Book contents
- Frontmatter
- Contents
- List of exhibits
- Guided Tour
- Introduction
- Part I Challenges for Global Managers
- Part II Developing Global Understanding
- Part III Developing Global Management Skills
- 6 Communicating across cultures
- 7 Negotiating global agreements
- 8 Leading global organizations
- 9 Managing a global workforce
- 10 Working with global teams
- 11 Living and working globally
- 12 Epilogue: the journey continues
- Appendix Models of national cultures
- Name and company index
- Subject index
- References
10 - Working with global teams
from Part III - Developing Global Management Skills
- Frontmatter
- Contents
- List of exhibits
- Guided Tour
- Introduction
- Part I Challenges for Global Managers
- Part II Developing Global Understanding
- Part III Developing Global Management Skills
- 6 Communicating across cultures
- 7 Negotiating global agreements
- 8 Leading global organizations
- 9 Managing a global workforce
- 10 Working with global teams
- 11 Living and working globally
- 12 Epilogue: the journey continues
- Appendix Models of national cultures
- Name and company index
- Subject index
- References
Summary
Management challenge
So far we have considered four multicultural competencies designed to improve global management techniques: communication, negotiation, leadership, and managing a global workforce. We now come to the fifth competence: working with global teams. If one-on-one relationships can be complicated, imagine how much more difficult it can be to create or work in a cohesive, collaborative work team consisting of multiple individuals from around the world. The challenges here include understanding the strengths and weaknesses of various types of work teams, knowing how to build and then lead a global team, and understanding how to build trust among team members. Clearly, this is no easy task, but in today’s highly competitive environment managers have little choice but to learn how to get the best out of the people around them.
Chapter outline
▪ Global teams page 334
▪ Virtual global teams 339
▪ Managing tasks and team processes 345
▪ Key success factors in global teams 348
▪ Team-building strategies 350
▪ Manager’s notebook: Working with global teams 356
▪ Summary points 360
Applications
10.1 Working together, working apart 336
10.2 Distributed teams at Dow Chemical 345
10.3 Global R&D teams 347
10.4 Global teams at Nokia 350
10.5 Developing collaborative skills at Accenture 352
Getting Americans and Japanese to work together is like mixing hamburger with sushi.
Atsushi Kagayama Former vice president, Panasonic Corporation, JapanWhen we sit together as Germans, Swiss, Americans, and Swedes, with many of us living, working, and traveling in different places, the insights can be remarkable. But you have to force people into these situations.
Percy Barnevik Former CEO, ABB, Switzerland- Type
- Chapter
- Information
- Management across CulturesDeveloping Global Competencies, pp. 331 - 362Publisher: Cambridge University PressPrint publication year: 2013