See below. Reply to discussion 1 and 2 separately. 100 words be sure to cite
Both national and global teams have additional challenges than face to face teams due to location, time zones, diversity, language barriers and cultural perceptions. It is important for managers to be aware of and to understand the differences to support all members of the team and to establish the purpose, importance and goal of the team. Team leaders can make the distance of the virtual team seem smaller with using ice breakers and other activities to educate the team on the team’s diversity and skills to create a team environment where the teammates feel connected to one another.
According to Henman (2016), there are five tips for strengthening your cross-cultural team:
Acknowledge and Respect Cultural Differences
Establish Norms for the Team
Develop a Team Identity and Outline Roles and Responsibilities
Build Rapport and Trust
It is also important that the organization provides the proper technology for global teams, such as video cameras for team meetings. Since global teams cannot meet face to face, video conferencing is the next best thing so the team can see each other’s facial expressions and forces the team to be engaged. At one of my previous jobs at a global company, we used video conferencing for all meetings yet only some of the managers required the use of video conferencing vs. just having your photograph on the screen; while I was intimidated at first to use the video, it was nice to have a face with a name and to be able to see reactions during discussions occurring across the globe.
If the manager does not make the effort to close the global gap of the team, the team will not perform as well as it could have if the manager attempts to bring the team together.
Managing a culturally diverse team can be challenging. Here are five tips for strengthening your cross cultural team. We live in a world with a globalized workforce where many organizations have teams that span different offices, time zones and continents.. Even for a company that operates in one country, the movement of labor across borders means that cultural diversity is becoming a normal …
Thompson, L.L. (2014). Making the team: A guide for managers (5th ed.). Upper Saddle River, NJ: Pearson
National and global teams vary greatly based on time zones, culture, ability to meet face to face, which can make understanding perspectives of teammates difficult when communication relies on virtual communication typically in the form of email and phone/conference calls. Aside from the cultural differences, there are time zones to deal with as well adding to the hurdles that need to be navigated. According to Sheng (2016), there are five areas that create conflict in global teams.
The difference of agreements and commitments.
Results vs. profits.
Globally many cultures will only work through the management hierarchy, only sending things up the line to the/through the management this can slow the productivity down and cause frustration. Americans are very black and white when it comes to agreements and commitments and want them to be detailed and followed. Because Americans and their reliance on the agreements are more aligned with following the rules where other cultures are more lenient in these areas and will break the rules. Along these lines of following rules, Americans want the deadlines to be followed. “Americans are known for being direct and are generally not concerned with saving face or avoiding conflict” (Sheng, 2016). Building trust is key and this can be done through leadership encouraging individuals to speak up to/through the group rather than running information up through management first. In addition to getting the team to understand the management style, and how our culture works as well as how other cultures work. Most companies only give a couple of hours of training, a strategy in building effective cultural teams is having members that are “high in cognitive complexity and have shared cognition about the social diversity of their team and are better able to overcome the barriers to global teamwork” (Thompson, 2014).