Theoretical background of multicultural team work. Managerial studies of the culture. Peculiarities of the process of negotiations, motivation. Interaction processes and possible conflicts. Process of knowledge-sharing as a factor influencing teamwork.
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87) argues that in order to avoid overcompensating, undercompensating, offense, or demonstrating cultural arrogance, organizational leaders must identify the proper balance between cultures and recognize the five global strategic options for employment that include cultural dominance, cultural accommodation, cultural compromise, cultural avoidance, and cultural synergy. Culture can also be described as shared motives, values, beliefs, identity and interpretation achieved from the overall experience of the group from generation to generation. Culture is collective programming of minds in the group of participants that are different from other groups (Hofstede 2001). Culture is a collective programming of minds in a group of participants that differ from other groups. In addition culture often works on a subconscious level; an invisible control mechanism operating in our thoughts (Hall,1983). (Kluckhohn & Strodtbeck,1961). Furthermore in his study, House added two more Hofstede`s dimensions that he described, together with Bond in their early work, The Confucius connection. From cultural roots to economic growth(Hofstede, Bond, 1988). One of them - orientation on results. This dimension includes the component oriented the future within the long term - short term dimension proposed by Hofstede and Bond in 1988. The essence of this dimension lies on the degree to which an organization or society encourages a group member to improve the efficiency and quality of business. Human orientation, for its part is the degree to which individuals in organizations or societies encourage and reward people for honest work, people who are altruistic, friendly, generous, caring, and kind to others. Table:1 Cross cultural dimensions (Hall, Hofstede, project GLOBE) Source: Authors research In our view, five common themes have occurred from this comparison: Distribution of power and authority in society, Centrality of individuals or groups as the basis of social relationships, People`s relationship with their environment, Use of time, Mechanism of personal and social control. As we can see from a Table 1 below, the cultural dimensions are undergoing some modifications during the time. However, we can see that the main idea and the importance of the values are remaining the same. At first glance, these five variants seem to be mostly closed to the Hofstedes five dimensions model, but deeper analysis suggests that the other models help to modify, clarify, and, in some cases, reposition dimensions so they are more relevant for the contemporary workplace. As a next step, we described how exactly, these differences influence on the major process of management in MNCs. 1.4 The culture as a factor influencing the key processes of the management of the company Leadership in the context of cross-cultural peculiarity In an increasingly globalized world, there are increased requirements for effective leadership. Hofstede and his cultural dimensions helped researchers to determine how the business leader needs to understand, what are the main requirements of his job, so he can manage better a global organization. The role of a global leader in MNCs becomes more difficult. It is necessary to consider, what leadership is and how the authors understand the importance of a leader. The leader is a member of the group, which has an impact on the groups position, performance decisions, to a greater extent than a regular member of the group. According to Robert House, leaders influence others to achieve group or organizational goals . In addition, the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization of which they are members (House et al. Several features characterize a leader focused on teamwork (Team oriented): diplomacy, collaboration and integration. A Self-protective leadership is characterized by egocentricity, above all. All these characteristics of different leaderships can lead to conflict. Participative is a specific (non-autocratic) leadership, which can be characterized with a collective behavior, the leader, who encourages employees (members of the team).