Building Effective Teams Unit 1 Individual Project.

Posted: December 11th, 2022

Building Effective Teams Unit 1 Individual Project.


Building effective teams
How would you determine team composition in a multinational team?
The composition of a multinational team is all about choosing members who exhibit the existing diversity while maximizing advantages in terms of task completion and quality. There are three issues that must be addressed when choosing team members. The first issue is how to balance diversity within the team.


This is based on the awareness that the team members are from diverse national and cultural background, represent affiliates whose plans may not match, and they represent different functional units that could have different perspectives and priorities. The question then becomes, should the diversity by curbed as an evil or natured as a strength. In this case, the manner in which the diversity is managed dependent on the form it takes as either cognitive or behavioral diversity.Building Effective Teams Unit 1 Individual Project. Cognitive diversity should be natured since it refers to the substantive content differences concerning how the team members perceive opportunities, challenges, and options. This is important since no single team member has a monopoly on knowledge, and nurturing cognitive knowledge ensures that wisdom from different sources can be aggregated to allow for integration of different perspectives to develop a commonly accepted solution. Behavioral diversity should be curbed as an evil since it is culture-driven behavioral norms that include language. Behavioral diversity should be considered a necessary evil that cannot be avoided but its effects should be minimized through cultural sensitization and language training (Vance & Paik, 2015).Building Effective Teams Unit 1 Individual Project.
The second issue is the size of the team. An optimal team size is one that collects the required skills and knowledge with the smallest number of members. This is a challenge since a large number of members ensures that the skill and knowledge pool is large. This is also a problem since the large team is likely to be dysfunctional and cumbersome, making it difficult to integrate ideas and meaningfully act. An ideal team size should be centered on a core team unit comprised of the least number of people who are supplemented by more members when and as needed in an ad hoc basis. Should it be deemed necessary that the core team should be large, then it should be broken down into sub-teams that are assigned specific tasks to address the different aspects of the team objectives (Vance & Paik, 2015).The third issue is how to determine who occupies the leadership positions. Leadership positions would typically revolve around a team leader, external coach, and internal sponsor. The team leader is expected to manage the physical, cultural, linguistic and organizational distances that separate the team members since these could hinder trust and communication while misaligning objectives. Also, the team leader should have the capacity to present credible results, facilitate integration and conflict resolution, manage processes, diagnose problems, assess situations, generate options, and evaluate results. The external coach is an ad hoc team member who is brought in as an expert to facilitate team processes rather than contribute content. The coach is required when the process is complex and the team leader is inadequate in addressing the complexity.Building Effective Teams Unit 1 Individual Project. The internal sponsor is typically a senior level executive who exhibits strong interest in the team objectives. He/she is responsible for clarifying and interpreting the team charter, deliverable and performance expectations, offering guidelines, managing roadblocks, act as an intellectual sounding board, progress review, and hold the team accountable (Northouse, 2012).Building Effective Teams Unit 1 Individual Project.
How will you address the diversity of cultures within the team?
As earlier indicated, diversity of cultures will be addressed through two mechanisms depending on the type of diversity. Firstly, cognitive diversity will be identified as cultural differences that are centered on substantive content of how the members perceive team opportunities and challenges. This diversity should be fostered since it is concerned with differences in knowledge and wisdom. Fostering this diversity is an acknowledgement that no single individual can have a monopoly of knowledge and wisdom, and the differences would ensure that the most knowledge is collected and integrated to nurture comprehensive and creative solutions. Secondly, behavioral diversity will be identified as differences in culture-driven behavioral norms that include language. This diversity should be hindered with a focus on cultural sensitization and language training to minimize misunderstands that could distort or block communication (Vance & Paik, 2015).
Because the team will operate in a virtual existence, what structure and support will this team need to foster productivity?
To ensure that a multinational team fosters productivity even when operating within a virtual existence, there is a need for support and structures. This would take nine forms. Firstly, ensuring that the team physically meets on a regular basis for face-to-face communication. This allows the team member to know each other better professionally and personally, thus enabling them to create shared vision and set guiding principles on how the team should operation.Building Effective Teams Unit 1 Individual Project. Secondly, clarifying roles, goals, processes and tasks to support coordination efforts. This should be accompanied by regular review to identify training and adjustment needs. Thirdly, have a communication charter to establish communication behavior norms for virtual meetings to include listening attentively, talking at a reasonable pace and clearly, and limiting side conversations and background noise. Fourthly, leveraging communication technologies without sacrificing reliability, especially collaborative technologies, that ease virtual teaming. Fifthly, building teams with rhythm to include regular rotations to equitably spread the word load. Sixthly, having a common communication language to ensure a shared understanding across cultures while reducing the potential for divergent interpretations. Seventhly, having a shared virtual water cooler to improve team cohesion and allow the members to feel more connected. Eighthly, clarifying and tracking commitments to improve accountability. Finally, fostering shared leadership so that the members are accountable for team tasks (Watkins, 2013).
How will you measure the success of the team?
The success of the team should be measured based on four factors. The first factor is decision making and interaction that evaluates how the individual members contribute towards the development of team ideas and decisions. The second factor is whether or not the goals are met at a sustainable speed with a focus on ensuring that valuable and high standard work is delivered at a sustainable pace within the deadline. The work should be delivered in a feasible and continuous rate. Thirdly, skill development should be evaluated, with a focus on whether or not the team members are continuously expanding and developing their skills set since this allows them to effectively maximize their time even as they learn important competencies and information. Finally, the team should deliver good results and economic value to include feedback from audiences (Franz, 2012).Building Effective Teams Unit 1 Individual Project.
What are the characteristics you will look for in a leader of this team?
An effective team leader must be able to manage the physical, cultural, linguistic and organizational distances that separate the multinational team members. In addition, the leader should be credible with a proven track record or leading similar teams. Also, the leader should have integration and conflict-resolution skills. Besides that, the leader should have expertise in managing processes with a focus on problem diagnosis, situation analysis, and generation and evaluation of options (Northouse, 2012).Building Effective Teams Unit 1 Individual Project.

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