Report: Teamwork, Conflict Resolution, and Skill Development Analysis

This report critically analyzes team management, conflict resolution, and skill development essential for international business managers. Part A focuses on teamwork dynamics, including team formation, working processes, communication strategies, and conflict resolution techniques, discussing both the positives and challenges associated with each aspect. Part B delves into the strengths and weaknesses of key skills required by international business managers, specifically examining managing multicultural teams and conflict resolution in workplaces. The report explores cultural orientations and interpersonal relationships, offering insights into effective strategies for navigating diverse teams and resolving workplace conflicts. Finally, Part C presents an action plan outlining development areas, proposed actions, support resources, and timelines for skill enhancement in communication, conflict resolution, and assertiveness, providing a practical framework for improving managerial effectiveness. This report is a valuable resource for students seeking to understand the complexities of international business management and leadership, providing insights into teamwork dynamics, cultural considerations, and conflict resolution strategies. It is available on Desklib, a platform offering study tools for students.

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Name:
Course
Professor’s name
University name
City, State
Date of submission

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Part A: A critical perspective of your individual group work – its process and outcome.
Team management is the potential of an organization or an individual to coordinate
different people with different characteristics to administer a task. In managing a team or
abusiness especially international business management, key factors are held into account
including; communication, formation of a team, objective setting for the group, and for the work
review there is performance appraisals. However, in all these there are negatives and positives
and challenges in managing a team.
Team formation- the positives of forming a team is that it creates synergy and compatibility in
different tasks. A team works better than individualism. In modern day business management,
team formation improve the projects in workplaces as it helps different teams to understand
themselves better. After completing projects together in workplaces, employees can be able to
understand each other’s weaknesses, strengths, challenges and other interests. It is fundamental
for organizations with a common vision to form teams that signifies that employees are able to
work together diligently with a shared goal and common purpose (Banatwala, et al, 2018). The
challenges for team formation is that due to workplace politics, some people prefer not to work
in teams. There is also challenge of putting together an extremely talented team that outshines
other teams in execution of projects.
Team working- working in teams is important as it helps in creating a well-oiled machines that
execute their mandate effectively. It boosts employee motivation and morale in workplace. Team
must have team leaders who is the overall leader of the team and guides it to reach the
company’s objectives. Teams create a sense of ownership in an organization. Teams are able to
make better decisions and give members more control and responsibility. The challenges in team

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working is that decision can take a lot of time since the team wants to make everyone a winner.
Workplace politics may also hinder formation of teams (Cascio, 2015).
Communication- communication in organizations can be top to bottom, bottom to top or even
horizontal. It is culturally dependent and very contextual. Individuals communicate through face
to face, written or even using mediation. Effective communication is important for development
of an organization. it serves a foundation of organizing, planning , delegating, controlling and
motivation. The challenges in communication is that if it is used negatively may destroy the
organization creating animosity and a toxic work environment.
Conflict resolution- this is the process by which parties in an organization that have a dispute,
disagreement or debate reach an agreement amicably while resolving it in a mature manner.
Conflict resolution requires additional skills to solve a conflict effectively in a work place.
Conflict resolution in workplaces can be solved by talking and communicating with each other,
listening carefully to the cause of conflicts and developing a plan to work out the differences
(Crane, and Matten, 2016). The challenges for conflict resolution is that it takes too much time
to solve some conflicts, sometimes some conflicts are too complex to solve and the impartiality
of some conflict resolution experts. It is fundamental for organizations with a common vision to
form teams that signifies that employees are able to work together diligently with a shared goal
and common purpose
Part B: Strengths and weakness in skill development for an effective international business
manager

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To become an effective international business manager, I need a lot of skills to effectively
carry out the organizations task. . Employees can be diverse in composition, culture and
education. This brings out a lot of characters within an organization. The following are the two
skills in focus
A) Managing multicultural team
The definition of what is a “multicultural team” has undergone a significant evolution
throughout the history of research in this area. As part of this work, the term “multicultural team”
will be understood as a group of people with the following properties:
· Cultural diversification of team members;
· Team focus on achieving certain goals in an international project;
· The team members have unique complementary knowledge and competencies.
Due to the above complementary competencies, multicultural teams are also most often
characterized by the presence of a synergistic effect in the exchange of knowledge (Currie, et al,
2017). Along with the synergistic effect due to which such teams are able to produce a unique
product, the inevitable problem of cultural heterogeneity arises during the functioning of
multicultural groups, which causes most of the difficulties encountered in the process of
planning, forming and developing such groups (Deresky, 2017)
The first in this study will be considered a model of cultural orientation. Within the
framework of this model, it is assumed that the whole multitude of human problems can be

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divided into 6 categories. Within each of the categories, the attitude of representatives of a
particular culture to the problem it affects varies. Categories are as follows:
1. Attitude to human nature.
Within this category, stereotypical views of representatives of a cultural group on the
essence of human nature are presented - its tendency toward good or evil, as well as the
possibility or impossibility to change. This aspect can be very important when evaluating the
mechanisms of intra-group interaction of representatives of different cultural groups, as it allows
to assess what the possible perception by individual participants of the personalities of their
colleagues.
2. The degree of determinism (attitude to the world)
This category has a close relationship with the human perception of the future. It is
unlikely that the representatives of those cultures where the fate of a person is considered
predetermined, independent of his will, but not known to him, will make detailed plans for the
future.
3. The degree of traditionalism (relation to time)
Future-oriented cultures place the greatest value on future prospects, encourage permanent
changes and are ready to suffer serious losses in the present if they expect to benefit from this in
the future. This category is important in the study of aspects of the motivation of people and their
system of goals and values (Reiche, 2016).
4. Attitude to activities.

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Within this category, the attitude of different cultures to the way in which a person should
organize their work activity is considered.
5. Types of interpersonal relationships.
Within this category, it describes what types of interpersonal relationships are most
characteristic of a particular cultural group. Is it characterized by a hierarchy, when the entire
population is divided into several mutually subordinate hierarchical layers, where those who are
higher in the hierarchy have power and are responsible for lower levels (Gilin Oore, Leiter, and
LeBlanc, 2015).
B) Conflict resolution in workplaces
Between man and man - the most common type of conflict at work. Monolithic team is
difficult to pick up. Interpersonal collisions act as a filter for personnel selection. Two people
may dislike each other because of conflicting worldviews, political bias, but more often, people
disagree in their ideas about how to work. If a dispute arises between a superior and a
subordinate, then the positions are clear. The first one considers: the second one is lazy and does
not work hard enough, and the second one believes: the first is a despot. If we are talking about a
horizontal conflict (between colleagues), then the reason is in competition or personal dislike
(Kapadia, et al, 2016). If a person is strong in spirit and needs work, then he is able to turn the
tide and change the attitude of the team towards himself, though this is a painstaking and
stressful process. Between groups in a team. When the microclimate in the company is healthy,
the team is relatively monolithic.

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There are no cracks in it. It is clear that the struggle between personal likes and dislikes is
constant, but this does not affect work, and conflicts do not arise. An indicator of the painful
state of the team is the fragmentation into separate hostile (professional or ideological) groups.
At work, as in the world, there are people who are greatly annoyed by the successes of others.
And they try to knock the rider out of the saddle and plot. A person comes to the team, does not
yet know the balance of power and asks such a person to help, but he takes and substitutes him.
“Oppositionist or leader's sneak” is a dangerous type (“spy” or “scammer”). Two faces of the
same phenomenon. Such an employee either loves or dislikes the boss and informs every
colleague about it (Ladegaard, and Jenks, 2015). Ways to combat the distractions of human
origin: From lovers to talk and throw out their inescapable longing for world culture on a person
should be fenced off and obscured by an impenetrable screen of outrageous labor.
In the everyday sense, this is expressed by the phrase: "Sorry, the topics are interesting,
but I have urgent tasks, let's talk another time." A colleague will go in search of another
interlocutor. With the second type it is necessary to keep your ears open and avoid dependence
on it in your work. To be polite and not to quarrel in order not to get sticks in the wheel in the
future (Quintanilla and Wahl, 2018). Do not discuss at work bosses - the main principle in the
fight against spies and scammers in the team. At work, you need to work, not make friends. If a
person firmly believes in these simple rules, then no conflict with a colleague is not terrible. If
the soul still requires understanding, even in the place where you need to work, then you can
switch to a “you” with a colleague only after a long reflection and weighing all the pros and
cons.
Part C : Action Plan

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Development Area Actions Support resources Timescale to be
achieved
Communication Attend workshops 1. Work –based
resources
May-16
Conflict resolution in
workplaces
Attend workshops
Assertiveness
1. You-tube or
online courses.
2. seminars
June- 10
August- 4

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References
Banatwala, M., Brooks, D.A., Prager, S.H. and Russo, J.A., International Business Machines
Corp, 2018. Managing email content in an activity stream. U.S. Patent Application 10/079,784.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Crane, A. and Matten, D., 2016. Business ethics: Managing corporate citizenship and
sustainability in the age of globalization. Oxford University Press.
Currie, D., Gormley, T., Roche, B. and Teague, P., 2017. The management of workplace
conflict: Contrasting pathways in the HRM literature. International Journal of Management
Reviews, 19(4), pp.492-509.
Deresky, H., 2017. International management: Managing across borders and cultures. Pearson
Education India.
Gilin Oore, D., Leiter, M.P. and LeBlanc, D.E., 2015. Individual and organizational factors
promoting successful responses to workplace conflict. Canadian Psychology/psychologie
canadienne, 56(3), p.301.
Kapadia, K.K., Gupta, G., Jaiswal, R., Tapase, G.S. and Gujar, S.S., International Business
Machines Corp, 2016. Policy-driven approach to managing privileged/shared identity in an
enterprise. U.S. Patent 9,529,993.
Ladegaard, H.J. and Jenks, C.J., 2015. Language and intercultural communication in the
workplace: Critical approaches to theory and practice. Language and Intercultural
Communication, 15(1), pp.1-12.

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Quintanilla, K.M. and Wahl, S.T., 2018. Business and professional communication: keys for
workplace excellence. Sage Publications.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in
international human resource management. Taylor & Francis.