Employee recognition and appreciation is a perfect action that a project manager can undertake to realize motivation in the team. However, there is a cultural implication that arises from the method applied in the appreciation process. Cultural awareness is therefore vital in a culturally diverse job environment (Vohra, et al., 2015). Patting team members on the back should be based on the culture of such a person receiving accolades. It is not wrong to pat an employee on the back in the process of recognition of the perfect contribution to the success of the project, but a project manager must first understand the cultural implication of such a gesture. For instance, a pat on the back is offensive in the Korean culture. A project manager must, therefore, learn the cultures of all its members before using certain gestures for appreciation (Vohra, et al., 2015). He or she should continue with the recognition but conscious of cultural implications.
Team leadership is challenging more so in a situation where members are from diverse cultures. Reaching the members involves a perfect intercultural communication process (Dalluay & Jalagat, 2016). The project team members might be many with a variety of cultures that a project manager might find a daunting task to handle individually. In such a situation, the manager must design a definite standard approach to respecting the cultural differences among team members. The members have the mandate to conform to such standards to realize uniformity and order in dealing with different cultural connotations. A project manager can engage the human resource manager to assist in adhering to this standard approach to cultural diversity mainly to ascertain that all members of the staff from diverse cultures are fully conversant with the stated policies (Dalluay & Jalagat, 2016). I am therefore certain that the standard approach is the perfect method that a project manager must apply for the successful completion of the project.
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A pat on the back as a form of appreciation depends on the different cultures and the standard approach that a project manager can use to recognize the completion of a task by a member of the team. Some cultures do not condone such gestures but many practices in the global job environment find it a normal appreciation method. Managers should continue applying such methods since they are ethical. The application of gestures is an approved method of appreciation in the job environment. It contributes to interconnection and motivation in attending to project issues (Harrin, 2017). A member that achieves a milestone in the process of project management must receive accolades from the project manager. However, a project manager must consider the cultural implications of such forms of accolades and act per doctrines of a particular culture from a specific member of a project team.
Adherence to different cultures is a perfect approach towards gaining respect from members from diverse cultures. Concentrating on the diversity in the organization contributes to the motivation and achievement of project objectives. The project manager’s relationship with the team members leads to the amalgamation of personal choices, attitudes, and beliefs (Walker & Moylan, 2014). A leader who values diversity must fully engage members in the recognition process to ascertain their concentration in the project. A pat on the back is, therefore, a process of positive gesture towards the realization of this kind of motivation. A project manager who applies practical appreciation rather than theoretical knowledge in adherence to cultural differences of the team members is ethically competent (Bredillet, 2014). A project manager must, therefore, continue using a pat on the back as a gesture towards the achievement by the project member considering cultural implications.
References
Dalluay, V & Jalagat, R. (2016). Cross-Cultural Management of Culturally Diverse Workforce: A Challenge Facing Managers in the Global Workplace. International Journal of Science and Research (IJSR). 5. 663 - 668.
Bredillet, C. (2014). Ethics in project management: Some Aristotelian insights. International Journal of Managing Projects in Business, 7 (4), 548-565. doi:http://dx.doi.org/10.1108/IJMPB-08-2013-0041
Harrin, E. (2017, March 13). Seven Ethics Tips For Project Managers - PMO Perspectives Blog. Retrieved from https://www.strategyex.co.uk/blog/pmoperspectives/seven-ethics-tips-for-project-managers/
Vohra, N., Chari (Coordinators), V., Mathur, P., Sudarshan, P., Verma, N., Mathur, N., … Gandhi, H. K. (2015). Inclusive Workplaces: Lessons from Theory and Practice. Vikalpa , 40 (3), 324–362. https://doi.org/10.1177/0256090915601515
Walker, L., & Moylan, W. A. (2014). Ethics in project management research on values-based leadership in project-driven arenas. Organization, Technology & Management in Construction, 6 (3) Retrieved from https://search.proquest.com/docview/1661115193?accountid=45049
