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Purpose: Our purpose is to study how language proficiency and cross-cultural adaptation affect ethnically diverse teams in their cross-cultural communication competence. Methodology: The data was collected through six interviews of team members working in a product development project in a multinational company. The interviews were conducted in March of 2012. The data analysis followed an interpretative thematic analysis inspired by Boyatzis (1998). To analyze the data we have utilized some steps of the thematic analysis. With the analysis it was identified that ethnically diverse teams build language proficiency and cross-cultural adaptation. Findings: The findings from this research indicate that cross-cultural adaptation and language proficiency should be considered as important dimensions of cross-cultural communication competence within ethnically diverse teams. Language proficiency remains a challenge for many ethnically diverse teams and should be included in studies related to communication. Employees’ ability to adapt to the current environment and culture has an essential impact on team communication. Research limitations/implications: The research was done in a Multinational company based in Sweden within one team at Electrolux AB, therefore implications from our study may not be applicable to all ethnically diverse teams in Multinational companies globally.

Master’s thesis deals with the analysis of personnel management in selected high-tech company. The theoretical part of thesis describes the basic concepts of personnel management, diverse teams and characteristics of the high-tech sector. In the practical part is analyzed the current state using questionnaires and subsequently proposed recommendations, including their economic evaluation.

Trust is gaining attention for its benefits to both teams and organizations as a whole (Fulmer & Gelfand, 2012). The difficulty of building it in comparison to the ease of destroying it calls for a deeper understanding of trust, as well as its relationship with critical team outcomes (Colquitt, LePine, Piccolo, Zapata, & Rich, 2012). Unfortunately, current research has progressed in a disjointed manner that requires the integration of findings before a more parsimonious and descriptive understanding of trust at the team-level can be developed. Beyond this basic understanding, research is needed to explore the nature of trust in teams comprised of diverse members, as multi-national, multi-cultural, and interdisciplinary teams are increasingly characterizing the modern landscape. Thus, this article uses meta-analytic techniques to examine the extent to which mutual trust can serve as an underlying mechanism that drives the diversity-team performance relationship. First, surface-level and deep-level diversity characteristics varied in their impact on trust. Value diversity emerged as the most detrimental, along with the moderating effect of time. Second, 95 independent samples comprising 5,721 teams emphasized the importance of trust to team performance with a moderate and positive relationship. Third, mediation analyses answered recent calls (e.g., van Knippenberg & Schippers, 2007) to examine underlying mechanisms that can explain the diversity-outcomes relationship. This showed age, gender, value, and function diversity to be related to performance through mutual trust. Furthermore, this study explores whether contextual (e.g., team distribution) as well as measurement (e.g., referent) issues pose systematic differences in the diversity-trust and trust-performance relationships. Surprisingly, the construct of trust at the team-level proved to be generalizable across a number of unique conditions. In addition to this extensive quantitative review, implications and future research are discussed.

The presented Ph.D. thesis deals with the topic of Diversity management and its application into the area of Human Resourse Management. The main goal of the thesis is to survey the impact of diversity on the effective team operation in selected organizations in the Czech Republic. The aim of the thesis is thus to identify factors that influence the team effectiveness.The investigated teams operate in selected companies in the Czech Republic The Ph.D. thesis is divided into two parts: the theoretical part and the empirical part. The aim of the theoretical part is to provide a summary of personnel work in organizations with a focus on Human Resource Management at organizational and team´s level. Modern trends are also introduced: diversity management, talent management etc.The second part of the theoretical part is dedicated to diversity and diversity management, diversity classification, the structure of diversity management, functioning in teams, diverse teams and measuring the influence of diversity on team effectiveness. In the end of the theoretical part a summary of key research results is presented. A dictionary of key terms is also created as a part the presented thesis. In the empirical part an analysis of the research results gained by making pilot researches and main research are presented.The research was focused on studying the effectiveness of diverse teams in organizations mainly from the following sectors: Finance a Insurance, IT, Information and communication and Education. The research sample in the main research consisted of 98 team leaders.The gathered data were processed using descriptive and explorative statistics (nonparametric tests: Spearman's rank correlation coefficient, the Mann – Whitney U test and The Kruskal – Wallis Test). A qualitative analysis was used in the analysis of chosen items.The main results of the research is the following: 1.a slightly positive correlation was detected between gender diversity and handling project or work deadlines. 2.a positive correlation was found between informational diversity and goals or specific task/assignment achievement. 3. a slightly positive correlation was detected between the informational diversity and handling project or work deadlines. In teams with a focus on Human Resource Management a middle level of gender diversity was found, whereas in project teams the informational diversity is on a high level. Marketing teams have a lower level of information diversity. The same results is for teams with a focus on Management of academic projects/programs. No relationship was detected between the team effectiveness and the team size. The same negative results were found for the organizational size and the rate of occurence of age, gender or informational diversity.The qualitative analysis concluded that age diversity is linked with a situation of mixing different perspectives and experience in teams; gender diversity could have a positive influence on socio – psychological dynamics in a team and be efficient for client management. Informational diversity was mentioned as a factor of improving the problem-solving process and project effectiveness. Respondents were asked to define the traits/factors of a high – performing teams. Proportions in gender: 50:50, proportional representation of experienced and not so experienced peers in teams. The role of the manager is to unite the team, to support team members´potential, team cooperation with a goal to fulfil the task.