Velocity Devouring
diversity within the company, the temporal dimensions and performance groups work are the subject of the study of S. Beena Saji, Workforce Diversity, Temporal Dimensions and Team Performance. According to the author organizations today live of speed: speed development of new products, speed in response to customers, speed in solving problems. Given the transnational dimension of modern companies, often have different functions and members of the same working group are located, geographically dispersed, have to coordinate their activities. Hence the importance of the different perceptions of time, depending on the origin cultural and geopolitical. The performance of the team - interesting evolution of the concept of a working group of theorists at work in human resources - should exceed that of the sum of the individuals who compose it. The working group remains essentially the sum of two or more people who interact and share some goals. Otherwise, the team has some basic characteristics: the actions of their components are coordinated and interdependent , each component has a specific role and well-defined (not necessarily in a formal way ), there are 'strong' shared goals and objectives. The team is somewhat akin to an organism, a cohesive system that has its own identity. Team members perceive their interdependence , operate on the basis of shared values \u200b\u200band common objectives, actively contribute to defining latest and best routes to reach them, trust in the other components and therefore are able to express fully open, communicate well, they receive the support of team members against them and are constantly motivated to learn, manage actively and collectively conflicts and share a mutual commitment towards common goals. The evolution of the concept of team and new technologies, along with today's economic environment, led to the birth of intercultural teams, inter-and transnational. The study of these different types is on the agenda in the field of human resource management.
team, joining him in different capacities and skills, should be favored than the individual. Fundamental differences between the team compared to the Working Group are its flexibility and its intrinsic elasticity. As has been mentioned before, geographical dispersion of business today requires the ability to handle the differences between individuals who compose them. Differences that are felt to individual level, cultural and organizational. The time horizon, according to the Author, vary significantly depending on cultural roots of the individual. Florence Kluckhohn and Fred Strodtbeck (1961) identify three cultural orientations relatively the perception of time: culture based on being, based on cultures and become oriented cultures do. The first place the emphasis on instant gratification and action spontaneous and unplanned. The second will focus on future projections and long-term outcome. The latter stress the importance of self-realization and are oriented both the short and long term.
The time can be classified as a phenomenon in itself or as a epiphenomenalism (or whose existence is tied to events). The perception of time can be objective or subjective, linear, cyclic, or timely, discrete or continuous, directed or absolute. According to Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson and A. Mason Carpenter (2001), the individual perceptions of the urgency and time perspective are critical to the performance of the team.
are delineated at this point, four typical profiles: the "stipatori," the organizers, brokers and visionaries. The stipatori are oriented to the present and have a high sensitivity urgency, the organizers are oriented to the future and also have a strong awareness of the urgency . Intermediaries, that is, those who can rationalize explain and communicate the business issues, are oriented to the present and have a limited sensitivity to the urgency. The visionaries, finally, are forward-looking and they also have a limited sensitivity to the urgency. Since the guidelines
deep, linked to the cultural profile of the individual and
to his personality, previous types of management team will invest heavily
multinationals. Because social interaction and group the like tend to attract each other (Barsade et al., 2000), heterogeneous groups in terms of time perception may give rise , internally, to create counter-productive and dynamic phenomena of isolation and dissatisfaction. Similarly, according to the author, the diversity and heterogeneity of the groups, if managed properly, are behind the creation of competitive advantage and development of innovative dynamics often inimitable.
The discipline of diversity management is concerned with studying the management of these dynamics. Traditionally, the approach to diversity
in the social sphere, there is a clear dichotomy: on one side are located the
theories based on the American melting pot, which provides for the integration of different cultures to create a ' unique new culture.
other hand, we have a multicultural society that requires the co-existence to their internal
of different ethnicities and cultures. Projected in a business setting, the dichotomy becomes immediate issues very pragmatic. Several studies show a better performance teams that share, at least in part, the cognitive representations of problems and systems (Rouse, Cannon-Bowers and Salas 1992). The coincidence of temporal representations of members of a team is revealed to the Author, fundamental for the construction of shared mental models. The shared perception time in a team environment positively influence its performance. According to some research (but not all) is very difficult to change at the individual cultural approach to time, which seems to have such stability characteristic of personality traits (Landy et al. 1991; Macan 1994; Shahani , Weiener and Strait 1993). The Author develops, therefore, a model for team performance that takes into account the influence on the perception of time all variables listed. The age, nationality and sex (explanatory variables), the personality, culture, experience and education (implicit variables) influence the perception of time of individuals within the companies. The importance of tasks, their significance, company standards and guidance prevailing time in the company act, however, as moderators of the performance
and mingle with the mediating variables represented by the perception of time and
individual temporal orientation.
Together, causal variables, moderating and mediating variables make
the temporal structure of the corporate team. The research carried out by the author shows
clearly contrary to the forecasts, the benefits in the medium term team
heterogeneous. The latter, in fact, after an initial period of "goodwill", are operate more effectively than homogeneous teams.
The presence of individuals with a strong focus on deadlines in the company,
even if the business climate appears adverse, an engine motivational and increase the effectiveness of the team. Research is also evident from the presence of processes of adaptation, contrary to what predicted previously, the temporal perception of individuals as a result of identification with the company. These processes originated
interaction with colleagues and requirements related to operational goals.
In conclusion, it is critically determined by the balance between the provision
deeper individual variables and its ability to adapt to new models proposed by the company. It will then manage the training team carefully choosing its members and at the same time to act on corporate culture to ensure that this will promote openness and collaboration dedicated heterogeneity.
BY Imanuel Baharier 
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