Outstanding Voice among the Messy of Noise
Author: Phan Thi Kim Oanh _ s3310105
Noisy and crowed are the popular adjective words, which Vietnamese people dedicate to describe Ho Chi Minh City – the largest and richest city in Vietnam. These words are completely truth. In this city, the noise and crowd come from everywhere. To me, this city likes the small United State because no one can say that they are the original people of city as they come from all over the country even the foreigners. Hence, it causes a multicultural city and causes to a part of noise and crowd.
As the same as United State, the cross-culture leads to a series in management for the governments. we can observe the city as an organization or company, the citizens as members, and governments as leaders or managers, and the most importance in an organization is trust. However, the trust inside the organization is more complicated and fragile than the ones between clients and agencies (Galford & Drapeau, 2003). Thus, the question is pointed out that how the leaders can build the trust in this case.
Luckily, I have a chance to interview Mr Nguyen Thanh Chinh, who is the vice chairman of International Youth Club (IYC) – a member of Vietnam Youth Federation. IYC is a multicultural organization where the members come from many provinces, religions, high schools, universities and different majors. Accordingly, the sharing of Chinh will be helpful for learning how to build the trust in the multicultural organization.
“Trust is the purpose for creating our organization,” Mr Nguyen Thanh Chinh said, “However, I fiats that the cross culture reduce the effective in teamwork”.
The messy of noise
“Each person in a different area has the perspectives, and workplace style differently” Mr. Nguyen Thanh Chinh said, “It’s really hard to build the trust among members and between leaders and members”. Thus, communication with the organization is an issue, the messages can be misunderstood so it leads to some conflicts, especially conflicting in goals (Galford & Drapeau 2003).
The noise of cross-culture comes from two approaches, which I assume as the messy. According to Behfar, Kern, & Brett (2006), the demographic differences, and members’ cultural orientations or the dimensions of behavior are two approaches, which affect directly on the attitude, awareness and behavior of members so the trust of members in workplace is also impressed. Hence, the standard of performance in many culturally diverse teams is commonly lower than the ones many homogeneous teams (Thomas, 1999).
Among the messy of noise, the position of leaders is the main component to solve many conflicts and guide team goes to the right direction. However, done it is not easy as say it. Mr Chinh responses that “Ensures that the visions and goals are always in your heard and it must be stable, because they help your voice become outstanding and your members trust in you.” The stable visions and goals will be leaders’ weapon to face many issues within team while members will recognize the leading and management of leaders is trustworthy.
Besides that, listening will help the leaders see-through their members’ cultures, so they can harmonize the working styles of each member. Solomon (2008) claim that listening is more important than talking because it will be led us freewheeling and wide-ranging for discussions. Further, leaders can point out many right decisions in teamwork process while ensuring the common visions and goals. Therefore, they lead the team to work effectively.
Let closed this conversation with some key learning. We know the multicultural organization is the messy of noise and it will drop down the trust and lead to the ineffective teamwork. However, we must be calm down, and make our outstanding voice through preparing the stability in vision and goals, and listening our members. These things make our members trust in us. The most importance thing, Mr. Chinh reminds, that honestly say “Thank you” to let the members know we respect their efforts.
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Galford, R. and Seibold Drapeau, A. 2003. The Enemies of Trust. Harvard Business Review, Iss. Feburary 2003.
Shapiro DL, Furst S, Spreitzer G, Von Glinow M. 2002. Transnational teams in the electronic age: Are team identity and high performance at risk?, J. Organ. Behav, vol. 23, pp.455–67
Behfar, K., Kern, M., & Brett, J. (2006). Managing challenges in multicultural teams. Research on managing groups and teams, vol. 9, pp. 233-262.
Thomas DC. 1999. Cultural diversity and work group effectiveness: an experimental study. J. Cross-Cult. Psychol. vol. 30, pp. 242–63.
Solomon, R. 2008, “Listening is more important than Talking”,The Art of Client Service, Kaplan Publishing, New York, pp. 75 – 76.