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Cross-border teams are made up of people from multiple and varying organizations. These teams come with many different names: global teams, multinational, multicultural, transnational, trans-cultural, geographically distributed or geographically dispersed teams. The second challenge stems from issues related to the physical separation of workers and managers made necessary by globalization.
Cross-border teams are made up of people from multiple and varying organizations. These teams come with many different names: global teams, multinational, multicultural, transnational, trans-cultural, geographically distributed or geographically dispersed teams. The second challenge stems from issues related to the physical separation of workers and managers made necessary by globalization.
Cross-border teams are made up of people from multiple and varying organizations. These teams come with many different names: global teams, multinational, multicultural, transnational, trans-cultural, geographically distributed or geographically dispersed teams. The second challenge stems from issues related to the physical separation of workers and managers made necessary by globalization.
the overall rm and their parts in it, high capacity for self-control and willingness to
collaborate, and capacity to negotiate their differences.
22 This requires constant attention to the application of what Evans calls glue technology, or the management development technology of integration, that is, management development practices that have as a primary purpose the integration of the management and executive workforce of the rm and the building of the necessary competencies to use the resulting networks in an effective way. 23 Such global management development programs are discussed more fully in Chapter 10 on training and executive development. Use and management of cross-border teams Given the increasing complexity of organizations as described so far in this book and in this and the prior chapter, much of the work that needs to get done in a global enterprise requires a high degree of interaction and interdependence between globally dispersed organizations and between people in various, globally dispersed sections of those organizations. This interaction is often relegated to a work group, or team. 24 And, increasingly, these teams are made up of people from multiple and varying organizations (or parts of the same organization), geographic locations, countries, cultures, languages, ways of thinking and working, and time zones. Often they have the characteristics of virtual teams, that is, they dont meet face to face and are not co-located, they are widely geographically dispersed. These cross-border teams come with many different names: global teams, multinational, multicultural, transnational, trans-cultural, geographically distributed or geographically dispersed, non-co-located or out-of-sight teams. All of these terms refer to the phenomenon of people working together in teams, with common goals, who are not physically located in the same place and often do not meet but rather conduct their business via electronic means. In this book, such teams will generally be referred to by the term cross-border teams, since this is the primary structure of interest in this chapter and the phrasing that seems to be most commonly used. These cross-border teams represent a dramatic change in the way managers function and they present two major new challenges. 25 Both of these challenges stem from issues related to the physical separation of workers and managers made necessary by globalization 26 and possible by technology: 27 The rst challenge has to do with managing people you cant see. Managers must make the transition from managing which activities get done when to managing projects and their results. The second managerial challenge is to redene the role of management, itself, since the virtual nature of cross-border teams creates much uncertainty as to whether managers still have a role to play in managing employees who are no longer present in the same locale. In addition, these teams tend to be largely self-managing, with the members working very interdependently via the internet. 111 2 3 4 5 61 7 8 9 10 1 2 3111 4 5 6 7 8 9 20 1 2 3 4 5111 6 7 8 9 30 1 2 3 4 5 6 7 8 9 40 1 2 3 4 5111 Organizational structure and design of MNEs 81