PONTIFICIA UNIVERSIDAD CATÓLICA DEL PERU
CENTRO DE NEGOCIOS
CENTRUM CATÓLICA

MBA MSM VIII
GESTIÓN DE LA DIVERSIDAD CULTURAL
Professor: | Joop Remmé |
Assignment: | Individual Take Home Assignment |

This work has been done according to regulations CENTRUM by:

Piero Caballero

Monterrico, December 15, 2009.

Within an organization, many people have to work together, there is way some teamworkare formed, but if it is difficult enough to try to work with some people that has been working many years in the organization, with the same corporate culture, or at lease with people that understand the corporate culture, what do the people of a new team have to do in order to get the task done and be a successful team when this people came from two different cultures because the fusion of twoorganizations?.
We have to understand firs, that within a fusion of two organizations, changes will be necessary and in order to be effective, the change must be needed, wanted and possible. Most of the times, in this cases, change is needed (because a new organization will be created because of the fusion) and possible (because the organizations involved had the knowledge and procedures to doit) but not wanted, so there are barriers of will (Bono 2008).

In order to have a successful team, is needed that all the people involve share the following characteristics (Hellriegel and Slocum 2007) :
1. Know why the team exists and share the goals.
2. Support guidelines or agreed procedures for decision making.
3. Have an open communication between them.
4. Share mutual support5. Addressing conflicts within the group.
6. Diagnosed individual and group processes and improve their own and group performance.
Within a fusion, most of the cases, the change is not wanted, because of that, the open communication, the share goals, the mutual support do not exist, in order to accomplish a successful team work with all this characteristics is important to understand the kindof culture are the people of the team from, in this case, is useful the Hofstede (1984) approach, he identify the dimensions of culture:
1. Power acceptance: individuals with high power acceptance will prefer an structure and hierarchy team, in the opposite, individuals with low porwer acceptance, will be in favor to an flat organization of the team and equal privileges and assignments.
2.Femininity – masculinity: individuals from a corporate culture with low masculinity will focus on the people of the team, interdependence, life quality, in the other hand, individuals with high masculinity culture, will focus in recognition, performance and value money.
3. Individualism – collectivism: the people of the team from a high individualism corporate culture will prefer the individualassignment, freedom and self actualization, the individuals with low individualism culture will focus in work together as a group.
4. Uncertainty avoidance: people with this characteristic will prefer a structured group, will need rules, norms within the group. Individuals with low uncertainty avoidance will tolerate change; take more risk in order to achieve the task.
5. Long – short termorientation: individuals with short term orientation will look for protection of one´s reputation and stability, people with long term orientation will use persistence and perseverance as work characteristics, thinking that things ¨will work out well in the end¨ (De Bono, Jones and Van der Heijden 2008).
To complement the understanding of the difficult that involve work in teams with people fromdifferent cultures the process of the team development must be also understood, they usually follow this stages (De Bono, Jones and Van der Heijden 2008):
1. Forming: in this stage, the group look for the understanding of the goals, agreed the procedures to achieve the goals, try to know each other and to understand their functions within the team. When people of two different corporate cultures…