Culture refers to the shared norms and rules that governs anindividual or organization. By being referred to as Monolithic, itmeans that culture differ from people of one region to another,organization, tribe and religion. What one considers right, may beseen as a wrong to another. For example, some people may see ladieswearing trousers as being morally wrong but to others, trouser isjust a dressing code like any other dress (Dyer et-al., 2013). Thereare key rules and norms that govern a given culture and there areleaders who decide what are to be done, by whom, when and how it isto be performed. Likewise, in leadership, the team leader decideswhen to hold meetings, who are to attend, matters to be discussed,plus other relevant details. Every team has its norms and rules thatgovern them.
Diversity within team members can have great influence on theperformance of the group as a whole. To begin with, a team with highuncertain avoidance will always avoid ambiguities and will do morepresentable work compared to low uncertain performing team. Teamswith long-term relationship, will have more humble time workingtogether as they can easily come into terms of agreements through thelong built trust. This is always contrary to teams with short-termrelationships which is often prone to disagreements. To add on, teamthat works collectively will always know what is expected of them andwork towards achieving the set goals. An individualistic team willhave a hard time because they want to solve problems alone. Toconclude, high power distance team are always comfortable communicatetheir issues with the high authority but a low power team will fearand want to consult with subordinates in order to make decisionswhich is time wasting (Dyer et-al., 2013).
Common behaviours that are key and expected to be violated includedecision making behaviours, conflict resolution behaviours andcommunication behaviours. To begin with, communication behaviours ina team are very crucial in the achievement of the set goals andobjectives. It is therefore necessary to have them in place beforebeginning a project. This will help to avoid conflicts within theteam and also will help team members understand what channels to usefor communication (Dyer et-al., 2013). In decision making,individuals or collectives can make decision. Individualism cancreate bias as decisions are based on personal judgments contrary tocollective decision where everyone’s opinion is considered. Underconflict resolution, some people will always feel comfortable whenarguing in a team while others will see this as unethical and try toavoid at all costs.
Some of the common specific questions that might be asked include,what you think others need to know about your job that will help themdo their job. Here others should understand your goals and what youintend to achieve. The success of the business will help them workharder on their job. What you feel the organization expects of you inyour job is also a question of concern. Here the organization expectsgood performance and presentable work as well as time consciousness.Another question is what you need to know about other people’s jobthat would help you do your work. It is important to understandreasons behind the success or failure of other people’s jobs sothat to decide how to do yours. Also, what others need you toperform in order for them to do their jobs is a key question andfinally what actually you do in your job is a question of concern(Dyer et-al., 2013). Here what your organization produces or providesis clearly analyzed to help others know or decide whether they shouldproduce the same to better their businesses. The results from theabove questions will be communicated through email, face to facewhich is more convenient, videoconferencing or any other onlinemethod.
Dyer, W. G., Jr., Dyer, J. H., & Dyer, W. G. (2013). Teambuilding: Proven strategies for improving team performance (5thed.). San Francisco, CA: Jossey-Bass