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711911
Groupware Technology
and Team Management
Unit 3
Dr. Andrea Jersabek
[email protected]
http://suanpalm3.kmutnb.ac.th/teacher/andrea/
Linear-Active Cultures

valuing facts and figures

respect highly organized planning

think linearly

use a straightforward, direct communication style

favor task oriented approaches

and prefer rational thinking and science “over religion”
Organizational Culture

refers to the rule system shared by members of an
organization, e.g. rules, attitudes, values, beliefs

In an intercultural context: temporary culture becomes
important, i.e. does not require fundamental change of
self outside the work context
Multi-Active Cultures

value emotions and close relationships

tend to act more impulsively

prefer face-to-face interaction

use direct communication and an animated
communication style

feel uncomfortable with silence
Reactive Cultures

value subtle, indirect communication

value harmony and humility

tolerate silence
4 Types of Centrisms according to
Wimmer

Expansive centrism,

Integrative centrism,

Separative centrism and

Tentative centrism.
Expansive Centrism

own cultural model viewed as the optimum

Therefore it should be disseminated

Consequences: cultural homogenity
Integrative Centrism

Still conviction of superiority

But: rival cultures do not need to be overruled

Optimum of own model suffices to attract others
Separative or Multiple Centrisms

several rival models coexist

tolerance and even esteem for other models is possible

diversity and multiciply result in a multi-cultural situation
Tentative or Transitory Centrisms

multiple convictions are viewed as valuable and right

Centre is viewed transitory
Differences
In communication styles
 In work-related matters, e.g. overtime
 Privacy (invasion of privacy)
 Organisational Policies
 Hierarchy

Conclusion

Intercultural Competence is an essential
ingredient of personal and social
competence, esp. when working in a
cross-cultural environment
The Team

Def. work group or team: “A work group is made up of individuals
who see themselves and who are seen by others as a social entity
who are interdependent because of the tasks they perform as
members of a group, who are embedded in one or more larger
social systems (e.g. community, organization) and who perform
tasks that affect others (such as customers or co-workers).”

Guzzo and Dickson 1996
Variables of Groupness
Groupness should be conceived as a (multi-dimensional) variable
Some variables:

interdependence of goal and task performance

intensity of interaction

the duration of the interaction

formality of team membership

continuity of team membership

number of people involved
Team Effectiveness

Production function

Group wellbeing function

Member support function
Group Evolution

Forming: coming together, first orientation

Storming: struggling over the goal and tasks to do

Norming: developing common ideas and norms about
how to do the task

Performing: executing the task

Adjourning: dissolving the team