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Managing global teams

Managing global teams. Global teams. A group of employees selected from two or more cultural contexts and sometimes two of more companies who work together to coordinate, develop, or manage some aspect of a firm’s global operations. (p. 262).

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Managing global teams

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  1. Managing global teams

  2. Global teams A group of employees selected from two or more cultural contexts and sometimes two of more companies who work together to coordinate, develop, or manage some aspect of a firm’s global operations. (p. 262)

  3. Global Teams: Functions, advantages, and drawbacks (p. 263)

  4. Challenges to global team effectiveness: Managing tasks • Mission and goal setting • Task structuring • Roles and responsibilities • Decision Making • Accountability (pp. 263-264) (p. 242)

  5. Challenges to global team effectiveness: Managing group processes • Team building • Communication patterns • Participation • Conflict resolution • Performance evaluation (pp. 263-264)

  6. Types of teams National virtual teams Global virtual teams Dispersed Geographic dispersion National teams Global co-located teams Geographic Co-located Homogeneous Multicultural Heterogeneity (p. 265)

  7. Characteristics of co-located and virtual teams/1 (p. 266)

  8. Characteristics of co-located and virtual teams/2

  9. Special challenges working with virtual global teams • Lack of mutual knowledge among members. • Lack of common contextual information. • Over-dependence on technology as a substitute for lack of a common native language. • Loss of details due to possible brevity of messages. • Lack of shared understanding or oversimplification of messages. (pp. 265-270)

  10. MANAGER’S NOTEBOOK:Leading global teams • Provide clear, engaging group goals. • Provide specific and measurable performance goals. • To the extent possible, recruit team members that complement, but support, one another. • Focus on result-driven processes. • Stress continual learning and continual improvement. (p. 273)

  11. MANAGER’S NOTEBOOK:Leading virtual global teams/1 • People • Selection of members with right skills, abilities, and motivation. • Provide training on technology use, virtual communication, and cultural sensitivity. • Align reward systems with nature of distributed work. • Set clear expectations and measurable goals for performance appraisal purposes. • Tasks • Select tasks that are appropriate for virtual work. • Use richer media for complex problems.

  12. MANAGER’S NOTEBOOK:Leading virtual global teams/2 3. Processes • Disseminate information among team members. • Arrange periodic face-to-face meetings when possible. • Allow time for information sharing in video and teleconferences. • Make communication norms explicit. • Provide intercultural communication training. • Develop team building interventions. • Make sure individuals do not feel isolated. • Communicate frequently with all members.

  13. Application:Two leaders • As a group, identify two leaders from two different cultures or countries, and list the qualities and characteristics, as well as situational characteristics, that make each of them successful. • Next, consider how effective each of these leaders might be if they exchanged places (and cultures). • Based on this comparison, what leadership traits, if any, can you identify that you believe to be universal across cultures?

  14. Think about it: Your leadership skills Suppose you have been assigned to lead a new multicultural team of regional managers who are collectively responsible for developing a long-term business strategy for your firm. • What might be your biggest anxieties about accepting this leadership assignment? • How would you deal with these anxieties? • How would you know if your leadership efforts were successful?

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