HR Program for Cross-Cultural Supervisors

HR Program for Cross-Cultural Supervisors

The training consultant has asked the Human Resource Managers to prepare notes for them describing two situations where we saw that communication issues on a team, we were involved on, in the past caused a serious misunderstanding. The purpose of the Human Resource Mangers for doing this is so that we may prepare a program for cross-cultural supervisors in the area of dealing with conflicts. We also need to be aware of how the focus of the conflict can be complicated by cultural differences.

The training consultant has asked us to identify:

1. If a problem was caused by only one member, was the problem obvious to others, or were you the only person who noticed it? And how did we deal with it?
2. If the problem was primarily between two team members and did not directly involve others on the team, what caused the problem? How did the team deal with it?

The training consultant wants the Human Resource mangers to suggest a communication strategy that would have prevented these issues.

The first problem I would like to describe is a current work situation where-by we were the members of a sales team, and one person on the team was manipulating the "UP's" system to write more business. The problem was very obvious to me. I started by making an informal complaint to my direct supervisor. However that didn't see to get any results. I then took it a step further and make a formal complaint in writing. I felt because I was new to the job he was taking advantage of the situation or the fact that he didn't want a women in his store. They then sent in someone from corporate headquarters to investigate the situation and retrain personnel on the "UP's" system. It was further investigated that he was pushing the limits of the "UP's" system and new rules were set into place so it was a fair system. This situation was only noticeable by myself at the beginning but by pushing the issue further I was able to get results.