The Case: You were recently hired in a boundary-spanning role for a global unit
ID: 459725 • Letter: T
Question
The Case:
You were recently hired in a boundary-spanning role for a global unit of an educational and professional publishing company. The company is headquartered in New York (where you work) and has divisions in multiple countries. Each division is responsible for translating, manufacturing, marketing, and selling a set of books in its country. Your responsibilities include interfacing with managers in each of the divisions in your region (Central and South America), overseeing their budgeting and financial reporting to headquarters, and leading a virtual team consisting of the top managers in charge of each of the divisions in your region. The virtual team’s mission is to promote global learning, explore new potential opportunities and markets, and address ongoing problems. You communicate directly with division managers via telephone and e-mail, as well as written reports, memos, and faxes. When virtual team meetings are convened, videoconferencing is often used.
After your first few virtual team meetings, you noticed that the managers seemed to be reserved about speaking up. Interestingly enough, each manager communicates with you individually, primarily in telephone conversations and e-mails, she or he tends to be forthcoming and frank, and you feel you have a good rapport with each of them. However, getting the managers to communicate with one another as a virtual team has been a real challenge. At the last meeting you tried to raise issues relevant to the agenda that you knew were on their minds from your individual conversations with them. Surprisingly, the managers skillfully avoided informing their teammates about the heart of the issues in question. You are confused and troubled. Although you feel your other responsibilities are going well, you know your virtual team is not operating like a team at all; and no matter what you try, discussions in virtual team meetings are forced and generally unproductive. What are you going to do to address this problem?
a. problem definition
b. recommended solution
c. Support and defense for your solution using organizational behavior concepts. In doing this, make sure that you describe any and all concepts that you use.
Explanation / Answer
Ans:- a
Problem Definition:
Ans:- b & c
The recommended solutions for the problem at hand are as follows:
1. One should have proper formal rules and procedures that will dictate how team members (here top managers of various divisions) will communicate with one another. Formal rules and procedures help in bringing about uniformity in the communication processes.
2. One should hire Liaison Managers to improve communication among the top managers. Liaison Managers usually have good conflict management skill and are able to resolve communication issues by using that skill.
3. One may set up Integrating Departments within the organization. The purpose of such Departments is to bring about integration among various team members or groups, through excellent communication.
4. One may institute “Best Communicator” award which will be awarded to the top manager, who communicates best with top managers of other divisions. This will motivate the top managers to communicate effectively among one another and help in solving various issues among the divisions.
5. One can conduct Management Games from time to time among the top managers, to bring about better communication among them.
6. One can have Role Plays by top managers to improve the communication among themselves.
7. One may have formal Training Programs to help the top managers of various divisions learn about good communication and collaboration techniques.