...Topic: Individuals seldom work in loneliness from other. Teams are a trait of all societal situations and roughly everyone in a society will be member of one or more groups. One might think that the formation of team is simply about choosing to work with some of your friends. However, professional and well-functioning team do not just structure out of blue, it take time to achieve the desired result and contribute to the attainment of organizational goals. In this paper we examine various aspect relating multi-cultural/multi-national teams. We will then focus our efforts on exploring various salient features of multi-national teams. We will critically evaluate the various benefits of multi-cultural teams and the various problems that are encounter by organization practicing international team concept. 2. What is an International team? According to Fink et al international teams are “implemented to constitute to the performance of an organization if the organization with its complex and sometimes rigid structure is not able to achieve this task” (Fink, Neyer, Klling, & Meierewert, 2004). Multi-national/multi-cultural teams are composed of people who belongs to different countries, regions, have different culture, norms, values, tradition, language who unite together in order to achieve a common objectives. Due to the increased popularity of these teams, organizations around the world using the concepts of international teams and as a result a universal culture is shaping with the...
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...Greg James managing his International Team? What kinds of systems has he put into place to check on the performance of the Team? How well is he motivating the team? How well is he communicating with each team? Greg is doing a satisfactory job at managing his international team although there is quite a bit of room for improvement. He has spread his team through different continents so they will be able to work closer to the customer and immediately respond to regional problems. He made a wise decision in choosing a diverse and multitalented team. Greg James holds weekly conference calls in addition to the face to face meetings once a month. With the size of his team and their location in the world, effective communication is still a work in progress. Judging from the HS Holdings drama, James must be very attentive to the issues posed by having a global team in four major countries. There was a lack of empathy from James side in regards to a lot of issues the team faced. It’s important for the manager to hold constant conversation with his team members to better understand their daily work performance. His approach however seemed a bit lackluster and ineffective. Issues like odd team meeting timings and misunderstanding because of different pay rate, would have never blown to such an extent if James had addressed them in their infancy. Prior to James’s trip, he was not in touch with his team or their progress. Upon his return, he instituted several team meetings, one on one meetings...
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...Introduction Virtual project team has been the new trend in the global environment. It has been accepted by increasingly enterprises in recent years. Ariss, Nykodym, and Cole-Laramore [1] define a virtual team as a group of skilled individuals who communicate electronically. Through modern communication tools, a project can recruit team members around the world despite of geographically distant locations. All the members in the virtual project teams share a common project purpose like traditional project teams. Both traditional project teams and virtual project teams are conducted in the same model basically. However, as virtual teams generally have few physical interaction and separate in diverse locations, increasing risks are cultivated. In this case, it requires the project manager of virtual team with special competence to lead his/her team. Virtual managers need training for virtual skill sets, including management strategies and styles, communication techniques, and cross-culture skills [2]. To keep adopting traditional leadership, traditional management skills, and traditional communication skills in virtual project often causes poor-quality results and unhappy, frustrated project teams [3]. Therefore, when virtual managers enjoy the benefits from the virtual teams, they have to suffer the challenges as well. In this article, the challenges and benefits of leading a virtual team is discussed. Majority challenges and benefits are like two sides of a coin. They are...
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...Top Business Competitions in Bangladesh The entire presentation is hyperlinked Brandwitz 1 Organizer: IBACC (IBA) Team Members Rounds 4 4 Prize Money BDT 1,50,000 Brandwitz 1 Organizer: IBACC (IBA) Round One Round Two Round Three Round Four Case Solving Product Branding Practical Marketing Idea Branding 1 Brandwitz Organizer: IBACC (IBA) TEAMS ROUND TEAMS ONE ROUND TWO 24 48 24 TEAMS ROUND TEAMS THREE GRAND 4 12 4 12 1 TEAMS TEAMS TEAMS PROCEED TO ROUND PROCEED TO ROUND PROCEED TO GRAND THREE FINALE TWO FINALE TEAM CHAMPION Socio Camp 2 Organizer: NSUSSC (NSU) Team Members Rounds 4 3 Prize Money BDT 75,000 Socio Camp 2 Organizer: NSUSSC (NSU) Round One Round Two Round Three Social Case Awareness Campaign Awareness Campaign Ad Maker 3 Organizer: NSU YES (NSU) Team Members Rounds 3 4 Prize Money BDT 1,00,000 Ad Maker 3 Organizer: NSU YES (NSU) Round One Round Two Round Three Round Four Online Submission TVC & Branding TVC & Branding TVC & Branding Masters of Ideation 4 Organizer: NSU YES (NSU) Team Members Rounds 4 4 Prize Money BDT 1,35,000 Masters of Ideation 4 Organizer: NSU YES (NSU) Round One Round Two Round Three Round Four Case Solving Case ...
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...From: Clover Session 1: Focus on Haier’s HR strategy：self-managed teams As the first international brand rooted in China, Haier did an outstanding job. Haier has provided many new ideas in its management, marketing, and customer relation strategies, and Haier still faces challenges in improving its brand name especially in international markets, expanding its market share, and building effective channels in its new markets. However, what I’m pretty interested in is Haier’s HR strategy. Self-managed team is not a new term in organizational behavior, but Haier may be the first company that brings the term to live in China. It is an exciting sign for shifting trends in China. Session 2: Facts in Haier self-managed team implementation Chinese culture of hierarchy influences organizations profoundly, and Haier is absolutely a pioneer that breaks the traditional hierarchy-oriented organizational structure. * Self-managed team structure changes employees’ perception “I am my own CEO, and everything that I do can make a difference to the organization.” Feng Zhao, a leader of Haier’s self-managed team said. This is a valuable change of employee’s perception. Many research shows that employees’ perception can change their behavior, thus greatly influence their performance, which will ultimately make a difference in organizational effectiveness. In traditional Chinese organizations, especially in which hierarchy plays an important role, entry employees find it’s difficult...
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...Henry Tam and the Mgi Team Henry Tam is a student looking for a challenge and jumps right into one when he decides to join with the MGI (Music Games International) ownership as part of a school competition (The HBS Business Plan Contest). There are seven members in the team comprised of the three founders of MGI– Igor Tkachenko, Alexandra (Sasha) Gimpelson and Roman Yukab, Henry Tam Jr. and Dana Soiman of HBS MBA class students, Dav Clark from MIT and Alex Jan Sartakov from Boston Berklee College. The team had little success thus far working together having experienced conflicts and tensions. But there are several issues in the team. The problems in the team are: 1. They did not divide the task into sub tasks. 2. There seemed to be a main group and subgroups with no integration. 3. No team leader was officially appointed or nobody was empowered to define the role structure, the decision-making process and assessing team performance. 4. They did not set the norms and values and did not spend time developing a good working culture from the start. Actually the team demonstrated some key strength. The team is consisting of multi talented team composition. The founders' commonality in ethnic background, close friendship and shared passion on their product was great and there was complementary skill sets contributing from the various team members and their shared commitment to the business. However, there is issue for the personality of the MGI team founders. They had a...
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...Executive Summary This paper proposes the implementation of self-directed teams (SDTs) in the Roaring Dragon Hotel (RDH) in south-west China after the termination of the contract with Hotel International (HI). This proposal will detail the advantages of implementing SDTs in an environment that is influence by guanxi networks in order to increase guanxi influenced and as a direct result increase profits. Self-Directed Guanxi Teams Introduction The provincial government decided to hire an international organization to manage the RDH, to develop the hotel into a five star quality hotel, and to increase the profits of the hotel. Hotel International (HI) was the organization selected and after various financial and culture problems, the provincial government terminated the contract within six months and reinstated the former General Manager Tian Wen. Background The Roaring Dragon Hotel spiraled into financial decline within six months after Hotel International took over of management and failed to, as Grainger (2008) stated, “help realize the hotel’s potential” (p.2). HI installed a new general manager and hired eight professionals to manage the transition. HI managed to reduce the hotel staff, began renovations but could not increase profits as they were hired to do. HI failed to communicate properly to the staff and could not retain employees crucial to conducting business in the region. At the end of six months, HI’s contract was terminated and the hotel’s management...
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...1 X-CULTURE Me Late Chocolate Challenge Instructions Updated August 19, 2015, latest version Challenge Presented by: Caffè Vergnano, Italy, www.caffevergnano.com More on history and products here. Company contact person: Giovanni Chiappano Junior Export Area Manager S.S. Torino - Asti km. 20 – 10026 Santena (TO) Email: g.chiappano@caffevergnano.com Cell. +39.349.336.3068 Tel. +39.011.94.55.111 Contacting the company: There will be many teams working on the challenge. We would like to buffer our partner company representatives from email overload. If you have questions or need more information from the company, please contact Admin@X-Cuture.org first. Chances are, the answer to your question is already in our database. If not, your question will be forwarded to Caffè Vergnano. X-Culture Webinars We will have an online webinar with Caffè Vergnano on September 18. You will have a chance to meet the company manager(s), learn more about the company, and ask your questions. You will receive an email with the date and time of the webinar and the instructions for how to attend it. About the Company 2014 Turnover: 72.200.000 € Employees: 124 Production lines: 24 Factory surface: 13.500 mq Italian retail clients: 300 Italian clients HORECA: 5000 Export Countries: over 70 Coffee Shops 1882: 80 Caffè Vergnano was founded way back in 1882 and it’s Italy’s most ancient coffee marker. The company began as a small grocery shop in Chieri, a small town just below...
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...Cultural aspects of international business course have been a truly enriching life experience for me. I must admit that I was a little skeptical about the value proposition of the course as I thought this was going to be one of those purely theoretical pro-diversity lectures with no potential for practical application. However, the fact that Professor Lane co-authored the textbook intrigued me so much (I have never had a Professor who actually wrote the textbook for the course) that I decided to give it a chance and sign-up for the course. The Cultural aspects of international business course has helped me to discover new perspectives and taught me to look at things through multiple sets of eyes which I find to be an extremely effective tool while working in different cultural environments and with people from other cultures. As I value all topics covered in this course, this paper will mainly focus on select topics and theories and their practical application at my workplace. Specifically, I will discuss how learnings about Cultural dimensions and stereotyping, the MBI model, the Organizational alignment model and Global virtual teams have re-shaped my perspective and attitude towards cultural aspects of international business and what benefits my newly acquired knowledge will bring to my team and company. Company, team and personal cultural characteristics As it was previously mentioned, this paper will discuss how the Cultural aspects of international business course...
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... | |ASSIGNMENT COVER SHEET | |NAME OF STUDENT |Võ Văn Công Nguyên | |REGISTRATION NO. |B100104 | |UNIT TITLE |Unit 14: Working with and Leading People | |ASSIGNMENT TITLE |PV Gas Recruitment, Selection and Build Team | |ASSIGNMENT NO |1 of 2 | |NAME OF ASSESSOR |Hà Tuấn Anh | |SUBMISSION DEADLINE |August 16th, 2011 | I, _Võ Văn Công Nguyên_ hereby confirm that this assignment is my own work and not copied or plagiarized from any source. I have referenced the sources from which information is obtained by me for this assignment. ________________________________ ...
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...INTERNATIONAL MANAGEMENT -- 41-440 SPRING 2014 -- ONLINE INSTRUCTOR: Dr. Winston Awadzi OFFICE: MBNA Room 311E PHONE: 857-6932 E-MAIL wawadzi@desu.edu TEXT AND MATERIALS: Cavusgil, S. T, Knight, G., and Reisenberger. International Business: Strategy, Management, and New Realities, 3nd edition. Prentice Hall, 2014. Wall Street Journal COURSE DESCRIPTION This course is a study and analysis of management problems and practices of international businesses, including the following: organizational structures of global corporations; production and logistics; human resources and labor relations; marketing and financial management; cultural, political, social and environmental constraints; and other relevant topics. Prerequisites: 41-300, 43-300, and 46-300. Credit, three hours. YOU MUST BE OF SENIOR STANDING AND HAVE TAKEN ALL CORE MANAGEMENT COURSES INCLUDING ACCOUNTING, ECONOMICS, FINANCE AND MARKETING). I. COURSE OBJECTIVES * To familiarize students with the various concepts and techniques of international management. * To help students understand the role and importance of international management in the past, present and future. * To help students understand how the practice and discipline have gradually evolved. * To stress the importance of global linkages. * To highlight the many international constraints that exist on domestic economic policy makers. * To improve the skills of students in decision making...
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...Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s chances of survival...
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...information in both countries Besides the information of two companies, we need more data about the whole industry in the nation of each company. These figures give us more details about what is the position of each company and the role played among their competitors in their country. This provides us a better understanding of the positioning and vision for both sides. 3) The preference of representatives in both teams Before the negotiation, our team members have spare lots of time sit together talk about and change our opinions. During this time, we have already known each other’s characters and have dividing the work responsibilities and allocate them to each person. That is the first part called self-exploration. In addition, analysis the members in opposite team are as important as the first part. Same as us, even though built on the multi-cultural foundation, with a mix of Indian, Chinese and Sri Lanka, all of us come from the high-text and masculinity society, and the sex ratios in both teams are same. This endows us a balance between the two teams. During the negotiation, we can use...
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...d Nowadays international teams are very popular in all over the world. There are many reasons what make them happen. Managing these teams is not an easy task because managers need to know how to deal with cultural differences. Cultural differences can help team to work more effectively but also can start interpersonal conflicts. ′As organizations grow in size and become structurally more complex, groups of people are needed to work together in co-ordinated way to achieve objectives and contribute to overall aims, effectiveness and competitiveness of organizations.′ (David A. Buchanan and Andrzej A. Huczynski, 2010, p386). This means that nowadays teams are very important and needed for organizations. Companies believe that teams are an effective way of identifying and solving work-related problems, reducing production costs, speeding up innovations, improving product quality, increasing work flexibility and employee participation, achieving better industrial relations, meeting the challenge of global competition (David A. Buchnan and Andrzej A. Huczynski, 2010). Team working is stated as a solution to all organizational problems. According to Katzenbach and Smith (1993) ′A real team is a small number of people with complementary skills, who are committed to a common purpose and an approach...
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...factors of Adodis Technologies along with the interaction between the two and role played in determining structure. This report aims at applying classroom concepts to tackle real life situations in an organization. 1 Table of Contents Abstract 1 Introduction 2 Strategy & Other factors affecting Structure 2.1 Strategy 2.2 Environment 2.3 Stage in the Life Cycle 3 Evolution of Structure 3.1 Problems in the Current Structure 4 Culture and Control 4.1 Preliminary Observations 4.2 Survey Analysis Results 4.3 Team Wise Trends 5 Structural Recommendations 6 Conclusion Author Details Appendix References 2 2 3 3 4 4 5 5 5 5 6 6 6 7 7 8 13 2 Abstract This article contains the brief analysis of the evolution of structure and culture of a rapidly growing entrepreneurial venture-Adodis Technologies, founded in 2008. The vision and mission perceived by the CEO has helped this web technology start-up to quickly carve a niche for itself in the market and to go international within only 3 years of its inception. Low start-up and operational costs for companies operating in the web development area have created an extremely competitive market, in which Adodis is still a new player. Thus, although its primary role and image in the market is still that of a low-cost player, the CEO has been taking several measures to build an early innovation culture as well ever since the company’s inception. The amount of social capital built into the organization and the learning culture is reflective...
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