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MBI MODEL

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by

Julia Rodriguez Gonzalez

on 21 January 2015

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Transcript of MBI MODEL

What aspects must leaders of multinational teams consider in order to achieve outstanding results?
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François -Jacques Graemiger, Julia Rodríguez, Adam Stringer, David Sharbatov, Jaya Dorka.
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Any Questions?
AGENDA
1. Introduction
2. The MBI Approach
3. Case Study
4. Interactive Task
5. Conclusion


WHAT IS A MULTIONATIONAL TEAM?

It is a team consisting of members from different countries
WHAT ASPECTS HAVE TO BE CONSIDERED?
Cultural Differences
Way to assess cultural
differences
Hofstede's Value Dimensions
THREE TYPES OF MULTINATIONAL TEAMS
Mistrust, Competition and Negative Stereotyping within the team
→-VERY UNSATISFYING RESULTS-

DESTROYERS
THE EQUALIZERS
These teams don't suffer from cultural differences, but don't profit from them either.

They compromise by aknowledging their differences but do not focus on them to enhance the group and its performance.

-MEDIOCRE RESULTS-
THE CREATORS
Cultural differences are valued and nurtured
Teams profit from the differences
Very innovative and cooperative
THEY ACHIEVE OUTSTANDING RESULTS
THREE STEPS TO TAKE IN ORDER TO ACHIEVE
OUTSTANDING RESULTS

BRIDGING
INTEGRATING
· Participate – involve all members

· Deal with conflicts - considering differences

· Develop communication skills

· Build on each other’s differences – find the benefits of different cultures and ideas

· Ensure everyone is at agreement and is considered


MAPPING
·Understand each others differences

·Assess one another’s characteristics – relation to culture

·Part take in normal interaction, before mapping – avoids sticking to stereotypes
· Communicate with differences in mind.

· Confidence and motivation

· De-centre - adapt and relate differences

· Refrain from judgment

· Re-centre – find common ground

· Make agreements and plan
CASE STUDY
-IBM is an American multinational technology and consulting corporation which focuses their company on "global growth and its activities''
-Two-thirds of business is done outside the US
-IBM is known for using groups, not only within the US, but multinational with
team members spanning across 170 countries
WHY DID WE CHOSE IBM?
IBM has used its
DIVERSITY
in order to obtain different points of view for teams and to have a broader cultural and global understanding

IBM believes that
multicultural
teams are:
- Good economic investments - A competitive advantage in new markets

Trustful environment


-Teams within IBM have to have a huge amount of trust with their coworkers

Performance evaluation and reward systems

-An ideal team uses a diverse set of skills and roles
-IBM uses basic roles when it comes to team composition which include: Leader and Model Team Member.
-A team member is capable of filling more than one of these roles
HOW DOES IBM CREATE EFFECTIVE TEAMS?
m
BRIDGING
INTEGRATING
MAPPING
IBM accustoms its managers to foreign cultures through:

Transmission of experience from senior managers
“Shade of Blue” program
“QuickViews” intranet

Example of IBM Australia

IBM Diversity Council
Roundtables with foreign colleagues
Cultural trips
IBM is a pioneer in mapping:

Personal Department of Research in 1965

Hofstede survey among 117 000 employees of 50 countries in 1967

“At that time probably the largest matched-sample cross-national database available anywhere.”

IBM’s employees’ bi-annual survey
Two ways of ensuring good integration:

1) Integration can be implemented through the following steps:

-Select open-minded people
-Train these people
-Ensure good mapping and bridging

2) Assign managers to lead multicultural teams
TASK
Imagine you are all members of a multinational team. Using your own cultural backgrounds, you are going to carry out an MBI Approach for your team.
MAPPING
Mapping is all about understanding the cultural differences between team members.

Using your own knowledge and experience of your own cultures, step 1 of the task is for your team to identify a members’ characteristic, briefly describe the characteristic and then identify the impact of this characteristic in a team situation.

See how many characteristics your team can map.
BRIDGING
How would your team bridge these differences and ensure that miss-communication is avoided?


Bridging is about communicating and taking the differences into account.
INTEGRATING
Integrating is about how the differences are managed.

How would your team ensure successful integration? Focus on 3 key areas:

Building participation
Resolving conflicts
Building on ideas

CONCLUSION
THANKS FOR YOUR ATTENTION
What aspects must leaders of multinational teams consider in order to achieve
outstanding results?
MBI in IBM
Full transcript