Cultural Team Working  

Cultural team working is an essential component of a team in order for them to achieve their goals. It can be seen as the effect or consequence of thinking resulting to the establishment of the best possible solution among numerous alternatives (Mateev, 2007). Framing helps in the cultural team working task to attain the best remedy or solution to the dilemma. The ultimate output of this procedure has to be an organized and excellent decision while maximizing the utilization of all the resources and human capabilities available.

Mandatory reflections

1) Hofstede Cultural Evaluations

In our Turkish culture, the emphasis is given on leader status; our team mates think that the head of the group will provide assistance and essential instructions and perform important decisions (Armstrong, 2008). Turkish people tend to be so receptive of the regulations and policies and opposing the authorities is not permitted.

Turkish culture places more priority on consistency and formality. We make use of efficient and proven ways of accomplishing things rather than making reckless choices. Our culture practically is a collectivist type where the individuals place more value on team camaraderie and satisfying the needs of the team (Hays, 2009). Turkish culture is under a male orientation that is likely to be so critical of accomplishing tasks, giving priority to virtues like winning and having earnings. Turkey has a local culture that puts consideration on future benefits.

Hofstede’s study on cultural evaluations I believe provides some very credible outputs, but, his outputs do have some restrictions (Yeung, 2008).  Even though his outputs and recommendations were substantial and most of his recommendations have been utilized to some degree by others, his evaluation is giving emphasis at basically a general level.  I believe the most critical information to think about when analyzing Hofstede’s outputs is that from his ideas he suggests the dominant value systems within countries.  It is understandable that an individual cannot assume that everyone you meet from another culture will possess a particular set of values (Gandolfi, 2008).  The essence of Hofstede’s findings is that it provides an important tool for analysis concerning culture and the manner values have an impact on behaviours.  

2)  Tuckman’s model

In the first stage, our team was able to bond together and had a better idea on the hindrances needed to be hurdled, and then we all came into an agreement regarding the goals and began to accomplish the tasks step by step. The members of the group acted well and did not need any additional supervision (Barrett, 2008). They were so concentrated on the activities but were not completely knowledgeable of the constraints and objectives of the group. Members of the group were on superb work ethic all the time and focused more on what they can keep doing to develop themselves. Leaders of the group gave simple yet effective guidelines and instructions. This initial stage of establishing the group was important because in this part the members of the group had the opportunity to understand the strengths and weaknesses of one another and create tight bonds. This was also a perfect time to check the manner every member of the group performs by themselves and the way they fight of frustration.

In the second stage, the numerous concepts and ideas of the group had to ask for consideration. The group discussed issue like what dilemmas we were urgently had to search for a remedy, the way we will perform by ourselves and together and the kind of leadership we will employ (Torrington, 2008). Group members talked to one another and tested each other’s perspectives. In some cases storming was easily resolved. In our situation, the deep experience and expertise of some of our group mates made it possible for our group to move forward to the next stage.

I think that this second stage was important for the evolution of our group. It was not easy at time and even annoying to members of our group who did not desire to participate in misunderstandings. Perseverance of each group member and their faults were tackled. The group understood that without these important factors the group will not be able to achieve its goals. We also realized that this stage can become a huge threat to the group and will make us feel uninspired if we were not able to handle it carefully.

The leaders of our group during this stage were easy to deal with but still directive in their handling of making choices and observing behaviour (Beardwell, 2006). As a consequence, our group was able to fix our problems and members of the group were able to interact with one other fluidly and they didn’t think that they were being coerced and this helped inspire us all to relate our feelings and perspectives.

On the third stage, members of our group suited their work ethics to one another as we created work habits that made cooperation and coordination look solid (Greer, 2000). We practically strived through this point by establishing regulations, work ethic and functioning tools. During this level, we began to rely on one another’s strengths. Morale of the group got a boost as we obtained more understanding of the objectives. We acknowledged that we could deprive ourselves of our creative skills if the norms would become so overwhelming.

Leaders of our group during this level became more participative as compared to the early stages (Torres-Coronas, 2008). We were prepared to shoulder more tasks for performing decisions and for our ethical responses. As we got to know one other’s strengths and weaknesses, our impressions of one another began to be altered. The group felt a sense of achievement for reaching this stage; however some members of the group began to feel annoyed by the enormous tasks that have been delegated to them. They tried to fend off the frustration and resumed storming again.

In the fourth stage,our group was able to move over to the performing stage. We were able to function as a solid group as we looked for ways to achieve excellent results in the activities effectively without any miscues or the need for additional supervision. We completely relied on one another (Bernardin, 2009). By this time, we were already so inspired and logical with our decisions. We were now motivated and able to handle making choices well. Minor misunderstandings were expected to emerge and were allowed as long as it was handled through excellent means amenable to the group. Leaders of our group during this time were extremely participative. 

Competencies

1) Ability to work cooperatively with others

Excellent teams are about functioning as a solid unit all the time and each member having the skill to perform personal choices and the team having the confidence to perform critical decisions also. From a psychological viewpoint, it is important for every team member to study the personal decisions in the context of necessities, choices an individual has and things that they search for (Swain, 2009). From a cognitive viewpoint, personal decision making must be a stable and effective task integrated in the discussion with the setting. From a normative viewpoint, the analysis of decision-making on a personal level is linked with the premise of decision making and the impacts it leads to.

 2) Ability to exercise flexibility

In groups it is usually indicated that the competency to be flexible is a sure step to success. Being flexible creates the potential of greater opportunities and progress for the group. The most recommended approach for groups to think regarding the appropriate application of being flexible is in group management. 

3) Ability to understand and define team goals

Analytical competencies are essential in knowing and identifying group objectives, inspiration, and aid to establish confidence in our group. Analytical capabilities aid us do well in the tasks and exhibit leadership, know the group’s immediate concerns, the skill to function as a solid group, and among others aids us to create the overall view of the other members of the group (Boxall, 2008). Being analytical makes each member of the group feel comfortable with the team he belongs particularly if he or she is really playing an important role in the group.

The competency to comprehend and determine objectives allows the members of the group to manage their initiatives along with the integration of the goals of the group and structure in such a manner that there is sufficient information of the specific guidelines of activities and the application of fair regulations based on creativity. The competency to comprehend and identify objectives aids them attain the success realm (Ivancevich, 2009). The measure of success is established on the group’s comprehension of what is needed for them to be triumphant. Moreover, this realm aids the group to adapt with any developments and constraints that might suddenly emerge in the tricky work setting. 

4) Ability to discuss and solve problems

The procedure of handling the problems properly wherein the goals are accomplished is connected to problem solving competencies (Stewart, 2008). This is a capability that is crucial among our group members that involves the techniques of handling the issue with the goal of knowing the common desire which binds individuals through the basic mission. The improvements in the capabilities of problem solving are connected to the times of innovation within different communities. Thus, different results must be acknowledged by the members of the group based on the clauses of the issue. 

Weakness

1) Ability to deal with conflict situations

There will come a time when the team will have to make a solid, unified decision, and excellent groups are always able to find the most practical answer to every problem. Unfortunately, our groups are not yet on that high level of knowing the techniques to properly manage tough situations.

Development Plan

The ability to function as a solid unit is an attribute that excellent teams have who make efforts to reduce conflict and get the common desire without even analyzing and evaluating various perspectives (Brewster, 2007). Individualism and being pessimist are not attributes that can be found on successful groups, instead they get the advantages of superb balance in their decisions as part of their characteristic of making decisions as a team. In the procedure of functioning of as a solid group, members of the team don’t practice supporting their personal ideas which is the opposite thinking as a group. Numerous motives for this may be easily seen like an objective to avoid being seen a moron, or an objective to stop embarrassing or infuriating other team members. Functioning as a group result those making excellent choices, where differences and gaps are stepped aside, for worries of jeopardizing the team’s strong bond. 

As a solution to the weakness of our group, our development will concentrate on having members become more responsible for what they do. Being responsible aids to negate one of the following two usual issues:

• Structural problems in the group: team bias, problems in leadership, lack of norms needing proper procedures, lack of united perspectives. 
• Provocative case setting: tremendous pressure from external threats, failures, so many difficulties on the decision-making procedure and other problems.

Through this development plan, the decision making procedure of the team will be more efficient and more improved if there is cooperation and responsibility within each member of the team (Pynes, 2009). Excellent teams will usually integrate material for making choices and be less engrossed by so many things to account for if the conditions are great. This allows the people who make decisions to work faster and they will either accomplish the tasks on schedule, or will be able to prioritize other important tasks. 

Conclusion

I agree with the common sentiments that as the pace of performing group tasks speeds up, the group leaders must be knowledgeable of the way culture can alter policies and expectations regarding team working. The economics of performing tasks will also go on and keep progressing—giving chances for groups to widen the cultural value proposition by giving more untouchable data-based services. 

My personal take on this is that the group leaders must realize that historical obstacles of every type continue to eliminate cultural team working issues due to the fact that it is a global concern. Innovative technologies will keep on providing groups the opportunity to distinguish themselves by service and framework of operations for some time to come. The initial mover makes a gamble and gets a temporary benefit (Dessler, 2008). The quick follower is fighting against reduced danger but also has to make up for lost time. My suggestion is that the group leaders must view cultural team working through various mirrors. One mirror should be concentrated on enhancing team work and effectiveness. Another should be emphasized on the gradual progress of group framework and services. Still another should be concentrated on the establishment of benefits through widening range and the altering of the guidelines of rivalry.

Groups will be able to attain continuous improvement through effective monitoring and evaluation of the integration of cultural team working. The group should keep on searching for ways to bond together and make sure that their strengths are maximized to decrease the chances of them falling short of their goals (Mondy, 2009). The group should also keep on tracking the progress of their team camaraderie that has produced excellent reception and results upon the integration of cultural team working. The group must make sure that positive results are maintained. 

The major strength of successful team is its powerful bond as a solid unit. The solid team goes on to empower itself through various activities. A powerful and extremely successful team allows the team members to grow and improve naturally. The innovative strategies of successful teams are utilized in creating systems to guarantee that their achievements are attained to pass or outdo client needs (Edwards, 2006). These strategies seem to be working well for them. Their innovations involve the policies of the quality of team members and other processes. 

The accountability of the group members is an essential part of the team working process due to its scope.  It concentrates on the welfare of the whole group of individuals.  It can involve all of the tasks that are designed to assist and enhance the status of the entire group.

Accountability for the welfare of a group of individuals is shared by all of the people, programs and departments that contribute to it.  The accountability of the team members brings individuals closer and relies on group procedure.

REFERENCES

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Publishing

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Hofstede and his national cultural assessments. Retrieved July 3, 2009 at http://www.geerthofstede.com..