EFFECTIVE
MANAGEMENT OF
MULTICULTURAL TEAM
Abstract
Multicultural teams have become more common in recent
years, and contemporary international management
literature has identified that the management of
multicultural teams is an important aspect of human
resource management. This paper has focused on the
positive effects of using multicultural teams. Using data
from 20 interviews in Mwanza Tanzania, the results show
that management within multicultural team environments
can be effective when project managers demonstrate an
awareness of cultural variation. Participants further
highlighted that, one of the critical components of building
multicultural teams is the creation and development of
effective cross cultural collectivism, trust, communication
and empathy in leadership
NAME: SARAH CHRISTOPHER KITELEJA
11/23/2012
EMPOWER STUDENT 2012
COUNTRY: MWANZA- TANZANIA
1
Table of Contents
1. INTRODUCTION .................................................................................................................................. 3
1.2 Objective of diploma paper .......................................................................................................... 3
1.3 Significant of the study ............................................................................................................. 3
2. BACKGROUND OF THE PROBLEM ................................................................................................... 3-4
3. MANAGEMENT OF MULTICUTURAL TEAM…………………………………………………………………………………...4
3.1 Type of multicultural team & its diversity .................................................................................... 4
3.2 Condition for higher performance ......................................................................................... 4-5
3.3 management of Multicultural team……………………………………………………………………………..6-7
3.4 management of Multicultural team…………………………………………………………………………..7-9
4. THE USE OF DMIS IN MANAGEMENT OF MULTICUTURAL TEAM…………………………………………..10-12
5. CHALLENGES IN MANAGING MULTICULTURAL TEAM……………………………………………………………13-14
6. RECOMMENDATION………………………………………………………………………………………………………………15-18
7. CONCLUSION……………………………………………………………………………………………………………………………….19
8. REFERENCE…………………………………………………………………………………………………………………………………20
2
1. INTRODUCTION
Multicultural teams have become very common in recent years. With cross border mobility
becoming much easier the number of people moving from one country to another has grown
significantly. This has also led to more people from different cultural and ethnic backgrounds
intermarrying. Their children could be born and grow up in different countries and have
hybrid cultural identities. Globalization and the advances in communication and
transportation technology have reduced trade barriers and increased interaction among
people.
Multicultural teams have become more common in our organizations, and contemporary
international management literature has identified that the management of multicultural
teams is an important aspect of human resource management. Recent studies have
focussed on the positive effects of using multicultural teams, for example, Earleyand
Mosakowski (2000) stated that multicultural teams are used because they are perceived to
out-perform monoculture teams, especially when performance requires multiple skills and
judgement. However, there has been little research into construction-specific multicultural
teams, and many construction organisations, although expanding into global operations do
not fully appreciate the implications and are often unable to respond to cultural factors
affecting their project teams.
1.1 Objective of the diploma paper

To explain challenges faced by Multicultural team and how to manage them

To give recommendations on effective management of multicultural team.
1.2 Significant of the study

To explain to which extent the multicultural team can be managed

To explain to which extent the multicultural team diversity can be used for the benefit
of the organization.
2. Background of the Problem
The nature of our workplaces has changed. We have moved away from the
monochromic make-up of our offices to one that is now coloured by team members from all
over the world. With this new multicultural make-up come differences in cultures which in
turn bring differences in areas such as communication styles, approach to time, managerial
styles and a plethora of other cross cultural differences. In Tanzania there is more than 122
ethnic groups and each group has its own culture and in one office is obvious to find more
3
than five ethnic group work together. In such kind of an office it needs a leader who is
competent enough in management of multicultural team/workers.
Cultural differences manifest in many ways. Within a multicultural team, a person's
cultural background will impact how they act and behave. There will be differences in areas
such as communication, attitude to towards conflict, approaches to task completion and
decision making styles. Unless people come to realise these differences between them
through cultural awareness, problems can continue and even intensify. Most of leaders in
Tanzania are not competent enough to lead such group of people hence it leads to most of
staffs to drop out their job.
After working with different team members with different culture I realized that
Cultural awareness is now crucial if multicultural teams within working place are going to
maximise their potential. Although cross cultural differences do not always cause obvious
problems, it is their more subtle manifestations that can and do lead to a lack of clear
communication and poor performance. Also culture doesn’t always have to be about race
ethnicity or religion, culture also encompasses how a group may identify themselves.
3. MANAGEMENT OF MULTICULTURAL TEAM
3.1 What is Multicultural Team?
Multicultural team is a team with members coming from more than one culture.. And this is
what is happening now in different working places. On other hand there is increasing
attention being paid to the importance of multi-cultural teams, i.e. working teams within
international business that can benefit from as wide a knowledge and understanding as
possible of the different cultures that have a bearing on the world of commerce. As
recruitment of managers becomes more global, the prevalence of multi-cultural teams
becomes greater; there is a consequent need to analyze how these teams work and
understand their strengths and weaknesses.
3.2 Types of Multicultural diversity in teams
Multicultural teams can be divided into three types, Token teams having a single member
from another culture, bicultural teams having members from two cultures and Multicultural
teams having members from three or more cultures.

TokenTeams
In token teams all but one member comes from the same background. In the last
decades, predominantly male management teams began to pay considerable
4
attention to the few, often token, female members. Today many corporations focus
significantly more attention on leveraging the potential contribution of their token
ethnic members.

Bicultural Teams
In bicultural teams, two or more members represent each of two distinct cultures.
Bicultural teams must continually recognize and integrate the perspectives of both
representative cultures. If the team has an equal number of members from each
culture, the culture of the group with the most representatives is likely to dominate.

Multicultural Team
In multicultural teams, members represent three or more ethnic background. Today,
an increasing number of corporate task forces are globally distanced teams, that is,
teams composed of members from around the world who meet electronically. The
economic and political power structure of the representative members moderates the
team’s dynamics and therefore, its effectiveness. To perform most effectively
Multicultural teams need to recognize and integrate all represented cultures
 Cultural Diversity’s Impact on teams
Cultural diversity can have positive and negative impact on teams’ productivity.
Diversity augments potential productivity while greatly increasing the complexity of
processes members must manage for the team to realize its full potential.
Multicultural teams have the potential to achieve higher productivity than
homogeneous teams, but they also risk experiencing greater losses due to faulty
process. As shown in the following model, actual productivity of multicultural teams
can therefore be higher, lower or the same as that of single culture teams.
(↓or↑)
Actual
Productivity
= (↑)
Potential
Productivity
- (↑) Losses due to
faulty process
Multicultural teams, for example, can have multiple perspectives on any given situation, thus
potentially increasing their insight and, consequently experience greater difficult than their
homogenous counterparts in integrating and evaluating these perspectives, thus causing
losses in productivity due to fault process.
5
3.3 CONDITION FOR HIGH- PERFORMING MULTICULTURAL TEAMS
Multicultural teams can potentially become the most effective and productive teams in an
organization. Unfortunately, they frequently become the least productive.
The diagram above shows the relative productivity of a series of four – to six-member
problem –solving teams. Culturally diverse teams often perform either more or less
effectively than their single culture counterparts. What differentiates the most effective from
the least effective teams? Why are culturally diverse teams usually either more or less
effective than single culture teams but rarely equally effective?
Highly productive and less- productive teams differ in how they manage their diversity, not
as is commonly believed, in the presence or absence of diversity in the team. When well
managed, diversity becomes an asset and a productive resource for the team. When
ignored, diversity causes process problems that diminish the team’s productivity. Because
6
diversity
is more frequently ignored than well managed, culturally diverse teams often
perform below expectations and below organizational norms.
3.4 Management of multicultural team

Task –Related selection
While acknowledging the team’s diverse cultural background, leader should not
select member solely based on their ethnicity but rather primary for their task related
abilities. To maximize team effectiveness, members should be selected to be
homogeneous in ability levels (thus facilitating accurate communication) and
heterogeneous in attitudes (thus ensuring a wide range of solutions to problem)

Recognizing Differences
Teams should not ignore or minimize cultural differences; many barriers to
intercultural communication are due to ignorance of cultural differences rather than a
rejection of those differences. Teams therefore cannot begin to enhance
communication without first recognizing and then understanding and respect crosscultural differences. Research indicates that “culturally trained leaders, regardless of
leadership style achieve higher level of performance and rapport than do non-trained
leaders”. To enhance the recognition of differences, team members should first
describe each culture present without either interpreting or evaluating it. Before
beginning to increase understanding and respect, team members must become
aware of their own stereotypes and the ways in which they might inadvertently limit
the expectation of fellow team members from other cultures. Once members begin to
recognize actual differences that is, once they can differentiate their stereotypes from
the actual personalities and behaviour of team members (cultural description) they
can begin to understand why members from other cultures think, feel and act the way
they do (cultural interpretation). Subsequently, they can ask what members from
each culture can contribute and how their contributions complement those of other
members (cultural creativity). In this way, creating effective multicultural teams
follows the same process as creating cultural synergy.

Establishing a Vision or Super ordinate Goal
Members of diverse teams generally have more difficulty agreeing on their purpose
and task than do members of homogenous teams. Global alliances often become
trouble because partners from different countries do not clearly understand each
other’s intent, their purpose, gaols and strategy because they are initially unable to
communicate with each other. This misunderstanding happens in part because
teams set their overall purpose during the initial stage of team development, the
7
stage during which individual differences tend to dominate and often interfere with
team cohesion. To maximize effectiveness, leaders need to help teams agree on
their vision or super ordinate goal, goal that transcends individual differences. Super
ordinate goals are often defined broadly, thus giving general direction and focus to
the team’s subsequent activities. Super ordinate goals that require collaboration and
cooperation usually decrease prejudice and increase mutual respect. This is
particularly true when team members require the continued support of their
colleagues to achieve results important to all cultures, as well as to the overall
organization.

Equalizing Power
Teams generally produce more and better ideas if all members participate. Cultural
dominance (Disproportionate power vested in members of one culture over those
from other cultures) is therefore counterproductive because is stifles no dominant
team members’ contribution. In multinational teams, leaders must guard against
vesting disproportionate power in host-country members, members of the same
nationality as the employing organization, members from the most technologically
advanced or economically developed countries, or members wit ideologies most
consonant with their own. Team leaders should manage the distribution of power
according to each member’s ability to contribute to the task, not according to some
preconceived gradient of relative cultural superiority.

Creating Mutual Respect
Ethnocentrism reflects a “view of things in which in which ones own group is the
centre of everything and all others are scaled and rated with reference to it”.
Prejudice refers to judging other groups as inferior to one’s own. Equal status, close
contact, and cooperative efforts toward a common goal decrease prejudice. The
greater the opportunity for interethnic contacts, the less prejudiced and more frequent
the development of cross-ethnic acceptance and friendship. For most teams to work
effectively, members must respect each other. Team leaders can enhance mutual
respect by selecting members of equal ability. Making prior accomplishments and
task-related.

Giving Feedback
Give the different perspectives present, culturally diverse teams have more trouble
than do single – culture teams in agreeing collectively on what constitutes a good or
bad idea or decision .Where as single culture teams rapidly develop judgment criteria
based on members’ similar values, multicultural teams usually experience difficulty
and delay before eventually reaching agreement. To encourage effective functioning,
8
managers should give team members positive feedback on their process and output
both as individuals and as a team early in the team’s life. Positive external feedback
(give by the team leader or a senior manager who is not on the team) generally aids
the team
in viewing
itself as a team, while additionally serving to teach team
members to value its diversity, recognize contributions made by each member, and
trust the team’s collective judgment.
Management of multicultural team is not a simple task that everyone can do it, one
need to be intercultural competent in knowledge, skills and sensitivity of cultures.
9
4. THE USE OF ( DMIS) DEVELOPMENTAL MODEL OF INTERCULTURAL
SENSITIVITY IN MANAGEMENT OF MULTICUTURAL TEAM
The Developmental of Model of Intercultural Sensitivity (DMIS) was created as a frame work
to explain the observed and report experiences of people in intercultural situations.
DMIS
ETHENOCENTRIC
STAGE
DENIAL
MINIMIZATION
ETHENORELATIVE
STAGE
DEFENCE
ACCEPTANCE
ADAPTATION
INTERGRATION
10
From The above diagram, each stage is indicative of a particular worldview configuration,
and certain kinds of attitudes and behaviour are typically associated with each such
configuration. The DMIS is not a model of changes in attitudes and behaviour; rather it is a
model of the development of cognitive structure.
The first three DMIS stages are ethnocentric, meaning that one’s own culture is
experienced as central to reality in some way. In the denial stage, one’s own culture is
experienced as the only real one, and consideration of other cultures is avoided by
maintaining psychological or physical isolation from differences. In the defence stage, one’s
own culture (or an adopted culture) is experienced as the only good one, and cultural
difference is denigrated. In minimization, elements of one’s own culture worldview are
experienced a s universal, so that despite acceptable surface differences with other cultures,
essentially those cultures are similar to one’s own
The second three DMIS stages are ethnorelative meaning that one’s own culture is
experienced in the context of other cultures. In acceptance other cultures are included in
experience as equally complex but different constructions of reality. In adaptation, one
attains the ability to shift perspective in and out of another cultural worldview; thus one’s
experience of someone in another culture. In integration, one’s experience of self is
expanded to include movement in and out of different cultural worldviews.
Organizational Implications of Denial
When a significant number of people in an organization have worldviews at one of the DMIS
stages, the organization can be said to be characterized by that stage. What constitutes a
significant number may depend on a number of factors, such as the formal and informal
power of those particular people and the extent to which they constitute a critical mass in the
organization. An organization characterized by denial is basically ignorant about cultural
issues even though it may be quite sophisticated in its technical business. If any preparation
for international cross-cultural contact is offered at all, it is basic language training. Since
domestic diversity is usually not defined in cultural terms, no diversity work beyond basic
training in the legal aspects of diversity is likely to be offered. Such organizations are
susceptible to being blindsided by political or legal action around race, gender and
immigration issues. There probably is no systematic recruitment of a diverse workforce, and
any cultural diversity that does exist is defined as a problem. Needless to say, this kind of
organization does not have access to cultural diversity as a resource, either internationally or
domestically.
11
 Organizational Implications of Minimization
Organizations characterized by minimization may overstate their sensitivity to diversity
issues, claiming to be tolerant and colour-blind. This leads to poor retention of workforce
diversity, since people from no dominant cultural groups often interpret these claims as
hypocritical, an extreme emphasis on corporate culture creates strong pressure for culture
conformity, which generates an atmosphere of assimilation domestically and creates
international antagonisms where the corporate culture clashes with local cultures.
 Organizational Implications of acceptance
Organizations characterized by acceptance recognize the value of diversity and make active
efforts to recruit and retain a diverse workforce. There is likely to be lively discussion about
what changes should be made in policy and procedures to accommodate the more
multicultural workforce. International marketing and training efforts acknowledge the local
cultural context, but appropriate action may be unclear. Managers are encouraged to
recognize cultural skills. In other words, the organization in acceptance knows how to talk
the talk and they do so with sincerity, if not with much sophistication.
 Organizational Implication of adaptation
Organizations characterized by adaptation encourage educational training for executives
and managers in both the mindset and skill set of intercultural competence. Typically, upper
level executives take a leading role in supporting intercultural development in the
organization. A strong climate of respect for diversity leads to high retention of diversity in
the workforce. Both domestic and international cultural differences are routinely used as
resources in multicultural teams.
 Organizational Implication of Integration
Organizations characterized by integration are truly multicultural and global. Every policy,
issues, and action is examined in its cultural context and assessed for its strengths and
limits. Policies and procedures, including performance appraisal, include accommodations
and rewards for using diversity effectively. There is little emphasis on the ethnicity or national
identity of the organization; although it’s cultural roots and influences are recognized.
12
5. CHALLENGES IN MANAGING MULTICUTURAL TEAM
From collected data through interviews, questionnaire and observation I found out there are
a lot of challenges in multicultural teams once come into management. Most of the
management team does not know how to manage such kind of groups. The following are
some of the challenges;1. Losses Due to fault process in culturally diverse team
Diversity makes team functioning more challenging because team members find it more
difficult to see, understand and act on situations in similar ways. Diversity makes reaching
agreement more difficult. Team members from similar cultures find it easier to communicate
clearly with one another and trust one another more readily. In culturally diverse teams,
misperception, miscommunication, misinterpretation and misevaluation abound. Because
members
of
multicultural teams more frequently disagree on expectations,
the
appropriateness of relevant information, and the need for particular decisions, they generally
experience higher level of stress than do homogeneous teams. Diversity increases the
ambiguity, complexity, and inherent confusion in team processes. Process losses diminish
productivity.
2. Attitudinal problems: Dislike and Mistrust
Members of culturally diverse teams express higher level of mistrust than do their more
homogenous counterparts. Team members often find themselves more attracted to people
from their own culture than to people from other culture. Mistrust, another problem in
multicultural teams, results primary from inadvertent cross-cultural misinterpretation rather
than actual dislike.
3. Perceptual Problems: Stereotyping
Team members often inappropriately stereotype colleagues from other cultures rather than
accurately seeing and assessing their skills and potential contributions from accomplishing a
particular task for instance, team members generally talk more to colleagues from higher
status cultures than those from lower status cultures. They assume, usually subconsciously,
that national stereotypes apply to individual team members.
13
4. Communication Problems: Inaccuracy, Misunderstanding, and Inefficiency
Diversity causes problems by disrupting communication. When all members do not fluently
speak the team’s language, communication is slowed down. In linguistically diverse group,
some members must speak a foreign language or use an interpreter. Both diminish
communication speed and increase the chances for errors.
Team members from diverse cultures often disagree over the meaning of important issues,
such as the cause of particular events, how to determine admissible evidence, how to
assess the relevance of specific information, and the possible conclusions that can be
drawn. On many teams, disagreement remains implicit and, therefore, hidden, members
assume they interpret things similarly when in fact the opposite is true.
Challenges in Multicultural team are inevitable, hence just like a puzzle we have to fix
or solve the problem in a right way that it brings a reality picture.
14
6. RECOMMENDATION
1. Flexibility is the key to working in a multicultural environment; the work environment
always demands flexibility on your part, but in a multicultural environment the
adaptation becomes all the more important. The flexibility that is so important in
dealing with anything that does not confirm to our own beliefs ensures your coworkers feel you are not judging them by religion or race, in a work environment, and
as humans, their personal qualities and the value of their work matters, never the
colour
of
their
skin.
2. Develop understanding for different cultures and values and respect those
differences. There are religious practices, some people do not eat a certain type of
meat based on religious beliefs, some do not eat meat at all and some try everything.
As a team member you have to learn to not look down on anyone who does not
confirm to your beliefs and it never hurts to go out of the way to accommodate others
at times, if its Easter festival for your Hindu colleague, or Eid celebrations for a
Muslim colleague, you can win them over by covering for them while they join their
families for the day and you can convey your sincerity that way too.
2. Do not overkill with sweeping generalizations. Quite often when you are dealing
with people, you come to know that the stereotypes are very fallible. Look around you
in the same culture as you have and you will not find everyone confirming to your
views so do not expect all Africans or all European co-workers to be similar. Use the
stereotypes but only to get a vague idea of what a person might be like, the rest you
still have to get to know through observation and interaction.
3. Regardless of the religion, ethnic or cultural background of a person, everyone
has to be treated ‘fairly’. People should always be chosen for specific tasks and in
lead roles for their capabilities alone. If, for instance, an Asian, or an African is the
suitable choice for the team lead over a predominantly European workforce, fairness
demands that the person gets the task he deserves. It is the task of the management
and the individuals in the team to make sure they do not treat their new team leader
with less respect than they would give to another European. The easier way in terms
of maintaining the status quo is thought to be giving the lead to the next best person
for the job when a minority representative qualifies for a team lead; this however
means your work environment is already racially charged.
15
4. Do not impose your own set of values on others; it is the easiest way to lose
respect in a multicultural environment because values usually are what you grow up
with and every individual has the intrinsic need to defend them. Be ready to take
constructive feedback instead.
5. Remember that differences of culture or values should not be reason for
communication gaps. This point relates to the preceding one as well, since it
means you have to make an effort to find ways to set others at ease around you. If
you have someone on the team who has ideas but cannot communicate them it is up
to you to make sure the team do not suffer because of it. Learn to listen well and give
others the confidence to be able to communicate with you by showing respect. Give
people the chance to communicate their views, share your own, and as with any
discussion, it is important to let the other person know you are listening and thinking
over their views too. Be open minded in accepting logic never-ever tell people their
views are ‘wrong’. There are many more diplomatic words in use that can save face
for the other person as well as let logic rule the discussion. If you can be that
courteous and can show respect you are building bridges without losing anything.
6. Win friends. Whatever culture you belong to, the idea is to be sincere towards your
fellow workers. If you win their trust, you usually win friends too who will usually in
turn try to accommodate you as much as possible. Remember, friendship and
respect is common to all cultures.
7. Find out what motivates the individuals in your team and you can solve half the
problems in your workplace through intelligent use of that knowledge while raising
them above the normal day to day though processes. If I am motivated towards a
goal, and if I think it is achievable, I will feel I have stakes in the whole project, its
then those things really start to fall in place.
8. Create a sense of awareness in your workplace about the diversity of your team
and about the workplace problems such as racism, etc. You and your colleagues
should know about the signs of things starting to go wrong. Unless you educate
yourself about a problem, there is a huge chance that you will not have thought on
the matter before you make a mistake, or come into contact with anyone who
commits racist acts, or passes racist comments which go unchecked.
16
9. Never think ethnic jokes or insults to be trivial; what may look like an insignificant
little comment to you can be detrimental to another person’s peace of mind. A bad
joke can make or break the cohesion of your team so be sure that your work
environment is free or racial or religious or even sexual bias, if someone violates the
policies on those matters, it is a very serious offense and it should be dealt as such
so the message goes out to the offender as well as the person targeted.
10. Some people do need special attention. Treating everyone the same way does not
always constitute a fair behaviour, humans are diverse, and so are our cultures and
our capabilities. If you are talking to a person with minimal English skills, which do
not negatively affect his work, the same way you would talk to someone whose
native language is English, you are being unfair to the non native speaker. Give
those who need space, more room to manoeuvre, give them special attention and
use their capabilities by making sure they understand the goals completely instead of
falling to prey to a false sense of fairness. And of course, always-always, back your
oral communication about the project with written communication that can be
looked at if someone does not understand perfectly or forgets a point. That holds for
all teams.
11. Mere words are not enough; you may say a lot about how you understand different
cultures or how you respect them, but your deeds and your decision making is your
best spokesperson. What you do and how you behave shows your actual views. If
you say everyone in the team is equal in your eyes and yet you end up ridiculing
another’s culture you are practically showing your words meant nothing. Very few
people can judge the intentions behind your comment so even if you did not mean to
insult a culture the point remains; make it a habit to weigh your words before you
speak in a multicultural environment, very little is needed to spark corrosive hatred
amongst people when it comes to racial comments or disrespectful statements about
another’s religion or values.
12. Periodical work environment reviews can be helpful in finding out what problems,
if any, people are facing in your office regarding how they are treated because of
their race, religion or culture. These candid reviews or questionnaires can help the
management gauge where they stand in forming a positive and diverse work
environment. Based on the views of different people in the office, you can
then implement ways to solve the problems faced. And let’s face it, some people
will be troublemakers all the way but the management will at least have the chance to
17
find out how they can tackle that person and when held in the balance, if the team
should try to integrate him or should he be sent packing to raise the team again. A
real ‘team’ will always be bigger than the individual because there is so much more
potential to excel.
13. Don’t
let
personality
or
cultural
clashes
ruin
your
work
environment. Multinational NGOs, or those hiring multicultural teams, often have
problems with one cultural group at loggerheads with another cultural group or even
an individual. The idea is to install the spirit in your team to stick together irrespective
and above considerations of cultural differences. Cohesion comes from association,
mutual respect plus the sharing of good and bad times together, so make sure you
are a part of a cohesive whole. If you are a project manager, your team needs you
to lift it and share time together, if you are just a member of a diverse and
multicultural team, be sure to still try and develop a relationship with your fellow
workers. Remember that not all cultures enjoy the same type of food. There will be
members who are prohibited in their religion to drink alcohol, make sure they have a
drink they would rather have instead when you toast success, just showing your
desire to accommodate the other members in the team does a lot to break the ice.
After that, it is up to you to make sure it never gets that cold in your workplace again.
By sharing the different diversity in our multicultural team we can achieve our
organization goals easily in effective and efficiency way.
18
7. CONCLUSION
Building multicultural teams is about increasing awareness and tolerance, and eliminating, or
at least diminishing, resistance and even conflict. Some of the team-building strategies
familiar to Tanzanian NGOs may work, but multicultural teams have unique characteristics.
Learning to use these productively will benefit team and entire organization. On the other
hand I can say our working environment is like rainbow, every colour is unique, every colour
is pretty when used right but it can appear quite ugly when misused. A diverse, multicultural
work environment is the same; it needs to be handled well to be effective just as the rainbow
looks pretty in the order it is, but if you put colours together without considering their
individuality or their role in the whole, the end product would be signify chaos instead of
perfect beauty.
19
8. REFERENCE
1. Springer :
Multicultural Team (theory and practice) , 2011
2. S. Takagi silver:
Biblical Multicultural team, June 2012
3. J. Brett, Kristin, M. Kern:
Managing Multicultural teams, 2006
4. E. Meyer:
managing Confrontation in Multicultural team, 2012
5. K. Behfar:
Managing Challenges in multicultural team, 2006
6. J. Terry:
Motivating a Multicultural team, 2011
7. W. Messner:
Multicultural team building and team management,
2010
8. A. Ganguly:
How to lead Multicultural team, March 2012
9. J.Brett & Harvard:
Turn Multicultural team into fusion team, April 2012
10. C.Kovach’s Dr.:
International Dimensions of Organization behaviour,
1991
20