Challenges Managing Global Teams Managementâ€Myassignmenthelp.Com

Question: Discuss About The Challenges Managing Global Teams Management? Answer: Introduction In the last decade, the organizations have increasingly turning the current virtual teams as a means to connect as well as engage within geographically different and diverse workforce since it lower the cost related with international association and also enable higher amount of speed along with adaptability. The teams have also moved the way in which company form in a traditional manner, manage as well as also test the team performance (Reiche et al, 2016). There are number of virtual teams as well that offers many advantages and pose different issues. On the other hand, virtual teams offer many advantages but there are number of challenges as well. Growth and creating the effective international leaders by keeping the employees in remotest area engaged along with forming as well as developing the international team with right evaluation and supervising distant workforce and also developing an international mindset in every field that organization are actually functioning to properl y understand. Project Objective In response to varied challenges in managing the global team, the report will focus on researching the overall interest of the organizations either by properly using the global team or adopting the virtual teams (Mockaitis et al, 2015). The topic also contains the discussion of the leadership, work life challenges and testing the distant employees along with the development of an international mindset in connection with global teams. Project Scope The scope of the project is huge since it covers various spheres that impact the domestic community as well as global workforces. In the present time, when business normally associated with startups and the organization that often looks for working with community that can stretch across any part of the world. With this, there is a need to understand here that there are some major advantages of going global in todays time. Suddenly the companies are not bounded by geography anymore and recruitment of the talent all across the world along local level of expertise is easily accessible (Gibbs Boyraz, 2015). In addition, the current virtual environment has further expanded the overall flexibility of the employees. At the same time, there are number of challenges as well as in the form of obstacles that create a lot of threat for the teams to succeed. Literature Review In order to achieve success in the present international economy, many organizations are depending on a dispersed workforce in geographic term. It is also combined with deep, local information of many talented markets. The focus is on gaining advantages from the global diversity by bringing together diverse people from different culture with different work experience as well as different approach on strategic as well as organizational challenges. All such changes help the multinational organizations to compete in the present environment (Colomo-Palacios et al, 2014). However, the managers who in reality lead a global team face challenges. Creation of successful work based groups is sometime hard to sustain since everyone comes from same background. However, when the members belongs to different culture or countries and functional kind of background and are also working with diverse locations, there is a challenge of being deteriorating communication, rise in the level of misunderstanding. As per the analysis, the cooperation level also gets degenerated into high level of distrust. One fundamental variance or difference that exists between the international teams twith issues related to emotional channels. In other words, it covers the degree of emotional association that exists among different team members. Hence, with this we need to understand here that when people in a team are from same place and they operate from a same place, the social distance and its level is usually low. Even if the background is different, people can communicate in a formal manner or sometimes informally also to build trust (Lilian, 2014). There is foundation of common kind of beliefs and understanding of certain approach and behavior. Teammates who are working from diverse location face difficulty in connecting and aligning their experiences with high level of social distance and struggle that grows with effective communications. Mitigation of social distance becomes a main challenge for the international leader. In order to help, a particular form a framework is required for recog nizing and successfully managing the social distance. It is therefore termed as SPLIT Framework, based five elements that are process, language, structure, identity and technology. All these elements are discussed in detail below: - Structure along with power of perception: in connection with the global team, there are number of structural characteristics that decides social distance that are based on location. The basic or the fundamental challenge is based on the perception of the power. Therefore, if number of team members is located in countries like Germany, USA and in South of Africa, there can be a sense that the German members are with more power of authority (Romani, 2016). This kind of imbalance becomes the base of negative kind of dynamics and people with large group can also feel the sense of resentment for the minor group with the belief that the latter can try to contribute less than what is actually expected from them. At the same time, those in minor group can believe that the higher group can suppress them with their power and voice. The entire situation includes the exacerbation which comes with the people who tend make a closure to the present country. Member of the team at the same site tend to avoid the requirement and overall contribution of the colleagues at other site. The dynamic can also happen even when each and every person is present in the same country. At the time when geographic limitation disperses the members and they perceive that there is imbalance in power, they usually come to understand that there are out groups as well as in groups. It is important to consider the case of international marketing team for many US based multinational companies (Babar Lescher, 2014). In order to rectify the perceived level of power and imbalance in it that exists between different groups, a leader usually require to get three important messages across the team mentioned below: - The team is actually a single entity, even if people may be different from each other and it is important that the leader must motivate this difference however, also look for different ways to form a bridge and build a sense of unity in the team. For instance, an employee who is considered to be a star of global company was appointed to lead a huge global team whose member belongs to diverse countries speaks in diverse languages and is from different age group. Before handling the responsibility, the team performance was not appreciable. (Babar Lescher, 2014). He as a leader saw that the team is completely divided in small group as per their own language and location. In order to bring all the team members together, he started with introducing a motto for the team which goes like we are diverse and different but at the end of day one. This helped in creating more opportunities for people to communicate about their respective cultures. The leaders also introduced the policy of zero t olerance for any kind of insensitivity. It is also very crucial to constantly remind the team that they have a common set of goals and it is important their energy is directed in same direction with multiple corporate goals. It is important for the leader to constantly highlight how all the members work is fitting into the overall strategy of the organization (Babar Lescher, 2014). For example, during a conference call, a team leader might want to evaluate or review the performance of the group which is also relative to the objectives of the company. The leader may also discuss the level of focus along with sharpness that the team requires to fend all the competition. No matter, what is the location of the leader; he or she needs constant contact with the team members. A phone call or an e-mail alone can make all the differences in passing on the contribution in serious matters. For example, a manager sitting in places like Texas, or other part can inherit a huge group located in India as part of Acquisition Company. It is important here to frequently contact them to discuss all the ongoing projects and also be appreciative of their good work (Dingsoyr Smite, 2014). Process and the significance of Empathy: it is very important to say here that empathy assist in reducing the overall social distance. When colleagues can communicate in informal manner around any informal place in organization whether about the job or on personal matter, they become closer and develop a sense of empathy that helps them to communicate in more productive matter. However, a global team when distant by location lack constant direct contact or face to face conversations all the time and this is why they are less likely to have a sense of mutual clarity (Dingsoyr Smite, 2014). In order to foster them, the international leader of team requires to ensure that they build a deliberate situation in the process so people can meet on virtual platform by: - Feedback on day to day communication: team members of global team can unwillingly send wrong signs with the routine approach of dealing with other members. A team member from French origin and her teammate are based in other parts checked as well as responded to mails in the morning and also make sure that the flow of emails are uninterrupted. However, they might not have any idea this practice in the morning is actually delaying the process for the correspondent with their colleagues working from USA and further contributes to high level of conflict or mistrust (Dingsoyr Smite, 2014). The matter could only be resolved when the French team member actually visited the office in USA and then she realized the problem. At the same time, face to face meetings are just the only method to get such kind of learning. There are team member living in remotest part can now use phone, email or sometime conference calls to know about the team. The point is that the leaders as well as members of t he international team can actively elicit a different kind of reflected knowledge. Time distributed in unstructured manner: it is crucial here to really think about every face to face interaction in a team. Because the first few minutes before the actual meeting starts, the atmosphere matter a lot. The comfort with which the team member can interact with each other on personal front matters a lot. It is called as unstructured which is very important and create a positive atmosphere since it further permits for the organic way to unfold the procedure that should happen in all kind of business meetings. It is primarily based on sharing the knowledge, coordination as well as supervising the communication and in the end building the right kind of relationship (Oshri et al, 2015). Even if the team members are spread all across the world, small conversation is still considered as a most powerful way to promote high level of trust. This is why, while planning the team call in based meetings, characteristics like five minutes for small talk before the business meeting beco me crucial. Specifically at the time of first meeting, it is important to take the lead in starting the informal kind of discussions about the work as well as non-work matters that permits the member of the team to get to know their distant team mates. Language gap: effective communication plays a very important role among the coworkers to drive effective level of sharing of knowledge with right kind of decision making, coordination and finally performance outcomes. However, in a global team, different levels of fluency is obvious with the chosen language is obvious and cannot be avoided (Oshri et al, 2015). It further likely to increase the level of social distance and the members of the team can also interact in a best manner with the lingua franca taken up by the company that often focus on the most impacts and at the same time, people with less fluency often become more withdrawn from the group. Mitigation of such effects normally consists of basing the research on all the members of the team respecting the rules form for communication in the meeting (Oshri et al, 2015). Conclusion The discussion proves that in the present time, the most common challenge for any global team leader is managing the virtual teams globally. In the present world, different Human Resource policies are based on maintaining a consistent, fair and most responsive way of dealing with people. Reporting structure and titles must be equalized however, the world can be perceived as flat, but the global team and HR policies associated with it are not. Maintaining the consistency on international level further allows for and must be aligned with domestic laws with number of cultural level of norms (Cramton Hinds, 2014). This is further very challenging and complex to manage the variation of the present work culture and organization structure along with standards for every country. Moreover, the cost of living also changes considerable with the location. This is why, as per HR viewpoint, a policy of one size fits all model is redundant in the current time of globalization. Also, the struggle t o maintain the consistency, the managers will have to find solution for all kind of remotest teams to have a more responsive kind of direct level management and it further helps in keeping the staff more connected to heart of the organization (Cramton Hinds, 2014). Reference Babar, M. A., Lescher, C. (2014). Global software engineering: Identifying challenges is important and providing solutions is even better.Information and Software Technology,56(1), 1-5. Colomo-Palacios, R., Casado-Lumbreras, C., Soto-Acosta, P., Garca-Pealvo, F. J., Tovar, E. (2014). Project managers in global software development teams: a study of the effects on productivity and performance.Software Quality Journal,22(1), 3-19. Cramton, C. D., Hinds, P. J. (2014). 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