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英国硕士毕业论文模板大汇总

日期:2020年03月08日 编辑:ad200904242025371901 作者:无忧论文网 点击次数:7413
论文价格:免费 论文编号:lw202002292057013510 论文字数:4666 所属栏目:留学生毕业论文
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the beginning of the semester without knowing much about my teammates.  For both groups, we scheduled video calls to walk through the assignment requirements together early in our communication.  We also developed specific norms for the project, such as dividing the workload and assign different roles to each member.


Since we established our norms very early on during the project, we did not experience much storming stage.  People completed their tasks on time, and there has not been any direct conflict or relationship conflict.  The only disagreement we have encountered were task-oriented, such a group call schedule, division of labor and other logistical issues.  According to Levi (2016), when handled well, task-conflict brings positive results to the team because it builds a bridge for different opinions to merge.  During the performing stage, we tried to set different checkpoints to talk to each other about our project progresses.  With our regular calls and other opportunities to connect during the semester such as peer-to-peer calls, our meetings became less formal.  Eventually, we transitioned into an informal group and developed a genuine friendship over the course.


By comparing the two group project teams to my work team, I learned how long-term team functions differ from the short-term teams in terms of public reflection and conflict resolution.  My work team also added more insights into how cross-cultural teams deal with conflict differently.  At work, my team includes three program specialists (myself included), one Chinese supervisor, and one American diplomat as the team leader.  As a team, we work on various exchange programs based on both Chinese and the U.S. academic calendar.  Our program timeline lasts for a whole year, which means revisit a mistake or setback can be a challenge.  If we missed something during this year’s program or we wanted to implement a change, we had to wait for the next year.


Our Chinese supervisor is not a fan of significant changes.  His working philosophy heavily leans on getting a job done first, and get it done fast, with as little modification as possible.  He takes pride in how little difference we had to make for the program in the past two decades. This Chinese supervisor’s leadership style and conflict resolution style often contrast with our American officer’s method of choice.  His non-confrontational conflict resolution style means he prefers to talk to the person of conflict in one-on-one settings instead of on the spot, in public or during team meetings.  By dealing with conflict indirectly, the Chinese supervisor honors the other person’s or “saves their face”.  While this reflects well on the high avoidance culture of China, this method also adds a challenge in my office with the lower power distance culture American staff implant in the workplace (Tuleja, 2017).  Our American Officers often welcomes teammates to deal with disagreement or small conflict directly during meetings to “talk to out”.


Depends on the type of conflict and the present audience, sometimes a task conflict turns into a relationship conflict due to the pressure leaders put into to deal with it on the spot, instead of giving it time to cool down.  The struggle of bringing balanced cultural view on conflict resolution resonates with me.  After a closer look at conflict resolution from the course, I took it upon myself to bring more understanding of the cultural dynamic in the office by offering compromise solutions to the Chinese supervisor or ask the American Officer for some processing time for the team to think things through.  I have learned during conflict management, part of the leaders’ responsibilities came from the help members separate their emotions from figure-pointing blaming during a conflict (Runde & Flanagan, 2008).  As Cooper et al. (2017) suggest, depending on the leve