If managing diversity in the workpl

If managing diversity in the workplace is a tough task for business leaders, the challenges of keeping executives from different backgrounds working together efficiently in various parts of the world is even more difficult. "One of the things you should take into account is whether your team includes members who don't speak English well," says Joanne Yates, a professor of management at MIT Sloan, who has studied the use of communication and information systems in companies."Any good virtual team has a communication plan that includes weekly conference calls or e-mail check-ins, but with a virtual team where not everyone speaks English well, the regular report-ins should be in written mode rather than by phone or conference call."
The other advantage of e-mail communications is that, for those working in different time zones, group messages can be responded to when it is convenient, reducing the need for early morning or late night calls.
At the same time, using e-mail for work exchanges can remove much of the hierarchy of professional communications, since many executives find it far less intimidating to send an e-mail to someone in a senior position than to telephone them.
However, cultural or behavioural differences that can manifest themselves in face-to-face working situations can be exacerbated in virtual team working, particularly when the group has members from different backgrounds.
One reason for this is that, when one is physically immersed in a new culture, it takes less time to adapt to the social norms and become aware of cultural sensitivities. So those trying to do this at a distance may find it tougher to fit in, increasing the potential for misunderstandings between team members.
"You don't build the relationships in the same way as you do working face-to-face, and you don't have those water cooler chats," says Martin Galpin, managing psychologist at Pearn Kandola.
Prof Yates points out that, when people in professional groups come from different backgrounds or cultures, it is often useful to appoint someone in the team who knows both cultures as the person responsible for setting the norms of working behaviour during a project that is being carried out from different locations.
And virtual working certainly does not eradicate the sort of cultural misunderstandings that can arise in a face-to-face situation. Prof Yates cites an online mini-conference she recently observed that took place between a group of US and Japanese executives working in the research and development unit of a Japanese company. "A Japanese executive was putting text into a window for instant messaging when one of the Americans started asking questions in the middle of the presentation," she explains. "That was not culturally familiar and required an instant response, which caused real problems. So [virtual communications] have a cultural element as well."

Результаты (английский) 2:

If managing diversity in the workplace is a tough task for business leaders, the challenges of keeping executives from different backgrounds working together efficiently in various parts of the world is even more difficult. "One of the things you should take into account is whether your team includes members who do not speak English well," says Joanne Yates, a professor of management at MIT Sloan, who has studied the use of communication and information systems in companies. "Any good virtual team has a communication plan that includes weekly conference calls or e-mail check-ins, but with a virtual team where not everyone speaks English well, the regular report-ins should be in written mode rather than by phone or conference call.
"The other advantage of e-mail communications is that, for those working in different time zones, group messages can be responded to when it is convenient, reducing the need for early morning or late night calls.
At the same time, using e-mail for work exchanges can remove much of the hierarchy of professional communications, since many executives find it far less intimidating to send an e-mail to someone in a senior position than to telephone them.
However, cultural or behavioural differences that can manifest themselves in face-to-face working situations can be exacerbated in virtual team working, particularly when the group has members from different backgrounds.
One reason for this is that, when one is physically immersed in a new culture, it takes less time to adapt to the social norms and become aware of cultural sensitivities. Those trying to So do this at a distance may find it tougher to fit in, increasing the potential for misunderstandings between team members.
"You do not build the relationships in the same way as you do working face-to-face, and you not have those do water cooler chats, "says Martin Galpin, managing psychologist at Pearn Kandola.
Prof Yates points out that, when people in professional groups come from different backgrounds or cultures, it is often useful to appoint someone in the team who knows the cultures as both person responsible for setting the norms of working behaviour during a project that is being carried out from different locations.
And virtual working certainly does not eradicate the sort of cultural misunderstandings that can arise in a face-to-face situation. Prof Yates cites an online mini-conference she recently observed that took place between a group of US and Japanese executives working in the research and development unit of a Japanese company. "A Japanese executive was putting text into a window for instant messaging when one of the Americans started asking questions in the middle of the presentation," she explains. "That was not culturally familiar and required an instant response, which caused real problems. So [virtual communications] have a cultural element as well."

Результаты (английский) 3:

If managing diversity in the workplace is a tough task for business to underscore the challenges of keeping executives from different backgrounds working together efficiently in various-of the world is even more difficult. "One of the things you should take into account is whether your team includes members who don't speak English well," says Joanne Yates, a professor of management at MIT Sloan,Who has studied the use of communication and information systems in companies. "Any good virtual team has a communication plan that includes weekly conference calls or e-mail check-ins file, but with a virtual team where not everyone speaks English well, the regular report-ins file should be in written mode porter rather by phone or conference call."
The other advantage of e-mail communications is that,For those working in different time zone, group messages can be responded to when it is convenient, reducing the need for early morning or late night calls.
At the songв time using e-mail for work exchanges can remove much of the hierarchy of professional communications, fixtures ever since many executives find it far less intimidating to send an e-mail to someone in a senior porter positioning to telephone them.
However, important or behavioural differences that can manifest themselves in face-to-face working situations can be exacerbated in virtual team working, particularly when the group has members from different backgrounds.
One reason for this is that, when one is physically immersed in a new culture, it takes less time to adapt to the social norms and become aware of important sensitivities.So those trying to do this at a distance may find it tougher to fit in, increasing the potential for misunderstandings between team members.
"You don't build the relationships in the songв way as you do working face-to-face, and you don't have those water cooler chats," says Martin Galpin, managing psychologist at Pearn Kandola.
Prof Yates points out that,When people in professional groups's come from different backgrounds or Cultures Galore, it is often useful to appoint someone in the team who knows enabled Cultures Galore as the person its responsible for setting the norms of working behaviour during a project that is improving carried out from different locations' might.
And virtual working certainly does not eradicate the sort of important misunderstandings that can arise in a face-to-face situation. Prof Yates cites an online mini-conference she recently observed that took place between a group of US and Japanese executives working in the research and development unit of a Japanese company."A Japanese executive was putting text into a window for instant messaging when one of the Americans started on asking questions in the middle of the presentation," she explains. "That was not culturally familiar and required an instant response, which caused real School-symposium are issued. So [virtual communications] have a important element specifies as well."