Building a Global Team: Tariq Khan at Tek

Written Analysis of a Case

(Re) Building a Global Team: Tariq Khan At Tek

Submitted by: Musaddeq Ahmed Khan

ERP: 16697

Class Number: MBA -M (11617)

Submitted to:

Dr. Nasir Afghan

Course: Organizational Behavior and Leadership

Date: 29-October- 2018

Introduction

A managerial position in the global sales and marketing team was offered to Mr. Tariq Khan in Tek. The position requires leading 68-person group which comprises of individuals from 27 nations. During the previous two years, the group's performance and employee’s satisfaction had been in a decay which were likewise joined by the decline in net margin and market share. It was assumed from Tariq that he would eliminate the present emergency and accomplish significant increase in sales and market shares in two years. Tariq is in the list of "high potentials" whose performance was assessed every two years. Should he be unable to reunite the group and take care of the issue, his status will be harmed. Tariq is sure because he had a demonstrated record of achievement in dealing with activities with culturally differing groups. Nevertheless, he is likewise on edge about the group after talking with past manager who disclosed to Tariq that he left the position claiming the circumstance in the group is basically "out of control". Presently confronting the situation, Tariq must choose whether to take the position or not. If he takes the position, he should make sensible approaches to return the group on its feet.

Theoretical Framework

Prior to distinguishing the reasons for the issue, it is essential to characterize the standards and practices generally found in global groups which makes them effective. Initially, in multinational organizations, there must be a high level of integration inside the groups dealing with similar projects. Ethnocentrism can be eliminated by the organization by "One group" mindset. Furthermore, there must be a solid establishment for collaboration inside the group. That requires the foundation of trust between the colleagues. Individuals should confide in their partners to get their piece of the work done. Thirdly, there ought to be one basic working language among the individuals to have viable correspondence. Fourthly, the cultural mindfulness level must be high within the group. If individuals perceive the cultural contrasts inside the group and build up their business practices, remembering those distinctions, cultural errors that may emerge from work will be limited. Lastly, all colleagues ought to have open access to the data. Individuals and project manager ought to be straightforward with each other regarding data that they get about market cycles and work when all is said in done.

Practical Application

After studying Tariq's perceptions amid his meeting with the group, it turns out to be evident that colleagues have neglected to be coordinated into one group mindset and rather division dependent on ethnocentrism won. The colleagues normally isolated themselves dependent on their cultural and religious backgrounds when they were sitting. This demonstrates the presence of solid ethnocentrism inside the group. Division, considering cultural and religious characters is more predominant than joining dependent on shared objectives and qualities regardless of cultural background. The most serious issue which emerges when laborers in global groups accept ethnocentrism is that amid the emergency, individuals begin always accusing different individuals from various background for the issue. There was at that point an issue of coordination inside the group itself, even before the development of outer factors, for example, the increase in the cost of oil and decline in the profits. At the point when organisation individuals neglect to incorporate dependent on shared objectives and qualities, they wind up unfit to adapt up to the weight forced from outside condition into the organisation which is for this situation increment in the cost of oil.

Colleagues additionally have an issue of cooperation and trust which         also contributed in integration becoming unfeasible. Doubting connections between colleagues can be seen when Lars and Ramazan both accused each other for the issue, as opposed to giving valuable input to the new manager applicant, Tariq about the circumstance. Those executives pointed the finger at one another claiming they didn't have any predefined bearing or assessment criteria to utilize while evaluating the execution of their associates. The nonappearance of those practices demonstrates the reluctance of colleagues to participate and characterize the course and assessment criteria. Amid Tariq's gathering with the group, nobody appeared to have a reasonable thought of what isn't right, as it is apparent from Tariq's perception that "from 9:00 to 5:00p.m., everybody was rehashing similar focuses they made before". When he proceeded with the gathering for more profound comprehension, it brought about personal blame-assigning fight between individuals.

Another issue was that the utilization of one regular working language was missing. As Tariq strolled around, he heard "English in one corner, Russian in another, and Arabic in another." People isolated themselves into groups dependent on the language they were talking. The level of familiarity with English likewise ranged from individual to individual making less-familiar individuals to wind up not sufficiently sure to open their mind and speak up. The nonappearance of regular working language and division on local language built up flawed correspondence stream inside the group, and made the combination procedure more troublesome, along these lines adding to the ethnocentric mindset among colleagues.

The group likewise had a low level of cultural mindfulness inside the gathering. Cultural mindfulness requires understanding of the contrasts between individuals from different nations and culture. It is fundamental for multicultural groups to have cultural attention to work effectively. It is obvious from Tariq's perceptions that group at the hand have a low level of cultural mindfulness among its individuals. A few people in the gathering did not know where their associates were from, and some consolidated their partners into general classes like "European". As social mindfulness level was low, individuals began to recognize their associates dependent on the pre-built-up generalizations they have. For instance, one Saudi Arabian colleague was thought to be German since he had been working in the organisation gainfully for a long time. Not having the capacity to perceive cultural contrasts additionally brought about cultural harshness among associates. That is obvious through the case of Lars who kidded with his Arabian associate when Arabian man declined to drink vodka for religious reasons. Cultural lack of care at that point made the impression that diversity is an issue to be managed or the gathering is "too" diverse. In any case, the genuine issue is the nonattendance of cultural mindfulness inside the group with regards to decent variety.

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