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- W2235300110 abstract "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, Japan When 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" @default.
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- W2235300110 date "2013-02-05" @default.
- W2235300110 modified "2023-09-23" @default.
- W2235300110 title "Working with global teams" @default.
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- W2235300110 doi "https://doi.org/10.1017/cbo9781139343190.015" @default.
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