Barriers in Management and Cooperation of Members in Cross-cultural Teams

In today's business world, cultural differences play a very important role. They can contribute both to the effectiveness of the cross-culture team and hinder it. Consequently, the ability of managers to apply all the various elements of group effectiveness, paying particular attention to the cultural diversity of team members, acquires considerable importance. The relevance of the topic of this work is due to the need to summarize the scientific knowledge and practical experience in managing cross-cultural teams in such a way that the teams work with the greatest efficiency and the least probability of falling into conflict situations. Indeed, in the joint daily activities of cross-cultural teams, the problem of misunderstanding and, as a rule, low trust between the participants is much more common. So, there are the following most common causes of violation of intercultural communications: different perceptions of reality by representatives of different cultures (the so-called problem (trap) of perception, i.e. interpretation of the surrounding reality); difference in stereotypes of evaluation of the same phenomena in different cultures; a sense of superiority associated with adherence to the culture of their country; semantic and technical violations in communication resulting from linguistic and emotional communication, as well as differences in gestures. This subject was investigated by both domestic and foreign scientists: Chanko AD, Bunin V.G., Borisova L.G., Myasoedov S.P., Soltitskaya TA, Guseva N.I., Listopad PD ., A. Matveev, G. Richard, E. Paul, C. Bravster, C. Bruntz and others. The structure of this master's thesis consists of introduction, two chapters, conclusion, list of references and applications. Each chapter consists of three sections.