Lelovics intercultural teams presentation_v3
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I used this presentation during the module Management of intercultural project teams. Aim was to introduce to students the basic concepts of teams, cultural differences and the challenges that evolve from them in international EU projects.
Lelovics intercultural teams presentation_v3
- 2. Introduction Teams Intercultural competence EU project teams Close down F H B U R G E N L A N D
- 3. Andrea Lelovics Participants Schedule Objectives and methods Learning Journal Contract F H B U R G E N L A N D
- 4. Project management Grant application writing and grant management Training Slovak, Hungarian, English, German References: www.dci.sk www.hs2012.eu sk.linkedin.com/in/andrealelovi cs ANDREA LELOVICS F H B U R G E N L A N D
- 5. PARTICIPANTS Name Country Profession PM experience? EU project experience? Expectations? F H B U R G E N L A N D
- 6. 28.06.2013 Start: 8:30 Close: 17:30 Lunch break: 12:30-13:30 2 breaks 29.06.2013 Start: 9:30 Close: 18:30 Lunch break: 12:30-13:30 2 breaks SCHEDULE F H B U R G E N L A N D
- 7. OBJECTIVES AND METHODS At the end of the day students will: develop an understanding of how teams work and which problems they face better understand the impact of cultural differences in international teams become aware of the challenges of EU project teams Co-production of learning Lecturer: design and control of the learning process, know-how and expertise Students: active participation in exercises, group assignments, discussions, and writing a learning journal F H B U R G E N L A N D
- 8. LEARNING JOURNAL Aim: Reflection of own experiences and insights Helps to transfer course experiences to practice F H B U R G E N L A N D
- 9. CONTRACT F H B U R G E N L A N D
- 10. CONTRACT We will be on time and keep schedule We will use our mobiles during breaks only; they will be turned off in the class room We will actively participate in the process What was said in the class room stays in the class room Stop the lecturer if you had a topic in previous lectures already Ask, ask, ask and comment, comment, comment F H B U R G E N L A N D
- 11. Groups and teams Team building Learning Journal F H B U R G E N L A N D
- 12. Why teams? Exercise I: Squares Definition How to tell the difference? Team objectives F H B U R G E N L A N D
- 13. WHY TEAMS? Competition cooperation Formal informal relationships Rules F H B U R G E N L A N D
- 14. EXERCISE I: SQUARES F H B U R G E N L A N D
- 15. DEFINITION A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable. (Katzenbach & Smith) F H B U R G E N L A N D
- 16. GROUP OR TEAM? The Clinton Foundation F H B U R G E N L A N D
- 17. HOW TO TELL THE DIFFERENCE? W O R K I N G G R O U P Strong, clearly focused leader Individual accountability The groups purpose is the same as the broader organizational mission Individual work products Runs efficient meetings Measures its effectiveness indirectly by its influence on others (such as financial performance of the business) Discusses, decides, and delegates T E A M Shared leadership roles Individual and mutual accountability Specific team purpose that the team itself delivers Collective work products Encourages open-ended discussion and active problem- solving meetings Measures performance directly by assessing collective work products Discusses, decides, and does real work together Source: Katzenbach, J.R. Smith D.K.: The Discipline of Teams. F H B U R G E N L A N D
- 18. TEAM OBJECTIVES Organizational aims Individuals aims F H B U R G E N L A N D
- 19. The Belbin Team Roles Project roles Discussion: Team roles and project roles Team development stages Disagreements in teams Team performance F H B U R G E N L A N D
- 20. DR. R. MEREDITH BELBIN A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. The team roles of Belbin: measure behaviour at workplace, not personality. They are seen as a tendency to behave, contribute and interrelate with others in a particular way. identify peoples behavioural strengths for using them to advantage identify behavioural weaknesses to manage them as best they can For more information see: R. Meredith Belbin: Management Teams (Why They Succeed or Fail) F H B U R G E N L A N D
- 21. THE NINE TEAM ROLES Plant Monitor Evaluator Co-ordinator Resource Investigator Implementer Completer Finisher Teamworker Shaper Specialist BALANCE is key! F H B U R G E N L A N D
- 22. PROJECT ROLES Individual roles and team roles in projects Project owner / Project owner team Project manager Project team member Project contributor Project team and project sub-team Role conflicts F H B U R G E N L A N D
- 23. DISCUSSION: TEAM ROLES AND PROJECT ROLES F H B U R G E N L A N D
- 24. TEAM DEVELOPMENT STAGES I Bruce Tuckmans Model F H B U R G E N L A N D
- 25. TEAM DEVELOPMENT STAGES II Hersey and Blanchards Situational Leadership 速 model participating selling delegating telling F H B U R G E N L A N D
- 26. TEAM DEVELOPMENT STAGES III Tannenbaum and Schmidt Continuum Use of authority by the manager Area of freedom for subordinates F H B U R G E N L A N D
- 27. TEAM DEVELOPMENT STAGES IV Test your team Johari Window F H B U R G E N L A N D
- 28. DISAGREEMENTS IN TEAMS Dispute Competition Conflict F H B U R G E N L A N D
- 29. FACTORS INFLUENCING TEAM PERFORMANCE WHAT IS GIVEN The team The task The environment WHAT INFLUENCES THE RESULT Leadership style Leadership processes Motivation THE RESULT Efficiency Satisfaction Source: Klein, B Klein, S: A szervezet lelke (The Soul of the Organization) F H B U R G E N L A N D
- 30. NEW PROJECT ORGANIZATION MODELS Source: Gareis, R.: Happy Projects! Empowerment Integration Partnering Virtuality F H B U R G E N L A N D
- 31. BUILDING TEAM PERFORMANCE Source: Katzenbach, J.R. Smith D.K.: The Discipline of Teams. Establish urgency, demanding performance standards, and direction. Select members for skill and skill potential, not personality. Pay particular attention to first meetings and actions. Initial impressions always mean a great deal. Set some clear rules of behaviour. Set an seize upon a few immediate performance-oriented tasks and goals. Challenge the group regularly with fresh facts and information. Spend lots of time together. Exploit the power of positive feedback, recognition, and reward. F H B U R G E N L A N D
- 32. Definition of culture Dimensions of culture Learning Journal F H B U R G E N L A N D
- 33. Definition of culture The Iceberg Model Challenges in international teams Intercultural competence F H B U R G E N L A N D
- 34. WHAT IS CULTURE? F H B U R G E N L A N D
- 35. Culture is the collective programming of the mind which distinguishes the members of one group or category of people from another (Hofstede 1997) DEFINITION OF CULTURE F H B U R G E N L A N D
- 36. What we see: language, arts, food, f ashion, rituals, traditio ns, practices, behavio ur, etc. What is hidden for our eyes: values, beliefs, attitud es, rules, norms, educ ation, etc. THE ICEBERG MODEL F H B U R G E N L A N D
- 37. CHALLENGES IN INTERNATIONAL TEAMS Language Technology and IT Time zones Physical distance Regional differences Currencies Units of measurement Business practices F H B U R G E N L A N D
- 38. INTERCULTURAL COMPETENCE Intercultural competence is learning and understanding the values and beliefs behind behaviour and reconciling them with your own. with lots of sense of humour empathy respect for foreign cultures interest in the culture of the host country mobility tolerance F H B U R G E N L A N D
- 39. Overview. Source: Internationales Projektmanagement. Interkulturelle Zusammenarbeit in der Praxis. dtv Exercise II: Cases of intercultural communication and cooperation F H B U R G E N L A N D
- 40. USA D UK POL J CHN IND KOR Universalism Particularism I F USA NL UK D IDN J Emotional Neutral DK S USA F D I E IND J CHN Specific relationship Diffuse relationship F H B U R G E N L A N D
- 41. DK USA UK F CHN A IND SA Status given by performance Status given by origin D USA NL UK F I IND IDN CHN Time is monochromatic Time is polychromatic USA BR DK D SA CHN Culture controlled inside Culture controlled outside F H B U R G E N L A N D
- 42. DK S UK D USA J CHN F SA IND Low power distance Big power distance USA UK NL I F D SA IDN CHN Individualism Collectivism DK UK IND USA S D SA E F J Low uncertainty avoidance High uncertainty avoidance F H B U R G E N L A N D
- 43. DK S THA F E IND SA USA D UK I J Feminism Masculinity PAK UK USA D S NL IND J CHN Short time orientation Long time orientation D NL DK USA UK F IND SA CHN I Low context messages High context messages F H B U R G E N L A N D
- 44. EXERCISE II: CASES OF INTERCULTURAL COMMUNICATION AND COOPERATION F H B U R G E N L A N D
- 45. Challenges of international EU projects The HS2012 project team Exercise III: Role play Kick-off meeting of an international project Discussion: Recommendations Learning Journal F H B U R G E N L A N D
- 46. CHALLENGES OF INTERNATIONAL EU PROJECTS Intercultural dimension Mixed partnership Communication Limited financial and human resources Pressure of time Application = a plan that has to be followed closely Administration, delays Insecurity Financial risk European team / national teams F H B U R G E N L A N D
- 47. THE HS2012 PROJECT TEAM I F H B U R G E N L A N D
- 48. THE HS2012 PROJECT TEAM II F H B U R G E N L A N D
- 49. Exercise III: Role play Kick-off meeting of an international project F H B U R G E N L A N D
- 50. DISCUSSION: RECOMMENDATIONS Find differences and commonalities Support the commonalities and so build the feeling of fellowship Show tolerance towards differences and so recognize individual identity F H B U R G E N L A N D
- 51. Open issues / questions Summary of the day Feedback F H B U R G E N L A N D