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“Compare and contrast three ways in which international businesses can develop effective teams across international borders”.
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"Compare and contrast three ways in which international businesses can develop effective teams across international borders".
Definition of a
Team
INTRODUCTION
‘a group of people with a full set of complementary skills required to complete a task, job or project’.
Key Topics
1. Culture
2. Establishing trust
3. Technology
What is Culture?
This is reflected by the values, beliefs, customs, arts and other products of human work which characterize people in a given society.
CULTURE
Elements
Elements of Culture
- Cross-cultural risk
- Dimensions - Perception of Time, Values and Attitudes and Manners and Customs.
- Language & Religion
- Models and explanations
- Managerial implications
- High context or Low context?
HOFSTEDE’s Six Interdependent Dimensions of National Culture (Sharma, 2009)
Hofstede's Dimensions
Is Individualism or Collectivism a best way for managers to develop effective teams?
- These factors affect the motivation and leadership behind a team.
Power Distance
- The ideology around people in teams holding high and low power roles.
- To what extent managers believe this should be implemented in cross-cultural teams?
Expats role in developing effective global teams
Expatriates are employees of a company who are assigned to work across international borders for long/short-term projects. These employees role is to help establish business processes and enter these foreign markets they are located in. (Matamoros, 2014)
Role of Expatriates
Pros of Expatriate's
Pros
- Provide the local knowledge within the international country
- Local knowledge speed up the integration of the organisation across borders
- Trained in multiple languages therefore can be used as a valuable member of the teams in order to communicate cross-culture
- Aid in communicating with the foreign partners in particular
Cons of Expatriate's
Cons
- Can clash with host country managers
- Could also argued in this case it is an inefficient cost employing expatriates and slowing down decision making speed (Hailey, 1996)
- An early study by Zeira, Harari, and Nundi (1974) found local employees were dissatisfied from expatriate managers
- Development of local managers across borders in subsidiaries etc should be focused on instead of deploying expatriates
- They hold a view of lacking commitment and inefficient interpersonal skills amongst the local workers
High-Context cultures
ESTABLISHING TRUST
- Relies on non direct communication
- Takes time to establish long-term relationships
- Most commonly found in Arab, Asian, African, Central European and Latin American Cultures
(Cummings, 2015)
Low-Context cultures
Low-Context cultures
(Cheng, 2019)
- Clear and direct communication
- Non permanent relationships, strictly business meetings
- Mostly western cultures such as the United Kingdom, United States, Australia, Germany and Switzerland
High-Context
- Multiple sources are used
- Meetings are flexible and take time to plan
- Gift giving is a gesture of goodwill
Tendencies of different cultures
Low-Context
- Usually one source of information is used
- Meetings are scheduled and timing is important
- A zero tolerance policy on gift giving
Develop Effective Teams Internationally
- Through medians of communications teams will be closely connected
- The diversity in teams enables better decision making outcomes
- A cultural understanding will enhances employees
knowledge of foreign countries
- An increase in global expansion and trade
TECHNOLOGY
- Teams are spread across multiple countries.
- Technology aides with communication.
- There are various applications and websites that bridge communication gaps.
- Allows for international video chats
- Free to use
- More direct than an email
- Collaboration.
- Editing at anytime.
- Free to use (alternatively G Suite).
- Used for coordination.
- Keep track of other team events.
ASSUMPTIONS REGARDING TECHNOLOGY
ASSUMPTIONS REGARDING TECHNOLOGY
- Reliable internet connection.
- Not all countries are developed.
- Can still be disrupted by time zone differences.
Questions?
Conclusion
CONCLUSION
•Differences in culture lead to business being conducted differently, establishing trust is necessary
•Having a diverse team helps develop effective teams across borders
•Technology aids international business (brings together teams, communication)
References
Cheng, M. 2019. How to have great meetings, according to 200 scientific studies. Quartz at Work. [Online]. [Accessed 26 February 2020]. Available from: https://qz.com/work/1713662/how-to-have-great-meetings-according-to-200-scientific-studies/.
Cummings, D. 2015. Culture – Reality or Excuse? Training Magazine Middle East. Trainingmagazine.ae. [Online]. [Accessed 26 February 2020]. Available from: http://www.trainingmagazine.ae/culture-reality-or-excuse/.
Hailey, J. 1996. The expatriate myth: Cross-cultural perceptions of expatriate managers. The International Executive. 38(2),pp.255-271.
Matamoros, A. 2014. Multinational Companies and the Role of Expats [Online]. Greenwich: University of Greenwich. [Accessed 25 February 2020]. Available from: https://www.researchgate.net/publication/305699637_Multinational_Companies_and_the_Role_of_Expats.
Rampton, J. 2015. How To Grow and Manage International Teams [Online]. [Accessed 20 February 2020]. Available from: https://www.forbes.com/sites/johnrampton/2015/05/15/how-to-grow-and-manage-international-teams/#422f1e6c2c60.
Sharma, P. 2009. Measuring personal cultural orientations: scale development and validation. Journal of the Academy of Marketing Science. 38(6),pp.787-806.
Solomon, C. 2020. Workforce.com. [Online]. [Accessed 25 February 2020]. Available from: https://www.workforce.com/uk/news/building-teams-across-borders.
Zeira, Y., Harari, E. and Nundi, D. 1975. Some Structural and Cultural Factors in Ethnocentric Multinational Corporations and Employee Morale. Journal of Management Studies. 12(1-2),pp.66-82.