Problems in managing global projects With the advent of

Problems in managing global projects
With the advent of globalisation, there are a series of opportunities opened in the
global market for business. Numerous projects and business are made possible in foreign
lands with the melt down of international borders (Shenkar, Luo & Chi, 2014). However,
there are numerous hindrances in managing global projects. International projects have the
barriers of language and cultural differences as prevalent in foreign countries where those
businesses are operating.
A good communication channel is a core for successful international projects.
However, the different language prevalent in the world acts as a barrier to the process
(Harzing, Köster & Magner, 2011). The employees based in the head office or representatives
sent to the foreign lands find it difficult to communicate with the locals if they do not share
common languages. Another common misconception is that the strategy that worked in the
home country will stand true for foreign lands as well (Kelly, 2015). But often the cultural
differences and its implications are not a hindrance. Two countries will have a different way
of doing business based upon the culture and customs prevalent in their respective country
(Lu & Fan, 2015). To achieve successful in global projects, one has to be accustomed to the
culture prevalent in the host country where the projects are augmented (Anantatmula &
Thomas, 2010).
To conclude, in order to be successful in international projects, organisations have to
overcome the barriers of language and cultural differences prevalent between the countries.
The differences in culture is hindrance to the execution of successful negotiations and
business meetings between the representative of the head office and the host country. The
language barrier makes it impossible to communicate effectively.