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8/12/2019 RSTD Transnational Teams
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RSTD CASE STUDYPRESENTATION
Submitted By-
Nikita Sangal
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CASE
1985- Fuji XeroxTokyo engineers-Xerox Corporation facilityWebster,
New York.
1991- Eastman Kodak- Photo CD. Group of experts based in London
developed a strategy for the
simultaneous introduction of the photoCD in several European countries.
The Photo CD has been Kodaks most
successful multicounty product
introduction.
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Transnational teamcontributing
companys efforts globalize and extend
the firms products and operations intointernational markets.
Transnational teams present challenges
to the companies that use them.
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FORMATION
Existencetwo ways:Top Down
Bottom up
Most teams are formed from the top down. Senior managers see a competitive need
decide that a transnational team should beformed, and put together a team with a
particular mandate. For ex : HeinkeinEuropean Production
Task Force
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Other transnational teams are
emergent, they evolve naturally from
existing network of indiviulas whodepend on each other to accomplish
their work objectives.
In some cases, teams develop theirown mandate and challenge higher
managers to accept and support it.
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USES
Help achieve global efficiency todevelop regional or worldwide cost
advantages, standardize designs and
operations.
Locally responsive
Organizational Learning
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MODELTRANSNATIONAL
TEAM
Transnational teamwork group
composed of multinational members whose
activities span multiple countries.
Two key factors affect a transnational
teams composition, operations and
performance.
Task Complexity and importance
differentiate transnational teams from other
types of work teams.
Transnational teams typically work on
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That are highly complex and have
considerable impact on company
objectives. Many transnational teams are
geographically dispersed, with members
on different continentsMulticultural dynamic
If a transnational team is to obtain a
maximum contribution from each of itsmembers, it must be adept at handling a
variety of cross cultural issues.
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TASK COMPLEXITY &
IMPORTANCE 1991- EGBD- developing a plant on
European continent.
EGBDs challenge in bringing natural
gas Team is staffed from the different
regions of the world.
Team should be evaluated on themeasures such as revenue generatedor market share.
Teams performance can be assessed
subjectively.
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1993- the board of directors approved
EGBDs multimillion dollar business plan
and authorized the team to beginimplementing it.
EGBD is an entrepreneurial business
unit within its large parent firm.
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Contribution to Business
Strategy For example, 1990- British Airways
mergedtwo partsJapanese
business to fulfill the mandate grow
revenues. In a new or reconfigured transnational
team, the team building process must
begindiscussion of companys
strategy and teams mission.
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Leadership
Team leader must perform multiple roles. Team leader plays the role of advocate
business necessity, mission, gatheringresources.
Evolves -The main leadership role shifts tothat of catalyst
Matures- the primary leadership role shifts
to integrator. The leader of East mans Kodak Photo CD
European launch team proved to be skilledintegrator.
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The launch teams work progresssedthrough three major phases
FIRST PHASE overall strategy developmentconceptual
part- teams major goals and tactics.
SECOND PHASE Action stageLaunch plan development.
THIRD PHASE Launch implementationtransferred
responsibility for executing assignments totheir respective country orgz
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Fully established transnational team, no
one leadership role dominates. Instead all
the three roles are useful i.e advocate,catalyst, integrator.
team leaders themselves need to set a
personal learning agenda to developknowledge and skills consistent with all
three leadership roles.
human resources department should beprepared to provide executive
development training and experiences
that nurture the major leadership roles.
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STAFFING
Staffing transnational teams is a processfraught with tradeoffs and ambiguities, and
even the most sophisticated global firms
struggle with it.
three important considerations are involved:
1. the tradeoff between local hiring and the
use of expatriates,
2. consideration of group as well as technicalskills among team members, and
3. Size of the team
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final staffing approach, used only sparingly todate, is to allow team members to locatethemselves wherever they desire.
final staffing issue, optimal team size - Themost energized, committed teams appeared theones whose members complained most aboutbeing overworked and understaffed.
refered to that phenomenon as N minus onestaffing. That is, the best approach for producinga highly enthusiastic team seemed to be todeliberately understaff it--and perhaps keep it
leanand mean in terms of other resources aswell.
Although no optimal team size can be specified,the average size of the transnational teams was
12 persons, with a range of six to 21.
Ali t ith C
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Alignment with Company
Structures, Programs, and
Systems.As a transnational team develops an effectivealignment of key internal features such as i t s
mission, leadership, and so on, it must also
develop an external fit with the rest of thecompany.
In addition to structural barriers, a companys
programs and management systems may have
deleterious effects on its transnational teams.
Transnational teams generally are not in a
position to make major changes to company
structures and svstems
C i ti d
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Communications and
Decision-Making
Technologies. transnational teams must communicate andmake decisions across vast geographic
distances.
large geographic distances between membersof a transnational team can aggravate the
difficulties of assembling an integrated,
cohesive work group.
first information technology needed bv atransnational team is a communications
system.
transnational teams also use databases of
various sorts. Eg. Glaxo-Wellcome's medical
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Multicultural DynamicsA multinational team, in contrast to teams from
a single culture, entails differences among
members in language, interpersonal styles,
and a host of other factors.
Effective transnational teams directly confrontthe multicultural issues that inevitably arise in
the group and search for wavs to resolve
them.
Ineffective teams either ignore such issues or
hope they can be resolved by the human
resources department or through some type
of outside training.
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Group Process Facilitation.
In many transnational teams, threepowerful cultures operate
simultaneously.
corporate culture affects team dynamics. some teams have a very strong
occupational culture.
development of a healthy group processmust take into account five major factors
reflecting national and corporate
cultures:
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Cross-cultural
Management. MacGregor Navire, a small company of approx
900 employees, is the global market leader inshipboard cargohandling equipment.
The company must enable a Norwegianshipbuilder, for eg, to design cargohandling
equipment in Norway, build it in Taiwan, andservice it in South America.
The CEO of the newly merged company hand-picked his executive team of five managers, ail of
whom he knew and trusted and who shared hisvision of where the company should be headed.
Because he allowed each of them to choosewhere to live, the team is spread across Finland,
Denmark, Sweden, and England
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Each executive is multilingual, but team
members speak in English during their
weekly teleconference.
The roles and responsibilities for
implementation are kept very clear so that
interaction on a day to-day basis acrossgeographic distances is unnecessary.
MacGregor Navire Executive Team is a
model of cross-cultural management.
Team members all knew each other, spokemultiple languages, agreed on the teams
mission from the outset, and shared the
same business values
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FOUR STAGE TEAM BUILDING
PROCESS
Forming the Team
Focusing the Team and Its Mission
Maintaining the Team Transfering Learning Throughout the
Organization
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BACKGROUND GLAXO
WELCUM The company first assembled a high-caliber HR
team, composed of the firms top organization
development (OD) practitioners from both the
U.K. and U.S.
The company invested substantial financial and
human resources in the demonstration project.
The HR team assessed the HR department as
a whole, devised matrix grid. To meet the new demand for global service
delivery that arose from re organization,
expanded the number of transnational team
facilitators from the planned 20 to more than
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Staffing the HR function took about eight
months, and the HR department explicitly
committed itself to becoming one o f the
worlds best facilitators of transnational team
development.
HR team implemented its plan and
periodically evaluated results. By means of a mentoring process, the new
facilitators were quickly educated about the
companys business strategies, structures,
and systems so that each teamsmission and
operations could be properly integrated with
the rest of the organization.
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STAGE 2
skills (technical and group) focus is on building an effective group
process: developing team norms,
articulating useful team roles, identifying
success criteria, and so on.
Facilitators believe that unless a sound
group process develops during this stage,
the team probably will not achieve superiorbusiness results in the years ahead.
cultural sensitivity intervention
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STAGE 3
maintenance stage Facilitation skills are transferred from the OD
practitioner to the team leader and members.
most important milestones - getting the team to
take responsibility for its own outputs--not justthe teams formal deliverables, but also the
outcomes of team meetings.
The teamsmembership may change during the
maintenance stage. When new members come
on board, either temporarily or permanently,
team dynamics change, and some teams invite
back their facilitator to help the group fine-tune
its process
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STAGE 4 HR practitioners transfer information among
teams, but the teamsproject leaders also gettogether on a regular basis to exchange advicebased on their successes and failures.
Successful projects are celebrated andrewarded bv the company, but so too arecertain types of breakdowns.
Senior managers have agreed that when anR&D project is canceled, there is reason tocelebratethe team did well to abandon theproject by not wasting company resources,and other teams probably can learnsomething useful from the experience.
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LESSONS LEARNED
Performance measurement - performancecriteria and 360-degree evaluation
instrument.
recognition of the value of p o s t -projectevaluations.
heightened management awareness
most valuable lesson - team effectivenessprecedes company effectiveness.
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CONCLUSIONS
Transnational teams are at the heart ofthe globalization process.
transnational teams are almost always used
to both launch and manage the process
The model of transnational team effectiveness
can be used to examine the key variables.
must dramatically improve their human
resources departments to supporttransnational teams properly, and they will
want to develop innovative and customized
compensation schemes to reward teams for
their accomplishments.
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