Role Of Non-Executive Members In Managing Global Teams

Definition of Global team

Who Are The Non Executive Members Of The Management In A Global Team?

What Role Do They Play In The Team?

Does Their Role Have Any Connection With The Issues That Occurs In A Global Team?

Is It Possible For Them To Address Minimize The Negative Impact Overcome The Challenges?

What Skills Do They Require To Address The Issues Faced?

What Is The Importance Of Non Executive Member Of The Management That Are The Team Members Of A Global Team?

Global team is a combination of workers across the temporal, cultural and geographical boundaries and brought together in a single framework. Multinational companies use it as a solution to Human Resource aiming to increase the performance. Integration of employees from different ethnic background provides innovative ideas and different approaches to any particular issue. Multiple dimensions of a single issue help in effective targeting of the market. Despite of the advantages identified, various issues occur in managing a global team. A number of researches are reviewed in the literature review section to identify and evaluate the challenges faced by the multinational enterprises in the management. The impact of cultural diversity and international HRM is also highlighted. A hypothesis is formulated from the study with research questions to address the gap found in literature. A detailed description of methodologies is proposed to carry out the research process with limitations and research time schedule.

• To identify the challenges faced by the management
• To identify the mechanism of virtuality management and cultural diversity management
• To identify the advantages and impact of IHRM implication

The scope of the project is good and the project is focused on the challenges faced by the multinational companies in managing their global team. In spite of having positive impact on the organization and increase the work efficiency, it demonstrates some major challenges due to the diverse culture and communication gap. Research can be carried out focusing on these topics.

The contribution of the formation of global team goes to globalization. This is a geographically dispersed virtual workforce that serves as the principle vehicle of business organizations achieving the global efficiency. Global teams are formed with an idea to resolve the issues like diversified target audience demand, converging markets, and resource allocation faced by multinational enterprises. Dixon (2008) defined global team as a dispersed, multicultural virtual team. Internationalization of business has led the global team to proliferate best operations and practices in the global market. According to Araujo (2009), sustainability and growth can be achieved using global team to manage and execute the complex strategic interventions. Significant management is essential for a global team to address the challenges faced due to virtual communication and diversified cultural accumulation.

Managing Virtuality and Cultural Diversity in Global Teams

Addressing the human resource management of a global team is considerably different and more difficult compared to the traditional teams (Hansen, Hop and Moehler 2012).  Various methods have been proposed by different scholars over time that are put under two broad selections. They are:

Barriers in interaction between the team members due to the virtual communication needs to be managed in an efficient order to avoid possible issues that might rise between the team members that has negative impact on its efficiency. Three possible ways of managing the virtuality is possible to identify from the present literature.

• Transactive Memory System: This is a system used in knowledge and information sharing between the members of a global team. A team with developed TMS shows greater result in accurate transaction of information within the virtual team that has positive impact on output (Hansen, Hope and Moehler 2012).
• Psychologically safe communication Climate: Managers can utilize the PSCC as an effective tool for negotiation of adverse effect of vituality of global terms (Gibson and Gibbs 2006).
• Developing Trust: Trust can be a major issue in any team. Hence, the trust build up is essential for the case virtual team members to ensure collaboration and operate without disruption (Kelly 2011).

Cultural diversity of the global teams can both have positive and negative impact. A proper collaboration is essential between the team members to generate positive effect, failure of which can have devastating effect. Different researchers have proposed various mechanisms for effective management of the global team. Those with importance are mentioned bellow.

• Cultural Intelligence: It is mandate for the leaders to develop cultural intelligence to succeed in the cross-cultural team management. It helps to increase the interaction between the team members (Magdaleno and Kleiner, 2016).
• Cultural Agility: The contribution of cultural agility is visible in the grounds of flexibility and performance of the group. It should be a desired skill for the management personnel working with a global team (Caligiuri 2012).
• Global Mindset: It is a mechanism used in influencing the sense of responsibility of the global team members avoiding the cultural barriers.

Several challenges have been identified by different scholars that are geographical separation, sharing knowledge across the globe, managing time and attention, and cultural differences. It is primarily due to the dispersed team. These challenges are possible to meet with the mechanism proposed above (Orhan 2014).

Responsibility of the international human resource management is to address and overcome the challenges mention above. The key role of an IHRM is to train the global team members and leaders to develop their transactive memory system, psychologically safe communication climate and trust. The use of IHRM can reflect potential benefit in increasing the performance of a global team (Palthe 2014).

The existing researches fail to link the financial and non-financial factors that plays vital role in global team management where research can be carried out. Moreover, these researchers primarily focused on the leaders and managers to address the challenges that affect the efficiency of the global team. However, no research gave importance in the employee level and their skills that are essential part of the global team. Hence, it is important to address the mentioned areas.

H0: Non executive team members of global team plays important role in managing the emerging challenges

H1: Non executive team members of global team plays no as such role in team management and addressing the challenges

Research questions are compared with the compass of researchers as it guides the research and drives it to the proper direction preventing it from going off track. There are two types of research questions that are primary and secondary research questions. Primary questions searches for the end result. Whereas, the secondary questions are formed in order to obtain the answer for the primary question.

Challenges in Managing Global Team

Qualitative research methods focuses on the non countable data acquisition whereas, quantitative methods addresses the countable data. The methods are overlapping and used for both types of data collection. The selected methods for obtaining data are discussed bellow.

These are used for collecting both types of data. The method used for selecting target population is called sampling. Whereas, the number of samples collected for the research is called sample size (Marshall et al. 2013).

Primary and secondary data collection method is the two types under this section. If the data source is primary, such as CEO of a company, it is primary data, whereas, if it is literature, the data is called secondary (McDonald et al. 2013).

The tools utilized for the purpose of data collection are referred as research instrument. These can be interview, questionnaire reading and many more (Schaufeli,Maslach and Marek 2017).

Both the designs are similar and overlapping where a set of questions are asked to the subjects for obtaining the data. Person to person interact is present in the interview, whereas, a paper with a set of questions is provided to the subject to answer in yes and no format in a questionnaire (Willis 2015).

There are numerous process of analyzing the collected numeric data that are clearing, coding, interpretation and presentation. All of these methods of data analysis is summed up as quantitative data analysis process (Büyüköztürk 2017).

Every research has a limitation as a research cannot address everything related to the topic. Time is an important external factor that sets limit for the research. On the other hand, limitation set by the researcher is important to focus on a particular aspect of the study. Objectives of the research plays crucial role in setting limits as the research focuses in meeting the particular objectives (Veld-Merkoulova and Viteva 2016).

Main activities/ stages	Month Jan 2017	Month Jun 2017	Month Dec 2017	Month Jan 2018	Month Jun 2018	Month Dec 2018
Selection of topic	ü
Collecting data from secondary sources	ü	ü
Constructing the research layout		ü
Literature review		ü	ü	ü
Development of research Plan			ü	ü
Selection of Appropriate Research Techniques				ü	ü
Primary data collection					ü	ü
Analysis & Interpretation of Data which are collected					ü	ü
Conclusion						ü
Development of Draft						ü
Final Work submission						ü

Conclusion

Numerous researches have been conducted on the management challenges faced in a global team. Many of them suggest various mechanisms to tackle with the issue in hand. However, all the researches focus on the manager or the leader of a global team to address the issue. Non executive staffs are not given priority I any of the researches. Hence, it is a great topic to carry forward. The hypothesis is formed to identify the importance of non executive members of the team in handling the challenges face by them. Research questions re formed in a compact manner to address the objective of the research. The proposed methodologies are essential to carry out the research in a structured fashion. The time limit is set to two years for successful completion of the project.

References

Araujo, A. (2009). Implementing global virtual teams to enhance cross-border transfer of knowledge in multinational enterprises: a resource-based view. International Journal of Networking and Virtual Organisations, 6(2), p.161.

Büyüköztürk, ?., 2017. Sosyal bilimler için veri analizi el kitab?. Pegem At?f ?ndeksi, pp.1-213.

Caligiuri, P. (2012). Cultural Agility: Building a Pipeline of Successful Global Professionals. Jossey Bass Inc.

Dixon, K. and Panteli, N. (2010). From virtual teams to virtuality in teams. Human Relations, 63(8), pp.1177-1197.

Gibson, C. and Gibbs, J. (2006). Unpacking the Concept of Virtuality: The Effects of Geographic Dispersion, Electronic Dependence, Dynamic Structure, and National Diversity on Team Innovation. Administrative Science Quarterly, 51(3), pp.451-495.

Hansen, T., Hope, A. and Moehler, R. (2012). Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams. SSRN Electronic Journal.

Kelley, E. (2011). Keys to Effective Virtual Global Teams. Academy of Management Executive, 15(2), pp.132-133.

Marshall, B., Cardon, P., Poddar, A. and Fontenot, R., 2013. Does sample size matter in qualitative research?: A review of qualitative interviews in IS research. Journal of Computer Information Systems, 54(1), pp.11-22.

Magdaleno, G. and Kleiner, B. (2016). Global Trends in Managing Cultural Diversity. Cross Cultural Management: An International Journal, 3(4), pp.31-36.

McDonald, C.M., Henricson, E.K., Abresch, R.T., Florence, J., Eagle, M., Gappmaier, E., Glanzman, A.M., Spiegel, R., Barth, J., Elfring, G. and Reha, A., 2013. The 6?minute walk test and other clinical endpoints in duchenne muscular dystrophy: Reliability, concurrent validity, and minimal clinically important differences from a multicenter study. Muscle & nerve, 48(3), pp.357-368.

Orhan, M. (2014). Extending the Individual Level of Virtuality: Implications of Task Virtuality in Virtual and Traditional Settings. Administrative Sciences, 4(4), pp.400-412.

Palthe, J. (2014). Cross-Level Cultural Congruence: Implications For Managing Diversity In Multinational Corporations. Journal of Diversity Management (JDM), 9(1), p.51.

Schaufeli, W.B., Maslach, C. and Marek, T. eds., 2017. Professional burnout: Recent developments in theory and research. Taylor & Francis.

Veld-Merkoulova, Y. and Viteva, S., 2016. Conclusions, Limitations and Future Research. In Carbon Finance (pp. 129-131). Springer International Publishing.

Willis, G.B., 2015. Analysis of the cognitive interview in questionnaire design. Oxford University Press.