Busm4699 a1a thesquad _Stage 1 (Assignment Task 1a): Team consultancy project proposal presentation 10%

A1 Interview and case analysis Team Consultancy Project (Part 1: Presentation) Weight: 30% Stage One: (A1a) Team consultancy project proposal presentation 10% (10 Marks) GRADED ON PRESENTATION SKILLS Stage Two: (A1b) Team consultancy project final presentation 20% (20 Marks) GRADED ON PRESENTATION SKILLS AND CONTENT Assignment type: team presentation, but individually marked Deadline: See dates quoted in the assignment section To achieve learning outcomes 1 and 3, you need to do the following: Present how you conducted the research, what you learned about the identified problem and your suggested solutions. Demonstrate professional presentation skills. Demonstrate the ability to communicate effectively in a crosscultural environment.

-Lecturer: Phil Smith

A project of The Squad

References 6.

1.

Coexistence of different cultures in

the workplace (Adler 1983)

Cross-cutural management

Communication between people with different culture (Hurn & Tomalin 2013)

Cross-cutural communication

Conflicts in the workplace are divisive

and reduce productivity.

A diverse workforce ensures long-term

success in resolving cultural conflict.

Cultural conflict in workplace

DEFINITION Different perspectives of power, resources, and compatibility can cause cross-cultural conflict in the workplace (Ruhl n.d.)

CONTEXT The majority of businesses now practice hiring a diverse crew.

PROS AND CONS

others are reticent

and follow a hierarchy.

RELIGION

Some acts may be against some employees' religious

beliefs.

FEEDBACK

Different cultures have different work

feedback expectations.

COMMUNICATION

Depending on their upbringing, people

from diverse backgrounds interact

in different ways.

A wrong way of understanding or

failure of explaining the desired

message to others in communication

(Miura &Yamashita 2016)

Communication Misinterpretation

Communication Misinterpretation

Communicate by spoken language and words

deliver the message to listeners (Doyle

Context cultural

styles

LOW CONTEXT CULTURAL

HIGH CONTEXT CULTURAL

Communication is straight forward, explicit, simple, and clear

Communication is indirect (implicit message and contextual cues)

=> Clear and direct message and response (without afraid) (Meyer 2017) Ex: North America and Western Europe

=> Indirect and implicit responses to message senders (Meyer 2017)

Ex: Japan, China, Korea, Arab nations…

Culture conflicts

1 Communication

inefficiency

Cultural barriers include

• the responsiveness of team members,

• the lack of engagement,

• the pace of decision-making,

• an unusual leadership style, unique role expectations of team members,

• general behavioral presumptions, the use of regional languages.

Figure 1: Cultural challenges in remote working

(RW3 2018)

(RW3 2018)

Sequential vs Synchronic (Trompenaars Dimensions)

• Striving to complete one activity at a

time and within a certain deadline

(Pirlog 2021)

• Exhibiting timeliness and

accountability in rigorously adhering

to work or company goals since time is

valuable (Balan & Vreja 2013).

• Attempt to complete simultaneous activities in a limited amount of time

• Not timely and may alter the date and/or time of a meeting at the final hour.

• Planning is often a matter of interpersonal interactions (Covas & Pirlog 2019).

Explains how people in a certain culture mark the passage of

time (Pirlog 2021)

2 Culture conflicts Universalism vs Particularism

(rules vs relationships)

• Fundamental powers attempt to

establish acceptable principles of

When confronted with a circumstance → they must decide "complying a general rule" vs

"supporting a colleague," they face a dilemma (Stouffer & Toby 1951)

Power Distance

High PD

Low PD

Power gap is the degree to which people,

communities, or societies accept

disparities (e.g., inequalities in power,

position, or income) as inescapable,

justified, or functional (Hofstede 1980)

Given the current emphasis on more

empowering methods

Ex: 360 degree feedback, participative

goal setting, and autonomous work

Consultants and

organisation

introduction

Ms Hoa (Deputy Project Manager)

• Planning and Finance Manager with 20 years

of experience managing ODA infrastructure development projects.

• Being a part of PMU 85 since 2000.

Consultants and

organisation

introduction

Project Management Unit 85 under the control

of Ministry of Transport Vietnam

• work with foreign, international partners as suppliers, contractors and consultants in our projects financed by the World Bank.

• work with many expatriates and international partners in their projects.

Figure 2: Dai Ngai Bridge is the recent

project of PMU 85

COMMUNICATION

• What is the biggest barrier in

communicating between different culture in your company?

• How can a manger connect

their employers together and support them buiding trust?

Sample

questions

kit

Sample

questions

kit

SEQUENTIAL & SYNCHRONIC

• If the meeting lasts longer

than originally planned, how do you solve this situation? Will it affect the meeting performance?

UNIVERSALISM & PARTICULARISM

• Are there any exceptions to the

rules established by the company?

• How can you be flexible in

treatment between particularism or universalism cultures?

Sample

questions

kit

POWER DISTANCE

• Whether the less powerful

members can express their arguments or have to obey superiors' requirements when there are conflicting opinions between them?

Sample

questions

kit

Face-Face team member meeting

Get to know each other by self-introduction

Read, analyze and discuss the assignment’s

topic with the members

25/10

28/10

Have team meeting in class to decide

the companyHave the team’s email sent to the

company Allocate suitable tasks for team’s

members

1/11

2/11

2/11

members’ task First draft script of each member's allocated

12/11

13/11

Timeline

Phase 2

Contact the company for interview date

Have the company interviewed face-face or

online due to the company’s propose

First draft script of final presentation

21/11

23/11

Finalize the PowerPoint and

Second draft script of final presentation

Consult with lecturer, if necessary

Presentation rehearsal and submit

PowerPoint to Canvas

13/12

Allocate writing part for each of member &

start writing the report

Team meeting to discuss about the Team

Consultancy Project Report

2/1

6/1

W9 & 10 W4

Consult with lecturer, if necessary

Team Written Report submission via Canvas

• Balan S and Verja LO (2013) ‘The Trompenaars’ Seven-Dimension Cultural Model and Cultural Orientations of Romanian Students in

Management’, Proceedings of the 7th International Management Conference, 95-107

• Covas L and Pirlog A (2019) ‘THE IMPORTANCE OF NATIONAL CULTURE DIMENSIONS ON INTERCULTURAL COMPETENCE DEVELOPMENT OF FUTURE MANAGERS’, Cross-Cultural Management Journal, 6(2): 111-119

• Daniels M and Greguras G (2014) ‘Exploring the Nature of Power Distance’, Journal of Management, 40(5):1202-1229,doi:

289-• Maniha JK (1975) ‘Universalism and particularism in bureaucratizing organizations’, Administrative Science Quarterly, 20(2): 177-190

• McKelvie, C and Pappas, S (18 October 2022) What is culture?, LiveScience, accessed 10 November 2022

https://www.livescience.com/21478-what-is-culture-definition-of-culture.html?

fbclid=IwAR1cFbIgVwuDrgqbCwkmmcnRB9fFjg0QYJvwt8GbsXTz7gsmjgCy0mHUEg8

• Meyer C (2017) Communication Differences in Low-Context vs High-Context Cultures, Intercultural Business Communication, accessed

12 November 2022, https://ecampusontario.pressbooks.pub/communications/chapter/high-low-contexts/

• Pirlog A (2021) ‘National Cultural Profile in the Republic of Moldova According Hofstede and Trompenaars-Hampden-Turner Models’,

Revista de Management Comparat International, 22(4): 450–457

• Rose, V (n.d.) Preventing and Addressing Cross Cultural Conflict in the Workplace, Pollack Peacebuilding Systems, accessed 10 November 2022.https://pollackpeacebuilding.com/blog/cross-cultural-conflict-in-the-workplace/?fbclid=IwAR0PxADylpu4HXUxd-