Communication Management and Team Leadership in Multicultural Project Teams

This report discusses the project manager's role in managing communication in multicultural project teams and leading cross-cultural virtual teams. It explores the challenges of cultural diversity, communication, and trust, and identifies effective management approaches. The report uses the Sydney Opera House construction project as a case study.

Running head: PROJECT MANAGEMENT
Project Management
Name of the Student:
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Table of Contents
Introduction......................................................................................................................................2
1.0 Project manager manages communication in multicultural project teams................................2
2.0 Project managers lead cross cultural virtual teams....................................................................4
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

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Introduction
The report is based on communication management and team leadership to manage
stages of project life cycle. It discussed about the project manger those manages the
communication into the multicultural project teams. The selected project for this report is Sydney
Opera House construction which is an unsuccessful project (Binder 2016). It is considered as
most disastrous construction projects in history from the financial point of view. At the starting
of this project work, there are clear project goals as well as objectives. There are three main
factors for this project such as cost, time and quality. The project managers are lead to cross
cultural virtual teams. The project budget of this project is estimated based on incomplete design
drawings as well as survey of sites that leads to disagreements.
1.0 Project manager manages communication in multicultural project teams
Lee (2016) stated that into the multicultural project teams, cultural differences as well as
conflicts are interfered with completion of the project with a goal to meet with the business
continuity. In order to achieve of better organizational goals along with remove the
misunderstandings in cultural, the project manager is sensitive and promoted creativity as well as
motivation throughout leadership. Brière et al. (2016) argued that the cultural dimensions
reflected of problems that has cope but the solution is different. Into the Sydney Opera House
construction, due to lack of design to work with creation based on current structure of the opera
house and there is huge estimation of the total cost of the project that comes to AUS$85 million.
The cross cultural dimensions are categorized as relation between people, motivational
orientation, attitudes towards the time as well as control (Browne 2016). Apart from the project

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manager, there are undertaking group comprised of partners, the organization group, and a
specialized help group. Partners were the undying protective administration board including
general administrator, back officer, and IT officer, who joined when the new stage was conveyed
in their specific nation (Alberts, Nakayama and Martin 2015). Multicultural undertaking groups
can conceivably aid better basic leadership and acquire more noteworthy imagination and
advancement. Furthermore, the likelihood for an association to learn through multinational
undertaking groups is seen as the primary attributor of the more global perspective. It is in this
way important to completely acknowledge multicultural project groups, together with their
points of interest and disadvantages in addition to comprehend their administration.
This paper investigates the Sydney based project, where it symbols accessible on
overseeing multicultural project groups. Three primary difficulties confronting multicultural
undertaking groups are displayed: social assorted variety, correspondence and trust. Besides,
administrative ways to deal with manage those difficulties are talked about. It recognizes three
kinds of multicultural undertaking groups (Turner 2016). The first is a project group comprising
of individuals with various national societies, yet cooperating in a similar nation. The second
kind is project group in which the individuals are somewhat as well as totally scattered yet meet
in associations. The last kind is a project group, in which individuals convey just by means of
electronic channels in addition to experience no face-to-face communication. The immense
points of interest of multicultural venture groups turn out to be significantly more apparent when
contrasted with homogenous groups, which have the inclination towards a solitary viewpoint on
the world and comparable kind of conduct (Heagney 2016). For example, the Australian project
manager leads the project of “Nhava Sheva International Container Terminal”, in India; the
project is built as well as operated of single berth facilities of 330 meters quay length alongside

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the existing terminal operations at Mumbai. The facilities were operated from the year 2015.
Into the project work, there is wide range of communicational preferences which is imagined
outside the scope included into the study. Barnwell et al. (2014) discussed that behavior as well
as preferences are differed into the cultures. The study is focused on details of communication
contents into various national cultures for identification of cultural preferences to handle
progressive as well as regressive information.
Lockwood (2015) stated that increasing global nature of the construction projects is
highlighted importance of the multiculturalism in addition to the new challenges that brings to
execution of the project work. The paper is explored of ability of the project manager in
Australia to communicate effectively on the multicultural projects. This particular study
examines the cultural factors which influence communication as well as explored of how
communication is effective into the multicultural project environments. Kerzner (2018)
highlighted that the critical components of the building of multicultural project teams are created
as well as developed of effective cross cultural collection, trust, communication as well as
leadership. In actuality, the investigation exhibited by them depends on genuine conditions with
genuine directors working in multinational task groups. Their exploration additionally uncovers
that multicultural undertaking groups' execution is a subject to how successfully the colleagues
participate together and whether they can develop a cooperative force in their working
connections.
2.0 Project managers lead cross cultural virtual teams
Into today’s global environment, the companies have various locations around the world
and used of resellers, consultants as well as partners for delivering of products as well as services

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when it is required. In most of the cases, communicating with the team becomes critical and
overlooked. There should be a good communicator those are successfully when communication
with people from other country as well as culture (Kerzner 2018). Communication to other
country’s culture as well as its values is lead to misunderstandings. The virtual teams are
consisted of people those are coming from other cultures along with they have unique
experiences that the companies are not stop to consider. There are differences into the cultural
communications styles as well as there is longer frame of references. Böhm and Motschnig-Pitrik
(2015) stated that leading as well as managing of distributed resources into the workplaces
means there is understanding of the complexities of globalization that are imposed. The manager
is built of a strong relationship for mutual trust for understanding of communication among the
virtual team members. There is complexity due to globalization as well as information
technology is volume, intensity as well as diversity of the communicational channels.
Specialized skill isn't sufficient. Undertaking administrators must embrace a business-situated
approach and social mindfulness and other delicate abilities. In this sort of undertaking, it is
critical to have a very much characterized hover of individuals who can impact the result
(Muszynska 2015). It can resemble having colleagues who bolster essential capacities and add to
extend execution. Connections should traverse all levels of the association and not be constrained
to the higher positions. Setting up a decent association with clients gives you criticism in regards
to the activity of the application and how it can be upgraded. It is likewise essential to
comprehend your own way of life's standards and practices.
The situation when Australian project manager is leads a global project into the teams
from multiple countries such as there are challenges of international as well as virtual projects; it
is dedicated to the global projects (Heagney 2016). In order to evaluate level of complexity of

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the project, and identification of experiences of challenges as other global project manager. The
project stakeholders are from geographical locations near at the face-to-face meetings which are
organized as well as positive influences of the boy language along with social interaction on
efficiency (Alberts, Nakayama and Martin 2015). The project team members can able to work
into the company for various departments and multiple companies. Beyond the organizational
culture, leading as well as managing of distributed resources into the workplaces means there is
understanding of the complexities globalization has being imposed. The resources are being
resided into many locations and for work to be completed, it requires using of staffs as well as
contractors around the global world. There is other complexity which demands for real time
information which is increased. People are based into various locations and time zone access to
same information when working together into global teams (Muszynska 2015). There is demand
for the real time information which increased requirement for performance measurement tools.
Conclusion
It is concluded that the reason for this paper is to exhibit writing that proposes that task
groups involving individuals from socially various foundations convey new thoughts and new
ways to deal with critical thinking. Effective use of the cross cultural project teams are provided
sources of experiences as well as innovative thinking for improvement over likelihood of the
success of project and enhances of competitive position within the organization. The complexity
is that there is demand for the real time information which has increased. People are based in
various locations as well as time horizons which are required to access to same information when
work together into the global teams. The study is aimed to investigate of the perceptions of the
project leaders at cutting edge of the virtual trends. In a domain where associations rely upon

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worldwide tasks for benefits that add to key targets, the undertaking administration proficient
requirements to investigate better approaches to lead, execute, and convey ventures upheld by
scattered and assorted groups.

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References
Alberts, J.K., Nakayama, T.K. and Martin, J.N., 2015. Human communication in society.
Pearson.
Barnwell, D., Nedrick, S., Rudolph, E., Sesay, M. and Wellen, W., 2014. Leadership of
international and virtual project teams. International Journal of Global Business, 7(2), p.1.
Binder, J., 2016. Global project management: communication, collaboration and management
across borders. Routledge.
Böhm, C. and Motschnig-Pitrik, R., 2015. New research perspectives on managing diversity in
international ICT project teams. In Systemic Flexibility and Business Agility (pp. 21-31).
Springer, New Delhi.
Brière, S., Proulx, D., Flores, O.N. and Laporte, M., 2015. Competencies of project managers in
international NGOs: Perceptions of practitioners. International Journal of Project
Management, 33(1), pp.116-125.
Browne, W., Dreitlein, S., Manzoni, J. and Mere, A., 2016. Two key success factors for global
project team leadership: Communications and human resource management. Journal of
Information Technology and Economic Development, 7(2), p.40.
Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt
Assn.
Kerzner, H., 2018. Project management best practices: Achieving global excellence. John Wiley
& Sons.

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Lee, M.R., 2016. Leading virtual project teams: Adapting leadership theories and
communications techniques to 21st century organizations. Auerbach Publications.
Lockwood, J., 2015. Virtual team management: what is causing communication
breakdown?. Language and Intercultural Communication, 15(1), pp.125-140.
Muszynska, K., 2015. Communication management in project teams–Practices and
patterns. Managing Intellectual Capital and Innovation for Sustainable and inclusive Society,
pp.1359-1366.
Turner, R., 2016. Gower handbook of project management. Routledge.