45464
Multicultural project manager:
Exploring linkages between national culture and conflicting styles of management
Name: Yajie Wang (513832)
Date: 30/November/2012
Abstract
In the last twenty years, a big group of people immigration, global travel and study abroad lead to a diverse workforce within Europe, USA and also the Asian region. This phenomenon encourages people to know and exchange cultural more and more often. The international companies want to gain the competitive advantage, manage the multi cultural project team is very important.
There are a large number of literatures argued the national cultural link to conflict management, and widely researched and discussed the project management and competences required to a successful multi cultural project manager. Geert Hofstede identify culture is a mental programming determine people’ thinking, acting, and feeling. Base on Geet Hofsede three layers of mental programming, there are several researchers support it.
This survey was base on Thomas and Kilmann Conflict Model to investigate 200 of people who come from China Hebei Steel Organization. Those 200 people come from China, UK, Japan, Korea and German, and interview two more international manager who from China and German. The purpose of this investigate is to know the behavior of individual deal with conflict and to know what competences can be seen from their managers, and also through the interview to know the way of them handle conflict problems.
From the survey result we can see that, there are differences between cultures. This research is valuable to companies which want to expand their business abroad. Due to culture different, conflict cannot avoid and manager should grasp a relevant competences to manger their multi cultural project team, help their business international development.
Chapter 1--- Introduction
1.1 Introduction
This chapter will give a whole introduction for the research, the context along
Exploring linkages between national culture and conflicting styles of management
Name: Yajie Wang (513832)
Date: 30/November/2012
Abstract
In the last twenty years, a big group of people immigration, global travel and study abroad lead to a diverse workforce within Europe, USA and also the Asian region. This phenomenon encourages people to know and exchange cultural more and more often. The international companies want to gain the competitive advantage, manage the multi cultural project team is very important.
There are a large number of literatures argued the national cultural link to conflict management, and widely researched and discussed the project management and competences required to a successful multi cultural project manager. Geert Hofstede identify culture is a mental programming determine people’ thinking, acting, and feeling. Base on Geet Hofsede three layers of mental programming, there are several researchers support it.
This survey was base on Thomas and Kilmann Conflict Model to investigate 200 of people who come from China Hebei Steel Organization. Those 200 people come from China, UK, Japan, Korea and German, and interview two more international manager who from China and German. The purpose of this investigate is to know the behavior of individual deal with conflict and to know what competences can be seen from their managers, and also through the interview to know the way of them handle conflict problems.
From the survey result we can see that, there are differences between cultures. This research is valuable to companies which want to expand their business abroad. Due to culture different, conflict cannot avoid and manager should grasp a relevant competences to manger their multi cultural project team, help their business international development.
Chapter 1--- Introduction
1.1 Introduction
This chapter will give a whole introduction for the research, the context along