Question

3. In this globalised dynamic environment of the 21st century, managers face various isues when required to lead globally dispersed teams in multi-national organisations. Discuss the key challenges with reference to relevant theory. in 800 words with 4 references.

i need answer in1 hour please.

Answer 1

The conventional borders that remain within companies are being increasingly blurred as a result of globalisation. This has an impact on how top teams are managed and, in reality, how they need to be led.

This can generate bigger problems as well. Many executives say that it can be challenging, if not overwhelming, to lead a team across boundaries. Because of the complexities of time-zone changes, lack of face-to-face interaction, language gaps, technical challenges or finding different ways of doing business in different countries, keeping your teams in shape can be a sluggish process and require a lot of patience.

For world leaders, building the capacity to create and unite world workforces is becoming a requirement.

It calls for a global mentality, underpinned by a core group of abilities and qualities. Global leaders need a high degree of self-awareness, understanding of their own talents, principles and convictions, and the prejudice that may occur in the face of variation.They will need to be inclusive, ensure a forum for everyone on the team, as well as being accessible and interested, keen to understand the beliefs , traditions, behaviours , norms, gender and desires of various communities.

It is necessary to be an influencer, to motivate others into action and to be agile and adaptable, to engage key stakeholders. As well as building partnerships and confidence, follow a "coach strategy" to stretch and pull out the best of others. You will need to have a "big-picture view"-be a straightforward and lateral thinker, look from different viewpoints and work within the larger team across the challenges that exist. It is also important to be empathetic-world leaders need to have a deep sense of awareness of others and pay attention to the group's and individual needs; use intuition and "heart." Finally, act intelligently: be able to say no and question the status quo.

Inadequate transparency. It's normal for main messages to get lost in translation while dealing with team members who have multiple native tongues. When on conference calls, add weak mobile communications and multitasking team members (i.e. reading email) and you start to understand that contact doesn't really sink in the first time. With direct, written communication of the results of the meeting, follow up phone calls. It means everybody came away from the conference with the same primary takeaways. Slow making of choices. It will take weeks to get a meeting arranged that fits with everyone's calendar if there are just a few hours a day of normal "awake" time. Add the above-mentioned lack of clarification, and decision-making will happen at the speed of a snail.

Conflicting culture in businesses. The excellent business atmosphere relies on regular staff engagement and team building. For multinational teams, such camaraderie can be harder to identify, execute and eventually accomplish.

Reference- Economic Times, Books- 7 habits of highly effective people, The 21 Irrefutable laws of leadership, The speed of trust