International Management: Analyzing Global Virtual Teams & Cultures

This report delves into the complexities of international management, emphasizing the pivotal role of global virtual teams and the impact of regional cultures on business operations. It reflects on adapting business strategies to different cultural contexts, using Hofstede's model and McKinsey & Company as examples. The report further discusses the importance of global virtual teams in overcoming geographical and temporal barriers, especially highlighted during the Covid-19 pandemic. It critically examines the success factors of virtual teams, such as strategic meeting scheduling, employee selection, supportive management, and improved engagement, while also addressing potential failures like lack of coordination and technological challenges. The Tuckman Theory is implemented to understand the stages of team development, ultimately providing insights into building and managing effective international teams.

International
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
TASK 1............................................................................................................................................1
TASK 2............................................................................................................................................1
Reflective statement about the regional cultures....................................................................1
TASK 3............................................................................................................................................3
Importance of the global virtual team....................................................................................3
Critically discuss the success and failures of the global virtual team....................................4
Implementation of Tuckman Theory......................................................................................6
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
International management refers to the procedures which are undertaken for managing
business operations on international level. Organisations who are serving different markets in
more than one country requires different strategies for their sustainability (Agarwal, 2021). They
have to adopt world wild phenomenon for interconnecting themselves with different cultures
where they operate their business. It assists them in eliminating different trade barriers so that
they can generate higher revenues by commencing their operations across boundaries. This
report will discuss different evidences and impacts of factors which contribute in global virtual
teams. The successful factors are discussed which are responsible for establishing positive image
of an organisation at international platforms.
MAIN BODY
TASK 1
Covered in PPT
TASK 2
Reflective statement about the regional cultures
Organisations have to underwent various changes so that they can come and smooth
operations in new boundaries. It is required to develop different strategies according to the
business and moment and culture of a particular country so that they can accomplish goals. I
have analysed different aspects of operations including cultures of an organisation which they
follow. Different models, theories and techniques are used by organisations so that they can
effectively understand the work culture of particular country so that they can develop policies
and strategies which are best suitable according to them (Cai and Lo, 2020). I have identified
different new dimensions of work culture which are related to ethics, values and objectives of an
organisation. Employees follow rules according to the requirements of their objectives so that
they can achieve success and growth in appropriate manner. McKinsey and company involved
different changes and alterations in their operations so that they can provide their services in
improved manner. I have analysed changes in their working pattern such as they formulate teams
of effective employees so that they can handle critical operations. This helps them in creating
their positive values and image in all over the world, including some of the locations like China,
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South Africa, and France. I have analysed that equal rights are offered to their employees
according to the business policies of particular country so that they can maintain effective
workforce.
Expansion of an organisation requires large number of formalities and procedures, which
have to be carried out in appropriate manner. It has been evaluated that Hofstede’s model of
culture is used by McKinsey and company so that they can understand the requirements of
particular culture. It assists in understanding the differences of cultures across the boundaries so
that organisation can focus on factors which need to be altered for better operations. It provides
opportunity to improve the productivity and performance of overall workforce by focusing on the
requirements of an organisation in new country (Crouch, Del Chiappa and Perdue, 2019). I have
seen organisation facing various challenges regarding different cultures in international
boundaries but they have effectively overcome them by adopting policies which are mandatory.
Employees are trained in particular manner so that they can carry out operations according to the
guidelines which eliminate further risk and threat. I have worked in McKinsey and company
which provides idea and guidance regarding the performance according to the different and
diversified cultures. I have focused on contributing positive efforts for the achievement of goals
by developing teams of skilled and experienced individuals. It results in gathering of new
thoughts and ideas by increasing participation of employees in operations. In this manner. In this
manner, I have better understood the behaviour and perception of the team members which
improves our coordination at workplace. I used to survey the international market with the help
of number of sources so that I can evaluate factors which are not suitable for the business.
McKinsey and company is one of the leading firms which need to understand the market
requirements for the accomplishment of targets.
I have developed various policies which can assist in minimising risk and threats from
internal as well as external environment. Different models and theories can be involved in
operations so that it provides better knowledge about analyzation and evaluation of current
situation. International market involves number of opportunities along with risk which need to be
undertaken in effective manner so that business can generate higher profitability. I have taken
assistance of professionals and experts in the field of consultancy organisations so that they can
provide better knowledge how to grab opportunities which can result in better growth and
expansion of business (Lu, Hsu, Liou and Lo, 2018). I have analysed the behaviour of employees
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who are already working in international market so that I can build healthy relationship with
them. It results in improved coordination which creates peace and harmony at workplace so that
positivity can be maintained in effective manner. They provide knowledge about the culture and
business and war meant of particular region so that I can easily adjust myself in new
environment. During the operations at McKinsey and company I have implemented various roles
which are responsible in overcoming barriers related to culture and language. Understanding
different cultures is highly important and necessary for the better survival of business in new
region. Along with the corporate culture, I have also identified their traditions, rituals and
festivals so that organisation can involve themselves in all the other activities. Diversified
workforce can carry out operations in creative and advanced manner by involving
understandings of different aspects. I have finally gained knowledge about the actual procedure
of commencing operations in international boundaries so that organisation can earn revenues.
TASK 3
Importance of the global virtual team
Organisations can maximise their resources with the assistance of global virtual teams. It can
increase productivity of overall workforce by providing benefits of technological assistance.
Distance and time barriers can be easily eliminated by establishing virtual teams on international
platform. For example, organisations like Unilever and Tesco maintains their presence over
digital platform so that they can create better coordination among their employees. During the
time of Covid 19 pandemic, various organisations face challenges in interacting with each other
due to the imposition of lock down (Machlis and Tichnell, 2019). It highly affected their rate of
revenue generation and productivity which can be easily eliminated with the development of
global virtual teams. For example, Unilever also share their relevant ideas and information by
arranging meeting over virtual platforms so that they can ensure their appropriate growth. It
promotes organisational operations in faster and appropriate manner by maintaining their
accuracy in desired way. Employees feel satisfied due to effective presence of support and
guidance for 24×7 with the help of virtual connectivity. It results in improved retention rate of
employees which is beneficial factor for organisation. With the help of virtual teams,
organisations can provide better services to their targeted audience which establish their positive
brand image in their respective industry. It lowered down overhead cost, which maintains the
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financial budget of overall organisation in effective manner. It provides better opportunity to
organisations for minimising the cost related to infrastructure which is positive factor
contributing in their growth.
Critically discuss the success and failures of the global virtual team
Global virtual teams provide various benefits to organisations by maintaining effective and
required coordination among different team members. It improves the performance as well as
productivity of each and every individual, which directly assist them in accomplishment of
personal as well as organisational goals (Martínez-Rojas and et.al., 2018). Various organisations
can overcome challenges with the help of global virtual teams which provides them number of
opportunities. There are various factors for the success of virtual teams which are mentioned
below:
Select right timing for the meetings: Scheduling meeting according to the requirements
can fulfil the purpose of organisation which they have to plan for their operations. Various
projects can be carried out by an organisation with the help of developing virtual teams without
any disturbances. It contributes in accomplishment of long-term objectives by planning and
scheduling meetings according to the requirements of team members. Meeting structures can be
easily assessed by managers of an organisation so that they can meet their current requirements.
It directly contributes in achievement of success without any failure, as meetings can maintain
collaboration and coordination among diversified employees. it eliminates the restrictions of time
frame because virtual meetings can be arranged at any time according to the suitability of team
members.
Selection of different employees: Organisations can easily select appropriate employees
according to their experiences, capabilities and skills. Virtual teams can be created on basis of
project requirements and objectives so that organisations can carry out operations in accurate
manner. It is necessary to select the number (Muratbekova‐Touron, Kabalina and Festing, 2018).
They can critically operate the function in desired manner so that objectives can be
accomplished. Virtual teams provide opportunity to carry out selections according to the
preferences which ensures appropriate growth and development of organisation. Team members
can perform with the help of technological tools so that they can perform their responsibilities
and duties without any failure.
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Supportive managers: Virtual teams can properly perform with the support and guidance
of top management of an organisation. It is necessary to provide assistance on regular time
intervals according to the requirements of team members so that they can carry out operations in
correct direction. It can easily resolve problems and queries of employees which maintains
proper accuracy of operations. Top management is responsible for the formulation of appropriate
decisions which support the operations for better growth and success. Different strategies are
developed by them which ensures smooth operations over virtual teams which provides success
to organisation.
Improved engagement: Employees tend to engage themselves in virtual teams so that they
can contribute their positive efforts towards the growth and success of overall organisation.
Managers of an organisation should communicate and interact with their team members so that
they can understand their behaviours towards organisation (Nguyen and et.al., 2021). It is
important to gather reviews and feedbacks from each and every individual so that managers can
develop strategies according to those factors. It provides them opportunity to improve their
operations according to the requirements of goals and targets of business which can effectively
provide them positive outcomes. Proper engagement ensures effective planning of each and
every action to be taken by individuals so that projects can be completed before their deadlines.
There are various factors which adversely affect the success of an organisation during the
operations of global virtual teams. It is necessary to identify the factors related to failures so that
organisations can eliminate them. The negative impact which are caused by virtual teams are
discussed as follows:
Lack of coordination: Sometimes organisations face problems and challenges related to
maintaining proper coordination among team members during virtual presence. It results in
conflicts and fights among diversify workforce due to differences in their behaviours and traits. It
is important to understand the perspective of every employee working in team so that they can
coordinate with each other in better manner. Lack of coordination can provide negative impacts
to overall organisation which results in lower growth. For example, organisations like Tesco and
Unilever which deals in consumer goods and products have to face lot of problems related to
managing virtual teams. This can also affect their supply chain which delays the delivery of
products and services according to the prescribed time frame. It is important to focus on the
factors which disturbs the coordination so that organisation can maintain it in proper manner.
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Inappropriate technology: Technological factors play important role in disturbing the
operations of virtual teams. Some of the employees of an organisation working in remote areas
face lot of challenges related to the network issues. It creates disturbances during the operations
of virtual teams as it affects the connectivity of overall team. It can indirectly affect the quality of
products and services which create negative impact on the relations of organisations with their
customers (Oh and Lee, 2020). It is essential to invest huge capital and cost in technological
infrastructure for development of better presence over the virtual platform. Focusing on the
negative factors related to inadequacy of technology assist organisation in maintaining their
required productivity so that they can capture the large market area in effective manner.
Implementation of Tuckman Theory
This theory was founded by psychologist Bruce Tuckman in the year 1965. It focuses on the
operations of a team so that they can carry out operations in appropriate manner. It guides
individuals in accomplishment of their objectives and targets related to the projects and task so
that they can gain profitability. It involves five different stages which ensures proper planning
which are discussed as follows:
Forming: This is the first stage of this theory which ensures the allocation of tasks and
activities among each and every team member. The equal distribution of task is essential
according to the expertise and skills of employees so that elections can be carried out in
appropriate manner. The background and interest of every employee should be understood by the
managers of organisation so that they can further develop effective team (Orcos, Pérez-Aradros
and Blind, 2018). Required resources like technology and capital should be allocated among the
virtual team members so that they can commence operation. Project goals and timelines should
be stated to the employees who are responsible for carrying out operation so that they can focus
on the goals. Appropriate rules and regulations RS tab list so that all the members of virtual team
can follow them for effective operations. At this stage, every member understands the
perspective of each other so that they can work as a single team in future.
Storming: This is the second stage, which suggest ideas and thoughts for the
accomplishment of given project or task. Managers gather ideas and views of each and every
individual regarding the actions so that they can develop plans and procedures (Sinclair and
et.al., 2018). During operation over virtual teams, it is important to develop relations among team
members so that they can maintain better coordination. There may be some chances of conflicts
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and misunderstandings during this stage which need to be focused by managers. There are
possibilities and chances for the disagreements among team members which becomes a cause of
concern for organisation. At this point is strong leadership is required and virtual team so that
they provide better guidance for the achievement of goals.
Norming: At this stage leaders try to maintain coordination among team members by
settling down their queries and confusions. Every member tries to contribute their efforts towards
the accomplishment of given project so that overall organisation can gain positive outcomes
(Pandiangan and et.al., 2022). Virtual team members try to maintain peace and harmony at this
stage so that they can share their thoughts and views for maintaining accuracy. They try to
resolve their personal and professional conflicts so that operations become smoother and easier.
Better decisions are carried out by leaders of virtual team so that they can effectively achieve
objectives without any consequences.
Performing: After settling down of conflicts and problems, this stage ensures that every
team member can appropriately understand each other. They try to analyse their weaknesses and
strengths so that they can support each other during virtual operations (Rubery and Grimshaw,
2020). Employees motivate their colleagues which develops positive working environment for
them. Leaders also supervise each and every individual during operations so that they can
improve the confidence level of employees. It directly improves the creativity of individuals
which assist them in accomplishment of the targets and objectives while working with each
other. Support of each other improves the performance of overall workforce.
Adjourning: This is the last stage of this theory, which describes the termination and
adjournment of team. Employees shared their knowledge and experiences with each other during
the virtual team operations which provides positive experience for them (Queiroz and et.al.,
2021). Virtual teams which are formulated for specific project or for a specific time period were
adjourned at this stage. They can also develop groups and teams in future if there is any
requirement for specific targets. Organisations learn various things with the help of formation of
virtual teams which provide them effective knowledge. It provides understanding how virtual
teams and groups for specific targets so that overall organisation can earn profits and revenues.
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CONCLUSION
From the above report, it can be concluded that businesses which operate their operations at
international platforms requires appropriate management. It is important to develop and
formulated strategies according to the business requirements so that organisation can achieve
their goals. Internal and external environment should be analysed by managers of an organisation
so that they can develop policies which can assist them in minimising negative impacts. The
international culture and regulations should be effectively understood by all the employees so
that they can carry out operations according to the necessities. This report discussed about the
virtual teams and the factors related to that. Different successful and failure factors are identified
in this report which maximise the opportunities with the help of global virtual teams. There are
various factors which are discussed in this report related to the virtual teams which are not
involved in traditional teams. And appropriate framework is used to develop a better virtual team
for an organisation so that collective goals can be achieved in effective manner.
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REFERENCES
Books and Journals
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hotel employees during COVID-19. International Journal of Hospitality Management, 93,
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Cai, Y.J. and Lo, C.K., 2020. Omni-channel management in the new retailing era: A systematic
review and future research agenda. International Journal of Production Economics, 229,
p.107729.
Crouch, G.I., Del Chiappa, G. and Perdue, R.R., 2019. International convention tourism: A
choice modelling experiment of host city competition. Tourism Management, 71, pp.530-
542.
Lu, M.T., Hsu, C.C., Liou, J.J. and Lo, H.W., 2018. A hybrid MCDM and sustainability-
balanced scorecard model to establish sustainable performance evaluation for
international airports. Journal of Air Transport Management, 71, pp.9-19.
Machlis, G.E. and Tichnell, D.L., 2019. The state of the world's parks: An international
assessment for resource management, policy, and research. Routledge.
Martínez-Rojas and et.al., 2018. Twitter as a tool for the management and analysis of emergency
situations: A systematic literature review. International Journal of Information
Management, 43, pp.196-208.
Muratbekova‐Touron, M., Kabalina, V. and Festing, M., 2018. The phenomenon of young talent
management in Russia—A context‐embedded analysis. Human Resource
Management, 57(2), pp.437-455.
Nguyen and et.al., 2021. The electric propulsion system as a green solution for management
strategy of CO2 emission in ocean shipping: A comprehensive review. International
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Oh, N. and Lee, J., 2020. Changing landscape of emergency management research: A systematic
review with bibliometric analysis. International Journal of Disaster Risk Reduction, 49,
p.101658.
Orcos, R., Pérez-Aradros, B. and Blind, K., 2018. Why does the diffusion of environmental
management standards differ across countries? The role of formal and informal
institutions in the adoption of ISO 14001. Journal of World Business, 53(6), pp.850-861.
Pandiangan and et.al., 2022. Analysis of Public Ownership and Management Ownership on the
Implementation of the Triple Bottom Line in the Plantation Sector Listed on the
Indonesia Stock Exchange. Budapest International Research and Critics Institute (BIRCI-
Journal): Humanities and Social Sciences, 5(1), pp.3489-3497.
Queiroz and et.al., 2021. Blockchain adoption in operations and supply chain management:
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Research, 59(20), pp.6087-6103.
Rubery, J. and Grimshaw, D., 2020. The organisation of employment: An international
perspective. Bloomsbury Publishing.
Sinclair and et.al., 2018. An international position statement on the management of frailty in
diabetes mellitus: summary of recommendations 2017. The Journal of frailty &
aging, 7(1), pp.10-20.
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Xu, S., Zhang, X., Feng, L. and Yang, W., 2020. Disruption risks in supply chain management: a
literature review based on bibliometric analysis. International Journal of Production
Research, 58(11), pp.3508-3526.
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