PPA&M Team 5 temp

8/6/2019 PPA&M Team 5 temp

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Topic: Global Teams and

Challenges


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Global Teams

Members from different countries-cultural

backgrounds

Team members need to understand values held by

people of different cultures

Chance of conflict and frustration is high initially

until team develops own approach to work

Tasks require high degree of information-based work

Increasing cost and complexity of innovation plus

the efficiencies of IT substantiate the need for

global teams


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Advantages

Different cultures and backgrounds result increative ideas and solutions to problems that

work for multiple cultures

Leveraging expertise existing in other parts of the

world without sustaining the cost of bringing that

expertise to one location

Combining critical contributors who might not

otherwise be able to work together due to time,

travel and cost restrictions

Global virtual teams can improve resource


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Organization Structure andGlobal Teams

An organizational structure

consists of

Task Allocation

Coordination

Supervision which are directed towards the

achievement of organizational aims.


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Project managementstructures:

Project management provides framework for

launching, implementing projects.

Functional organization-Tasks are allocated across

and managed within existing functional units

(i.e. eg. engineering, manufacturing).

Dedicated project teams - Create independent

team composed of specialists to focus

exclusively on project.

Matrix structure - Matrix is a hybrid organizational

form. Staff are members of both the project


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Functional Organizations


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Dedicated project teams


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Matrix OrganizationStructure


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Global Teams

Global virtual teams are different from intra-

national virtual teams in that they are not only

separated by time and space, but differ in

national, cultural, and linguistic attributes.

They can help organizations decrease their

response time.


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Building blocks forsuccessful virtual teams

Creating a mission, goals, and ground rules

Identifying stakeholders and their expectations

Complimentary roles and responsibilities

Building relationships, trust, and rewarding

experiences


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Dynamics in Global Teams

In global organizations, every team intervention -

from measuring team performance to team

development, training to other consulting

initiatives - needs to consider the dynamics of

global teams.

The definition of "good team member" varies

from country to country and so does the

concept of "effective leadership".


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Cultural values - An underlying cause of the

success or lack thereof of global teams may

reside in the definition of what it takes to be a

good team member or leader. Cultural values

play a significant role in these definitions.

Eg:- a French team member may jump in to

assist a U.S. colleague he or she perceives is

in need of help.

Cultural and language differences -In

addition to whatever else might be at the root

of global team issues, cultural and language

differences obviously add to the complexity.


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Miscellaneous interferences - Other reasons may exist for a global

team's sub-par performance. Its problems may stem from a specific team

leader's approach, a lack of organizational support for the team, or because

individual rewards overshadow team success.

Why use measurement?

Global teams, because they represent significant corporate investments,

require proactive attention and preventive maintenance, which are always

preferable to disaster recovery. A proactive approach - taking the team'stemperature periodically - can help identify if and when it needs training and

what kind of training.

A proactive approach positions the training professional as a strategic thinker -

someone who brings value to the business by detecting problem issues

early and preventing them from getting bigger. The training professional

becomes a business partner with a bottom-line focus.

Measurement techniques using appropriate tools can also help management

compare many global teams within the same business sectors, adding to

management's capabilities.


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Combining team training and leadershipdevelopment

A global team leader, alerted by low team scores on the topic of

understanding roles and responsibilities, decided to use an

orientation for new team members as an opportunity to lessen

the confusion. In a meeting, the leader asked team members to

describe their roles and responsibilities briefly for the

newcomers. She combined team training and leadership

development and doubly improved the team.

Conducting periodic measurements provides a team and its leader

with baseline information against which they can measure

changes. They can also use the data to answer questions like

Where was the team when it started?

Where are they now?

Did the last intervention make a difference? If so how much?


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One size does not fit all Even when you can resolve team problems by training, one

type won't fit all teams, especially global teams.

If diagnosed dysfunctions remain after the team leader

attempts resolution, it's necessary to provide training on

those issues. When neither training nor leadership

development works, however, the solution may be a

change in team leadership.

Working in partnership with business leaders, training and

development professionals can help smooth those kinds

of transitions.

Proactive, periodic team measurement benefits global

organizations by reducing the amount and expense of


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Questionnaire results provide a baseline against which

you can measure team changes. To develop team

leaders, use the questionnaire to identify ways for

them to resolve issues in regularly scheduled team

meetings. Training interventions that take into

account cultural and value differences create

stronger global teams. By comparing measures

across teams, management improves its oversight

and support of such teams. And, most important, the proactive approach positions

training professionals as strategic thinkers

committed to improving the bottom line.


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BENEFITS OSSIBLE PROBLEMS TIPEMAIL

Email is fast, direct, bi-directional,and people reply to messages whenthey decide it is convenient for themto do so.

When email is not answered withina certain amount of time, problemsmay arise on the team.

Protocols and formalities regarding levelsof politeness and how to address oneanother should be discussed.

DISCUSSION FORUMS

Can be a useful tool in preparingspecific plans and goals and settingthe topics that the team will address.

People can easily fall behind ifthey are not able to participate asmuch as other team members.

The team leader of facilitator needs to payattention to the pace of the discussion and

participants need to commit to regularlychecking in to the discussion.

CHAT & INSTANT MESSAGING

For more polychromic people,chat/IM can be an excellent way totalk about multiple things in anunstructured way. Chats can be aquick and collective way tofacilitate personal interactions andto create a sense of team.

The quick pace and shorthand styleof synchronous chatcommunication may be

problematic for peoplecommunicating outside of theirfirst language.

These are fast paced, so all participantsneed to respect and value that there aredifferent levels of comprehension.

TELE-CONFERENCE

Teleconferencing can be a usefultool to get parties to talk. Anagenda, or pre briefing makes itmore useful.

Participants need to be comfortablewith the language being used in thetelephone conference because theconversation is often rapid.

Having someone chair the conference isessential, if all parties are to contribute and

be heard. One needs to remember that thebest communication is simple andconcrete.


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VIDEO CONFERENCING

A group video conference can makea meeting into a real event oroccasion where you are expected to

be present (since you can be seen).It reinforces the group as an actual

entity

The combination of the problemsinherent in the media withlanguage concerns may make itdifficult for people to understandone another.

Have people speak slower than theyusually would. Use a variety of differentmedia for different purposes.

FACE TO FACE MEETINGS

Face to face meetings are a goodway to build relationships,something particularly important to

people from more collectivecultures, but essential to all teams.

Participants need to be comfortablewith the language being used in themeeting because the conversationis often rapid and there is no timeto look up words.

When there are linguistic barriers, forumsprovide time to use translation services,dictionaries, or other tools.

COLLABORATIVE SOFTWARE

Collaborative software is used toallow people to work together

towards a common goal withouthaving to meet face to face. Themost common techniques are text,email, virtual chatting, calendaring,file sharing, faxes, voice mail, dataconferencing, etc.

Communication can be tricky withcollaborative software. Much of

the body language and nonverbalcommunication of regularcommunication is lost with thistechnique.

Team members should be trained on thepossible misinterpretations in this type of

communication. It is often beneficial tohave more than one person review emailsthat will be sent to a large audience tounderstand how they may be received.


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PPA&M Team 5 temp

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