Discuss the key themes of 2-3 chosen topics covered weekly in MMM308 (including reference to the unit resources) and how they relate to the simulation ( what we did on zoom while i was in america) and...

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  1. Discuss the key themes of 2-3 chosen topics covered weekly in







  2. MMM308 (including reference to the unit resources) and how they relate to the simulation (

    what we did on zoom while i was in america)

    and case study (
    i will attach the case study as well as the analysis)
    (choose from topics 2-8 only). 14 marks/ 1400 words





Topic 4 working with and managing others




Summary slides





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Topic 5 managing change - simulation




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Topic 7 managing quality and productivity





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(Re)Building a Global Team: Tariq Khan at Tek 9-414-059 R E V : N O V E M B E R 1 0 , 2 0 1 5 ________________________________________________________________________________________________________________ Professor Tsedal Neeley prepared this case with the support of Research Associates Colin Donovan and Nathan Overmeyer. It was reviewed and approved before publication by the case protagonist. Funding for the development of this case was provided by Harvard Business School, and not by the company. The company and characters have been disguised. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 2013, 2014, 2015 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800- 545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu/educators. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. T S E D A L N E E L E Y (Re)Building a Global Team: Tariq Khan at Tek Tariq Khan arrived home after a 16-hour meeting. He was grappling with whether to accept the global sales and marketing team manager position. Khan spent the entire day with the senior leadership of the team trying challenges. However, the meeting had raised more questions than answers. Already a rising star within his company, Khan was only 33 when he was offered this high-profile position to lead a diverse 68-person team whose members hailed from 27 countries and spoke 18 different languages. previously well-regarded manager departing the company in a state of disrepute. Employee satisfaction also plunged by more than half its peak nearly two years prior. Should Khan accept the position, he would be expected to reverse the performance lag in less than two years, achieving substantial sales growth and increasing market share. However, should he fail to resurrect the team in the allotted timeframe, his status as a high-potential would be jeopardized. Khan hoped that meetings with both the senior executives and the outgoing manager would help him decide whether or not to take the position. The meetings thus far had been exhausting, but revealing. Khan had a greater understanding of the group, but still had one more week to make up his mind. The following day, he would begin his tour of the Middle East and Central and South Asia to meet the rest of the team. He wondered if a week was enough time to assess the situation, but he pushed this question to the back of his mind and started packing. Tariq Khan Khan began his career as an electrical engineer with SPK in Pakistan, where he worked on industrial projects in sales, business development, and project management. Eventually, he became the project manager for a $20-million contract. Four years later, he moved to Tek and joined an exclusive list of potential to be promoted every 18 to 24 months and learn a variety of roles within the company. This visibility within the firm would provide him with a fast-track route to an executive role. Even though he was constantly being evaluated by senior executives, being on the list meant plenty of opportunities. This document is authorized for use only in Dr. Huw Flatau-Harrison's MMM308 - Applied Management Capabilities - (Re)Building a Global Team: Tariq Khan at Tek at Deakin University from Jul 2022 to Jan 2023. Jessica Srebnitsky Jessica Srebnitsky Jessica Srebnitsky Jessica Srebnitsky 414-059 (Re)Building a Global Team: Tariq Khan at Tek 2 planning, and frontline sales, plus time as a sales team leader. He was also promoted to country manager for Pakistan and served on a Global Competence Development Committee in addition to his regular responsibilities. This role allowed him to visit sales teams around the world and observe their methods, motivations and challenges. When he moved to Dubai for a new assignment in business development, Khan kept his existing position on the Global Competence Development Committee. Again, he cycled through various roles, rotating between staff and line functions. In his business linguistically and culturally diverse team for the first time. A Tip and Advice from Singapore After almost four years in various business development roles in Dubai, Khan knew that his window of opportunity for a promotion was about to open again. A friend in Singapore, who was senior within Tek, notified Khan that the position of General Manager for Sales and Marketing would soon be available. The team, Khan was told, had been failing. The previous manager, known for his Khan was encouraged by his friend to apply for this new and challenging role. After he was selected, he began to consider his options. He had a proven track record of success, but he wondered if taking this role was too much of a risk; could he chance losing his position on the list of high potentials? Perhaps even more nerve-wracking, the executives who selected him for the role wanted quick results. Khan wondered how he could turn things around in less than two years, growing sales questioned how the grou flummoxed even an experienced manager. -building activities and cultural awareness exercises, as well as a lot of new ideas, and , and you will need to delicately manage older workers from the Middle East and Asia. But this group needs fresh ideas, and With this encouragement, Khan thought about his previous roles. He had worked well with a culturally diverse team on the penetrations into Iraq and Bangladesh. He recalled how he became closer with the Indian nationals on his team than with his fellow Pakistanis by making a concerted effort to reach out to them. It required him to reject long-standing stereotypes that many Pakistanis and Indians held toward one another as a result of longstanding border disputes and religious tension. Yet Khan was able to find common ground by sharing that his father was born in India. As part of the Global Competence Development cohort, Khan visited sales teams often, getting out and mixing around. In country after country, he had gained insight into the region-specific challenges faced by his colleagues in different markets. As he thought about his experiences, Khan became more confident in his abilities. Still, the job remained a huge risk. If he took the job, it would be do or die: succeed, and his star would continue to rise even faster, but fail, and years of hard work and careful planning would be negated. A Caveat from the Departing Manager The day that Khan received the job offer, he decided to solicit the advice of his potential predecessor, Ali Amlak, who agreed to meet with him. After quick introductions, Khan shared his concerns with him: This document is authorized for use only in Dr. Huw Flatau-Harrison's MMM308 - Applied Management Capabilities - (Re)Building a Global Team: Tariq Khan at Tek at Deakin University from Jul 2022 to Jan 2023. Jessica Srebnitsky (Re)Building a Global Team: Tariq Khan at Tek 414-059 3 said. With an air of exasperation, Amlak responded: you the situation is simply out of control. I was spread too thin, putting out fires left and right. On top of running this business, all sorts of issues consumed my time. A manager was accused of sexual harassment, which embroiled us in a difficult legal situation. Ultimately, it was a cross- cultural misunderstanding. Then there were customer issues missed and unfulfilled deliveries. The list just goes on and on. Amlak paused momentarily and looked away in reflection, before continuing: It was always a struggle to get buy-in for new initiatives, and I frequently met fierce resistance if I tried to make changes. An annual retreat was one step in the right direction. We brought the entire team together in one location for the first time, and this seemed to help. A session during the retreat was geared toward cultural sensitivity. Clearly, this the same issues and old ways of working resurfaced shortly after. Listen, Tariq, I think this job has ruined my reputation here, and I have no choice but to leave. If left Khan feeling anxious and even more uncertain. The new insights weighed but for now, he decided it was best to sleep on what he had just heard. Working across Boundaries Language The entire team was about to meet in Dubai. It was the perfect chance for Khan to sit in on the he arrived, he was shocked by how many languages were being spoken before the meeting started. As he walked around the room, he heard English in one corner, Russian in another, and Arabic in yet another. It quickly became apparent to Khan that the team, given free rein to sit wherever they wanted, had divided itself based on their native language, even though everyone in the group spoke English. -based cliques also had religions and cultural traditions in common. As they bonded, these clusters drifted further apart from the larger group. Khan began to see why people segregated into language groups. He noticed that team members did not all have the same level of fluency or comfort in English, which further exacerbated the language barriers among them. Native and highly-fluent English speakers spoke too quickly which caused less- fluent colleagues to hesitate with their questions. During one break, Khan overheard one of the quieter Khan began to ask himself whether the shyer members of the team were legitimately concerned with their more fluent teammates. Perhaps, they were simply disguising their weaker skills by questioning Khan learned that team members working in Central Asia had it especially tough. They were already operating in two languages, since Russian was widely used by business contacts, but Kazakh or Uzbek was used when communicating with government officials and customers. Oftentimes, This document is authorized for use only in Dr. Huw Flatau-Harrison's MMM308 - Applied Management Capabilities - (Re)Building a Global Team: Tariq Khan at Tek at Deakin University from Jul 2022 to Jan 2023. Jessica Srebnitsky Jessica Srebnitsky Jessica Srebnitsky Jessica Srebnitsky Jessica
Answered Same DaySep 13, 2022

Answer To: Discuss the key themes of 2-3 chosen topics covered weekly in MMM308 (including reference to the...

Asif answered on Sep 13 2022
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Applied management capabilities
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Table of Contents
Topic 4: Working with and managing others    3
Heroic management    3
Engaging management    3
Global business activity area    3
Cultural differences    3
Cultural competence    4
Cultural conflicts    4
Topic 7: Managing quality and productivity    4
Responsible operation management    4
Responsible supply chain management    5
Clos
ed loop frameworks    6
Topic 8: Managing change    6
Organizational Development    6
Tasks Responsibility of Leaders in Organizations    6
Organizational Change    6
Impetus and target    7
Forces    7
Resistance    7
Application of Lewin’s model for Planned Change    7
Reference list    9
Topic 4: Working with and managing others
Applied management capabilities are a very important term that deals with managing and working with others. Through proper analysis of this topic, it can be easier to identify the contemporary issues that are present in various organizations where people work in collaboration (Braun et al., 2018). The managers face various difficulties in managing a diverse workforce inside the organization. Various leadership challenges are also faced by them for staying ethical. Below how the relations can be managed by the managers will be discussed in two ways such as heroic management and engaging management.
Heroic management
In the sphere of heroic management, it is said that managers are the most important people in any organization rather than those who are involved in developing products and services. While implementing change managers face various problems thus they need to efficiently allocate the resources with proper calculations.
Engaging management
The leaders must manage every hierarchy in the organization for implementing big initiatives and motivate the insiders by building trust for
inging effective changes. Rewarding should be promoted in the organization for getting better results.
Global business activity area
In global businesses, offshoring and outsourcing is the main problem that can be reduced by tracing the supply chain (Chen, 2020). Through fair and ethical trade the adverse impacts on logistics can be minimized. Moreover through FDI local development can be ensured by expanding in foreign markets. However, it is highly needed that businesses manage the cross-national diversity and global workforce effectively.
Cultural differences
Working with a global workforce can include various cultural dimensions. According to Hofstede, the main cultural differences are power distance, collectivism vs individualism, femininity vs. masculinity, constraints vs. indulgence, and avoiding any uncertainty in the workforce.
Cultural competence
Cultural competence describes the ability of any organization for coping with cultural differences which highly depends on the personal attributes, skills, and knowledge of the managers. This is highly needed by the managers of any organization so that they can work successfully and provide higher satisfaction to the stakeholders (Antwi et al., 2020). Managing the workforce a
oad and in the host country becomes easier with this cultural competency.
Cultural conflicts
This can be observed if the organization worlds with a cross-cultural workforce and they have to make decisions by keeping in mind the difference in cultural values. It can be seen that people from two cultures may have different conclusions as one standard may be justified for only one culture. In these situations, the managers can promote intensive communication for determining the causes of conflicts without random guessing and work on viable compromises.
Topic 7: Managing quality and productivity
Responsible operation management
This is a framework that deals with creating efficiency in the workforce without any consumption of resources for optimizing the value of the stakeholders. This can be done by the efficient analysis of the existing processes. To
ing efficiency lean management can be...
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