most famous and popular one are Gilgamesh, The Nibelungenlied and Beowulf. These books were written in three different time zones and display culture views of three different times. Out of these three The Nibelungenlied and Beowulf were both written in VI century in Europe, in England and in Germany, respectively. One thing common in the cultures mentioned in the two books is that both had a history full of wars. One can say after going through the books that they had sort of passion for wars. The English set their colonies in almost all of the continents. We can take the example from a line from The Nibelungenlied stating “However great an army we take, the Queen has such dreadful ways that that would all have to die through her arrogance.” (Chapter 6, Page 54) and then if we take the example of Germans of the ancient times mentioned in Beowulf it says ”Then the king ordered eight gold bridled horses to be led onto the floor, in to the enclosure; on one of them was a saddle skilfully decorated, ornamented with jewels.” With these two abstracts from the two books we can see that they shared a common culture which was to war and expand their kingdoms no matter of what the outcome.
早期有很多书，最著名和最受欢迎的是《吉尔伽美什》、《尼伯龙根论》和《贝奥武夫》。这些书是在三个不同的时区写成的，展示了三个不同时代的文化观点。在这三部作品中，《尼伯龙根论》和《贝奥武夫论》分别于六世纪在欧洲、英国和德国写成。这两本书中提到的文化有一个共同点，那就是它们都有充满战争的历史。看完这些书后，人们可以说他们对战争有某种热情。英国人几乎在所有大陆都建立了殖民地。我们可以从《尼伯龙根论》中的一句话中举一个例子：“无论我们拥有多么强大的军队，女王都有如此可怕的方式，这一切都将死于她的傲慢。”（第6章，第54页）然后，如果我们以《贝奥武夫》中提到的古代德国人为例，它说：“然后国王命令把八匹金色的笼马带到地板上，进入围栏；其中一个上面有一个巧妙地装饰着珠宝的马鞍。”从这两本书的这两个摘要中，我们可以看出，无论结果如何，他们都有一种共同的文化，那就是战争和扩张他们的王国。
Organization’s Culture 组织文化
According to Prof. Rajesh Asrani, core Faculty Member, N.R Institute of Business Management, Ahmedabad, India suggests that there are seven dimensions that capture the essence of an organization’s culture that are described in the figure below. Each of the characteristics exists on a continuum from low to high. Appraising an organization on these seven dimensions gives a composite picture of the organization’s culture. In many organizations, one of these cultural dimensions often rises above the others and essentially shapes the organization’s personality and the way organizational members do their work.
印度艾哈迈达巴德N.R商业管理学院核心教员Rajesh Asrani教授表示，有七个维度可以捕捉到组织文化的精髓，如下图所示。每一个特征都存在于一个从低到高的连续体上。从这七个维度来评估一个组织，可以综合了解该组织的文化。在许多组织中，其中一个文化维度往往高于其他维度，并从本质上塑造了组织的个性和组织成员的工作方式。
Impact on Global Culture 对全球文化的影响
Globalization of the economy challenges practically all its workers so that they are more globally conscious and adept cross culturally. The pathway that leads to top, winds through foreign assignments if not many than at least one. One example is Maurits Barendrecht, who was one of the executives of the Dutch Rabobank. He is now based at Curacao. Maurits Barendrecht signed a ‘mobility contract’ for life. The bank bashes him for huge salary, from country to next country. He shifted his residence for more than five times in the period of eleven years-Madrid(opening a new branch), Montevideo, Amsterdam, Milan and finally ending up in Curacao.
经济全球化实际上对所有工人提出了挑战，使他们更有全球意识，更善于跨文化交流。通往顶峰的道路，即使不多也要经过一次外国任务。一个例子是Maurits Barendrecht，他是荷兰合作银行的高管之一。他现在驻扎在库拉索岛。Maurits Barendrecht签署了一份终身“流动合同”。从一个国家到另一个国家，银行因为他的高薪而对他进行抨击。在11年的时间里，他搬了五次家——马德里（开设了一家新分店）、蒙得维的亚、阿姆斯特丹、米兰，最后来到库拉索。
It is virtually impossible to escape global economy today be it a manager or an employee. Those who own foreign-owned companies or are dealing with foreign suppliers are involuntarily shoved into international relationships. Jonathan Fenby, editor of Business Europe, says:
如今，无论是经理还是员工，几乎不可能逃离全球经济。那些拥有外资公司或与外国供应商打交道的人会不由自主地被推入国际关系。《欧洲商业报》编辑乔纳森·芬比说：
“Nationality means less and less in a world of unprecedented mobility where British Airways is run by and Australian; France’s beauty products firm by a Welshman; where Daimler embraces Chrysler; and a French-Brazilian flies off to tell Nissan how to run its car business- and where Orange bounces between Asian, German and French ownership under the stewardship of and entrepreneur born to a British father in Germany, brought up in Canada, trained in Hong Kong and married to a Chinese wife…..”
“在一个前所未有的流动性世界里，国籍意味着越来越少，英国航空公司由澳大利亚人经营；法国美容产品公司由一名威尔士人经营；戴姆勒拥抱克莱斯勒；一名法裔巴西人飞往日产，告诉日产如何经营其汽车业务；Orange在亚洲、德国和法国的所有权之间摇摆不定r父亲在德国的英国人，在加拿大长大，在香港接受培训，并娶了一位中国妻子……”
So the Global Economy is a healthy fusion of cultures, different ways of social demeanour and different methods of organizing tasks with of course different ideas
因此，全球经济是文化、不同社会行为方式和组织任务的不同方法的健康融合，当然也有不同的想法
Key Factors of Multicultural Team Management & Leadership
多元文化团队管理与领导的关键因素
Managing across cultures is not an easy task and it has been a challenge for international companies tomanage across different geographic boundaries and multicultural teams.
跨文化管理不是一项容易的任务，对于国际公司来说，跨越不同的地理边界和多元文化团队管理一直是一项挑战。
A culture is defined as a group orcommunitywhich shares common beliefs and values. A cultural group is understood by the manner in which it behaves. A person can adjust to different cultures at the same time exhibiting different characteristics depending on the birthplace, family background, language, education, religion, profession etc.
文化被定义为具有共同信仰和价值观的群体或社区。一个文化群体是通过其行为方式来理解的。一个人可以适应不同的文化，同时根据出生地、家庭背景、语言、教育、宗教、职业等表现出不同的特征。
Understanding and managing multicultural teams is important to let the organization achieve results and success. Unless every individual in a team with different cultures adapts to a particular organizational environment, the organization cannot move in the right direction and obtain profits.
了解和管理多元文化团队对于组织取得成果和成功至关重要。除非具有不同文化的团队中的每个人都适应特定的组织环境，否则组织就无法朝着正确的方向前进并获得利润。
If an individual is not able to accommodatehimself with the other culture, then he may go into a cultural shock which might be portrayed as high level of anxiety, isolation and also lack of performance on the job. So, it becomes necessary to manage across the multicultural teams not only to show good performance on the job but also to stay cool, calm and work on a stress free environment.
如果一个人无法适应其他文化，那么他可能会陷入文化冲击，这可能被描述为高度焦虑、孤立和缺乏工作表现。因此，有必要跨多文化团队进行管理，不仅要在工作中表现出良好的表现，还要保持冷静、冷静，在没有压力的环境中工作。
1. Culture and Communication in Multicultural Teams 多元文化团队中的文化与沟通
Since multicultural teams have become very common in most of the Multinational companies nowadays, it is very important to know how to deal with people of other cultures and how to communicate with them. At the moment when Globalization started, people also continued travelling more and moving from one country to another country. This is how it started that people from two countries were intermarrying and their children have hybrid cultural identities.
由于多元文化团队在当今大多数跨国公司中已经非常普遍，因此了解如何与其他文化的人打交道以及如何与他们沟通是非常重要的。在全球化开始的那一刻，人们也继续更多地旅行，从一个国家搬到另一个国家。这就是为什么来自两个国家的人通婚，他们的孩子有着混合的文化身份。
In organizations it happens quit the same. People from other countries immigrate in other countries and start working there, in a completely new organization and completely new social and organizational environment. They now have to adapt to this country and try work together efficiency despite their differences, which is a big challenge to everyone and a long hard working way. To be successful in managing teams with different languages, skills, interests and cultural background you have to consider the following points: Training, Smoothed interfaces, Teamwork, Varity, Patience, Good Humor and a Bottom Line.
在组织中，它也会退出。其他国家的人移民到其他国家，在一个全新的组织、全新的社会和组织环境中开始工作。他们现在必须适应这个国家，尽管存在差异，但努力提高合作效率，这对每个人来说都是一个巨大的挑战，也是一条漫长而艰苦的道路。要想成功管理具有不同语言、技能、兴趣和文化背景的团队，你必须考虑以下几点：培训、流畅的界面、团队合作、多样性、耐心、良好的幽默感和底线。
Training: Sometimes when working in a team you get trained to do a specific work or group of work, that a conversation between the team members is just not necessary and the work is done without any problems and with a very good outcome.
培训：有时，当你在团队中工作时，你会接受特定工作或一组工作的培训，团队成员之间的对话是不必要的，而且工作完成时没有任何问题，结果非常好。
Smoothed Interfaces: If in the working group communication becomes necessary the interaction just have to go smooth. You have to consider that not everyone in the world speaks English, so you have to try to communicate verbal and non- verbal to avoid misunderstandings and to make the other person understand your message. You also have to consider that every person has his or her personal area which is better to respect. Some people are used to speak to each other being very close to each other and some people don’t like it and need some space, which is in general 1 meter.
流畅的界面：如果工作组中的沟通变得必要，那么互动就必须流畅。你必须考虑到世界上并不是每个人都会说英语，所以你必须尝试用语言和非语言交流，以避免误解，并让对方理解你的信息。你还必须考虑到，每个人都有自己的个人领域，最好尊重这些领域。有些人习惯于在离得很近的地方互相交谈，有些人不喜欢，需要一些空间，通常是1米。
Teamwork: A team is called “team” to indicate that they have to work together which means helping each other. So if one part of the team has understanding problems, the other parts should help them by explaining how to do it, even you do not speak the same language. That is what the challenge in a team is. You have to interact, help each other, and be there for each other.
团队合作：团队被称为“团队”，表示他们必须一起工作，这意味着互相帮助。因此，如果团队的一部分有理解问题，其他部分应该通过解释如何做到这一点来帮助他们，即使你不会说相同的语言。这就是团队面临的挑战。你们必须互动，互相帮助，互相支持。
Clarity: When talking to a team as a manager you have to give very clear advices. This means when giving the advices and the directions he has to speak very slowly, clearly, calmly and try to look directly to the person to address them. He should ask everyone if they understood the directions or ask them to repeat the directions to ensure they understood everything.
清晰：作为经理与团队交谈时，你必须给出非常明确的建议。这意味着，在给出建议和指示时，他必须非常缓慢、清晰、冷静地说话，并尽量直视对方。他应该询问每个人是否理解指示，或者让他们重复指示，以确保他们理解所有内容。
Patience: A Team leader or manager has always to be patient and take a lot of time for his or her team members. Sometimes in a team work everything gets very stressful or people get under time pressure because of late the deadline for a work has been brought forward to they have to work faster but still with quality. This is the time where the manager has to stay calm, be patient, answer every question and give patient directions, so the multicultural teams doesn’t get in pressure and do good job.
耐心：团队领导者或经理必须始终保持耐心，并为团队成员花费大量时间。有时，在团队合作中，一切都会变得非常紧张，或者人们因为工作的最后期限提前而承受时间压力，他们必须更快但仍有质量地工作。这是经理必须保持冷静、耐心、回答每个问题并耐心指导的时候，这样多元文化团队就不会有压力，也不会做得很好。
Good Humor: A team can be also prepared in terms of showing no stress in front of customers, presenting a cheerful public face, showing no signs of conflict between the team members and just to enjoy work. Especially in multicultural teams conflicts can appear because of the cultural diversity, language and misunderstandings. But it is proven that with good training people work better in teams, with a smile on their face and enjoying working atmosphere in their multicultural teams.
好的幽默：团队也可以做好准备，在客户面前没有压力，展现出愉快的公众形象，团队成员之间没有冲突的迹象，只是为了享受工作。特别是在多元文化的团队中，由于文化的多样性、语言和误解，冲突可能会出现。但事实证明，经过良好的训练，人们在团队中工作得更好，面带微笑，享受多元文化团队的工作氛围。
These key elements mentioned above extend beyond language. If you will ever manage a cross-functional team, you will see that it often seems like the business owners, the accountants, and the IT team and any other business departments are not always but in most cases speaking different languages. Practicing these key elements is a solution. You will be more successful managing teams whose members have different languages, skills, interests, or cultural backgrounds.
上面提到的这些关键元素超越了语言。如果你曾经管理过一个跨职能团队，你会发现企业主、会计师、it团队和任何其他业务部门似乎并不总是说不同的语言，但在大多数情况下是这样。实践这些关键要素是一个解决方案。如果团队成员具有不同的语言、技能、兴趣或文化背景，你将更成功地管理团队。
2. Challenges in managing multicultural teams 管理多元文化团队的挑战
National culture: National culture has many dimensions like orientation to time, style of communication, personal space, competitiveness and worldview. Generally we deal also with stereotypes and cultural biases. Character traits and life experiences are labeled as national culture traits too, for example: an Italian team member can be shy and a German can be hopeless with timetables.
民族文化：民族文化有许多维度，如时间取向、沟通方式、个人空间、竞争力和世界观。一般来说，我们也会处理刻板印象和文化偏见。性格特征和生活经历也被标记为民族文化特征，例如：意大利队员可能会害羞，德国人可能对时间表感到绝望。
Corporate culture of the organization: this is very related to corporate culture and it is a result of a historical process. A large multinational organization is bound to have a more structured, hierarchic and bureaucratic approach to work with different environments.
组织的企业文化：这与企业文化有很大的关系，是一个历史过程的结果。一个大型跨国组织在不同的环境中工作时，必然会有更结构化、层次分明和官僚化的方法。
Nature of the industry or functional culture (coal mine, marketing, accounting): dress, language, etiquette, unwritten codes of behavior, accepted practice and skills needed for the job vary depending on the industry. It is vital that the organization allows team members to display a sense of pride in one’s professional identity.
行业性质或职能文化（煤矿、营销、会计）：着装、语言、礼仪、不成文的行为准则、公认的实践和工作所需的技能因行业而异。至关重要的是，组织允许团队成员对自己的职业身份表现出自豪感。
Stage of team development: if the team is in the formation stage, the rules o the game are still being negotiated and people are learning their own role. The entrant has to struggle while the veteran has his job secured.
团队发展阶段：如果团队处于组建阶段，游戏规则仍在协商中，人们正在学习自己的角色。参赛者必须奋力拼搏，而老将则要保住工作。
Personal attributes: personality, life experiences, competence profile, expectations on rewards, acknowledgments and satisfaction on working in teams are important factors that can be labeled as challenges.
个人属性：个性、生活经历、能力简介、对奖励的期望、对团队工作的认可和满意度是可以被标记为挑战的重要因素。
3. Four barriers 四道屏障
People tend to assume that challenges on multicultural teams arise from differing styles of communication. But this is only one of the four categories that, according to our research, can create barriers to a team’s ultimate success. These categories are direct versus indirect communication; trouble with accents and fluency; differing attitudes toward hierarchy and authority; and conflicting norms for decision making.
人们倾向于认为，多元文化团队面临的挑战源于不同的沟通风格。但根据我们的研究，这只是四个类别中的一个，这些类别会给团队的最终成功带来障碍。这些类别是直接通信与间接通信；口音和流利性方面的问题；对等级制度和权威的不同态度；以及相互冲突的决策规范。
Direct versus indirect communication 直接通信与间接通信
Some team members use direct, explicit communication while others are indirect, for example, asking questions instead of pointing out problems with a project. When members see such differences as violation of their culture´s communication norms, relationships can suffer.
一些团队成员使用直接、明确的沟通，而另一些则是间接的，例如，提出问题而不是指出项目的问题。当成员们认为这种差异违反了他们文化的沟通规范时，关系可能会受到影响。
Western cultures: Meaning is direct and explicit. The meaning is on the surface, and a listener doesn’t have to know much about the context or the speaker to interpret it.
西方文化：意义是直接而明确的。意思是表面上的，听众不必对上下文或说话者了解太多就可以理解它。
Other cultures: Meaning is embedded in the way the message is presented. For example, Western negotiators get crucial information about the other party’s preferences and priorities by asking direct questions, such as “Do you prefer option A or option B?”. In cultures that use indirect communication, negotiators may have to infer preferences and priorities from changes – or the lack of them – in the other party’s settlement proposal.
其他文化：意义嵌入在信息的呈现方式中。例如，西方谈判代表通过直接提问获得有关对方偏好和优先事项的关键信息，例如“你更喜欢选项A还是选项B？”。在使用间接沟通的文化中，谈判者可能不得不从另一方的解决方案中的变化或缺乏变化来推断偏好和优先事项。
Cross-cultural inconsistencies leading to reduced information sharing, interpersonal conflicts. The non-Westerner can understand the direct communications of the
跨文化的不一致导致信息共享减少，人际冲突。非西方人可以理解
Westerner, but the Westerner has difficulty understanding the indirect communications of the non-Westerner.
西方人，但西方人很难理解非西方人的间接交流。
The differences between direct and indirect communication can cause serious damage to relationships when team projects run into problems.
当团队项目遇到问题时，直接沟通和间接沟通之间的差异会对关系造成严重损害。
Trouble with accents and fluency 口音和流利度有问题
Although the language of international business is English, misunderstandings or deep frustration may occur because of nonnative speakers’ accents, lack of fluency, or problems with translation or usage. These may also influence perceptions of status or competence.
尽管国际商务的语言是英语，但由于非母语人士的口音、缺乏流利性或翻译或使用问题，可能会产生误解或深深的挫折感。这些也可能影响对地位或能力的看法。
Members who aren´t fluent in the team´s dominant language may have difficult communicating their knowledge. This can prevent the team from using their expertise and create frustration or perceptions of incompetence.
不能流利掌握团队主导语言的成员可能难以交流他们的知识。这可能会阻止团队使用他们的专业知识，并产生挫败感或无能感。
Perception of status or competence linked to command over language, fluency and accent
对与掌握语言、流利程度和口音有关的地位或能力的感知
Difficulty for the teams to recognize and utilize technical expertise of non-native speakers
团队难以识别和利用非母语人士的技术专长
Motivation of non-native employees affected 受影响的非本地员工的动机
Increased frustration and anxiousness culminating in interpersonal conflicts non-fluent team members may well be the most expert on the team, but their difficulty communicating knowledge makes it hard for the team to recognize and utilize their expertise. If teammates become frustrated or impatient with a lack of fluency, interpersonal conflicts can arise. Nonnative speakers may become less motivated to contribute, or anxious about their performance evaluations and future career prospects. The organization as a whole pays a greater price: Its investment in a multicultural team fails to pay off.
挫败感和焦虑感的增加最终导致人际冲突不流利的团队成员很可能是团队中最专业的成员，但他们难以交流知识，使团队很难识别和利用他们的专业知识。如果队友因缺乏流畅性而感到沮丧或不耐烦，可能会引发人际冲突。非母语人士可能会变得没有动力做出贡献，或者对自己的绩效评估和未来的职业前景感到焦虑。整个组织付出了更大的代价：它对多元文化团队的投资没有得到回报。
Differing attitudes toward hierarchy 对等级制度的不同态度
A challenge inherent in multicultural teamwork is that by design, teams have a rather flat structure. But team members from some cultures, in which people are treated differently according to their status in an organization, are uncomfortable on flat teams. If they defer to higher-status team members, their behavior will be seen as appropriate when most of the team comes from a hierarchical culture; but they may damage their stature and credibility – and even face humiliation – if most of the team comes from an egalitarian culture.
多元文化团队合作的一个固有挑战是，从设计上讲，团队的结构相当扁平。但是，来自某些文化的团队成员在扁平团队中会感到不舒服，在这些文化中，人们在组织中的地位会有所不同。如果他们服从地位更高的团队成员，当团队的大多数成员来自等级文化时，他们的行为将被视为合适的；但如果球队的大多数成员都来自平等主义文化，他们可能会损害自己的地位和信誉，甚至面临羞辱。
Team members from hierarchical cultures expect to be treated differently according to expectations can cause humiliation or loss of stature and credibility.
来自等级文化的团队成员期望根据期望得到不同的待遇，这可能会导致羞辱或失去地位和信誉。
Decision making practices different across cultures. Eg.-US managers Vs UK managers
不同文化的决策实践不同。美国经理与英国经理
Restriction of the information flow by managers from other cultures
来自其他文化的管理者对信息流的限制
Understanding the bigger picture
了解大局
Generating mutual respect for other party’s decision making process
对另一方的决策过程产生相互尊重
Conflicting decision -making norms 相互冲突的决策规范
Cultures differ enormously when it comes to decision making-particularly, how quickly decisions should be made and how much analysis is required beforehand. Not surprisingly, U. S. managers like to make decisions very quickly and with relatively little analysis by comparison with managers from other countries.
在决策方面，文化差异很大，尤其是决策的速度和事先需要多少分析。毫不奇怪，与其他国家的管理人员相比，美国的管理人员喜欢快速做出决策，而且分析相对较少。
Members vary in how much analysis they require beforehand. Someone who prefers making decisions quickly may grow frustrated with those who need more time.
成员们在事先需要多少分析方面各不相同。喜欢快速做出决定的人可能会对那些需要更多时间的人感到沮丧。
Cultural perspective influences the time taken before making a decision
文化视角影响决策前所花费的时间
Other influences include the breadth and depth of analysis done before making a decision
其他影响因素包括决策前分析的广度和深度
Managers from US and Europe generally take quick decisions
美国和欧洲的经理通常会迅速做出决定
A way to resolve such conflict is by making minor concessions on both sides
解决这种冲突的一种方法是双方都做出微小的让步
4. Strategies for multicultural teams 多元文化团队的策略
Adaptation acknowledging cultural gaps openly and working around them: a manager must be aware of all cultural differences and other issues that can become a conflict or barriers between the team members and figure out a way to coexist.
适应——公开承认文化差距并围绕这些差距开展工作：管理者必须意识到所有文化差异和其他可能成为团队成员之间冲突或障碍的问题，并找出共存的方法。
Structural intervention changing the shape of the team: setting teams in such way that those who have affluences in common and work individually with those who are not willing to cooperate but have skills that are important for the company.
改变团队形态的结构性干预：以这样一种方式组建团队，即那些有共同财富的人与那些不愿意合作但拥有对公司重要技能的人单独工作。
Managerial intervention setting norms early or bringing in a higher-level manager: a manager must be firm in his decision making otherwise team members will probably do their own thing and not be aware of the importance of following a leader. If the manager is not effective at communicating and giving directions, he or she must be replaced.
管理干预——尽早制定规范或引入更高级别的管理者：管理者必须坚定决策，否则团队成员可能会做自己的事情，而没有意识到追随领导者的重要性。如果经理不能有效沟通和指示，他或她必须被替换。
Exit removing a team member: this means that managers must laid off those team members that are not willing to cooperate after all possible options have been tried out.
退出移除团队成员：这意味着经理必须在尝试了所有可能的选择后，解雇那些不愿意合作的团队成员。
Adaptation is the ideal strategy because the team works effectively to solve its own problem with minimal input from management and, most important, learns from the experience.
适应是理想的策略，因为团队可以有效地解决自己的问题，只需管理层投入最少，最重要的是，从经验中学习。
Multicultural teams often generate frustrating management dilemmas. Cultural differences can create substantial obstacles to effective teamwork but these may be subtle and difficult to recognize until significant damage has already been done. As in the case above, which the manager involved told us about, managers may create more problems than they resolve by intervening. The challenge in managing multicultural teams effectively is to recognize underlying cultural causes of conflict, and to intervene in ways that both get the team back on track and empower its members to deal with future challenges themselves.
多元文化团队往往会产生令人沮丧的管理困境。文化差异可能会对有效的团队合作造成巨大障碍，但这些障碍可能很微妙，在造成重大损害之前很难识别。正如上述案例中所涉及的经理告诉我们的那样，经理可能会产生比他们通过干预解决的问题更多的问题。有效管理多元文化团队的挑战是认识到冲突的潜在文化原因，并进行干预，使团队回到正轨，并赋予其成员自己应对未来挑战的能力。
It is important to keep in mind that creating a shared experience can facilitate closer social relationships. And in the end, hopefully, you will achieve greater trust, which helps solve problems faster since people are more likely to contact one another with questions. It’s less likely there will be a breakdown in communications. All this is based on small talk. If you can’t do small talk, you can’t do big talk.
重要的是要记住，创造共享体验可以促进更紧密的社会关系。最终，希望你能获得更大的信任，这有助于更快地解决问题，因为人们更有可能相互联系提出问题。通信中断的可能性较小。所有这些都是基于闲聊。如果你不会闲聊，你就不会说大话。
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