Management of global teams

The development of top performing personnel


The development of top performing personnel depends on effective management of international teams. As the vice-person of the Service Department, it is crucial to do research on communication strategies and supply essential information to help cohere teams among staff members and peers working in the many locations, including London, Tokyo, Mexico City, Chicago, and Seattle. There are numerous actions that can be made in particular to lessen cultural and communicational differences between them. First and foremost, it would be crucial to develop strategies for bridging differences, encouraging unity, and involving groups in projects where they may engage one-on-one. Further, the internal environment such as political, cultural, language and technology can impact performance of teams and the barriers can be address through effective communication methods.


Keywords: Teams, management, performance, culture, communication


Global Team Management


Steps management can take to make the Teams Cohesive


The first step that the management can take to ensure development of high performing teams in the scenario is encouraging all the groups to be sensitivity to their differences and look for ways to bridge them as well as build unity. The approach can be fostered by creating a common vision that creates opportunities for the individuals in each team to communicate about culture with those from other regions (Bakker & Schaufeli, 2013). Second, the problem where the members of the groups feel they cannot work with those from the other teams can be solved by reminding all that they share a common purpose and it is imperative for them to direct their energy to toward corporate goals. Further, the management should highlight how each person fits in the organization's general strategy periodically. For instance, during the conference call, the management can review the performance of Tokyo group with regard to working with those from Bombay, London, Mexico, Toronto, Seattle and Chicago and discuss the level of collectiveness displayed by each team fend off difference and enhance collaboration. At the same time, it is imperative for the management to involve the team in projects where they can work one-on-one and communicate face-to-face coupled with feedback on routine interaction (Bakker & Schaufeli, 2013).


How Internal Environmental Factors Affect Team Building process


Political, language, cultural and technological factors are some of the most important international environmental elements that affect global team performance. Despite the fact that English is a common language spoken across the world, it does not mean everyone is confident in using it (Bouncken, Brem & Kraus, 2016). In most cases, native speaker may be reluctant to express themselves freely, and words be missed. For example, from the details given in the scenario, the teams have different view about what is right or wrong, particularly because of distinct communication and culture factors. Also, some countries encourage individuals will other promote collectivities which can be a source of problem in which some teams were selfish in sharing knowledge with others. Also, technology is important for supporting clear workplace. Management can use technologies such as crowd sourcing and videoconferencing to carry out meeting aiming at achieving team cohesiveness. However, some countries may not be at the same level of technological development which hinders successful collaboration between teams (Bouncken, Brem & Kraus, 2016). Similarly, individuals from Tokyo for example can be proficient and knowledgeable about the different technological approaches needed to work or complete project as compared to those from Mexico City. Finally, the political environment of a region of nation can impact how messages are understood. Politics can be impacted by religion and other factors which in turn influence how global teams relate to each other in the work.


Overcoming the Communication Barriers between Locations


Since it is not always possible for the teams to meet face-to-face, it is imperative for the management to ensure regular meetings to balance quality and quantity of communication. The groups can then benefits from regular feedbacks to improve their interactions. Additionally, the team leaders should encourage and oversee that there is respect among employees which entails understanding what each group brings to the organization (Kompaso & Sridevi, 2010). The approach can be achieved by treating all teams on an equal level while being aware of their cultural strength which can foster cohesiveness and enhance focus of working together towards the shared goals. Also, it has been identified that English is always second language for many individuals which may create gaps in comprehension. Therefore, it is fundamental to motivate team members to check ask questions where they do not understand what is being said. More important, the leaders in the company should set clear goals that everyone comprehends to ensure continuity of success and achieve high performance (Kompaso & Sridevi, 2010). Also, the team leader can ensure that newly adopted communication methods are consist and are used effectively to explain the team's goals and instructions. Similarly, after a a project, there is need to give the team a feedback explaining what worked well and what did not. Constructive feedback is recognized as one of the primary techniques of attaining team cohesiveness in workplace. Further, the team leader should consider sending developers for regular training programs to the difference offices to allow the team to become familiar and improve interactions with the colleagues (Kompaso & Sridevi, 2010). The approach should be fostered through daily status meetings to facilitate assignment of the task and handoffs. It is fundamental to provide both teams a mutual objective when working together to enable recognition and acceptance of success and when failures occur which should be addressed instantly. The approach takes an update on how to work in going enabling him to address the multicultural challenges that occur in time (Kompaso & Sridevi, 2010).


Conclusion


Team management is crucial for the success of a company which can be fostered by encouraging members to hold meeting where they would discuss issues and challenges they may be facing due to their cultural and communication differences. The method is important because it can ensure knowledge sharing, effective decision making, coordination and ultimately high performance results. Also, performance of global teams is significantly affected by internal environmental factors such as language and culture. At the same time, individual from certain parts of the globe may heavily rely on body language and gesture for communication. The various barriers can be overcome use effective communication approaches.

References


Bakker, A.B. & Schaufeli, W.B., (2013). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of organizational behavior, 29(2), pp.147-154.


Bouncken, R., Brem, A., & Kraus, S., (2016). Multi-cultural teams as sources for creativity and innovation: The role of cultural diversity on team performance. International Journal of Innovation Management, 20(01), p.1650012


Kompaso, S.M., & Sridevi, M.S., (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), p.89.

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