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attachedMicrosoft Word - Assessment 3 Case Study.docx   ©MNG81001 Assessment 3 Session 2 2019 1  Assessment	3	 The	virtual	team:	creating	and	managing	 communication	across	the	globe	 	 Jane	Wilson	has	recently	been	appointed	the	Marketing	Director	of	Sunshine	100,	a	 Brisbane-based	company	specialising	in	responsible	foods	with	R	&	D	offices	in	New	 York,	Shanghai	and	Mumbai,	and	sales	offices	in	Melbourne,	London,	Cape	Town,	 Dubai	and	Sao	Paulo.	When	she	was	given	the	opportunity	to	manage	a	team	of	 eight	spread	across	six	continents,	Jane	was	confident	that,	with	a	little	planning,	she	 could	manage	perfectly	and	deliver	on	time	as	she	had	always	done.	 	 Project	and	Team	Background	 	 Jane’s	work	at	 Sunshine	100	was	originally	 in	 the	 role	of	Director	of	 Social	Media.	 Now	she	had	been	promoted	to	Marketing	Director.	The	company	has	expanded	to	 China	 with	 the	 launch	 of	 the	 company’s	 new	 line	 of	 wholesome	 baby	 foods.	 The	 professional	nutritionists	and	dieticians	 led	by	Dr	 Jeremy	Jones	have	asked	Jane	to	 start	working	on	a	world-wide	marketing	campaign	to	promote		‘KidsEats’	a	recently	 launched	initiative	with	a	focus	on	working	directly	with	schools	as	well	as	children’s	 organisations	 to	 educate	 primary	 aged	 school	 children	 about	 healthy	 foods	 and	 healthy	eating.	 	 International	virtual	teams	are	a	relatively	new	form	of	working	at	Sunshine	100	and	 one	the	CEO	is	keen	to	develop	further.	Following	Jane’s	appointment	the	CEO,	Paul	 Morgan,	made	it	clear	to	her	this	was	a	very	appealing	form	of	work	especially	as	 there	was	greater	opportunity	to	interact	with	colleagues	around	the	world,	use	the	 best	and	lowest-cost	global	talent	and	significantly	reduce	travel	costs	thus	 offsetting	the	company’s	flight	carbon	footprint.	 	 From	past	experience	Jane	also	knew	that	virtual	teams	can	be	hard	to	get	right.	In	 her	previous	role	as	Director	of	Social	Media	nearly	half	her	staff	working	remotely	 admitted	to	feeling	confused	and	overwhelmed	by	collaboration	technology.	She	 also	discovered	that	most	people	she	spoke	to	considered	virtual	communication	 less	productive	than	face-to-face	interaction.	 	 Jane	started	reading	literature	about	what	makes	an	effective	virtual	team	and	 discovered	that	successful	virtual	team	players	all	have	a	few	things	in	common:	 good	communication	skills,	high	emotional	intelligence,	an	ability	to	work	 independently,	and	the	resilience	to	recover	from	the	hitches	and	delays	that	 inevitably	arise	(Ferrazi	2014).		She	was	particularly	interested	to	learn	that	 awareness	of	and	sensitivity	to	other	cultures	is	also	important	in	global	groups	and	 it	is	the	quality	of	cross-cultural	communication	at	the	team	level	that	determines	 the	effectiveness	of	the	multicultural	team	(Matveev	&	Nelson	2004).	 	   ©MNG81001 Assessment 3 Session 2 2019 2  Moreover,	she	also	learned	from	her	readings	that	teams	incorporating	diverse	 nationalities	can	experience	problems	later	on	when	the	pressures	of	work	kicks	in.	 Problems	such	as	defining	trust	and	how	trust	is	earned,	preferred	language	for	 business	meetings,	protocols	for	feedback,	and	even	rules	for	addressing	people	and	 interruptions.	 	 Next	steps	 	 This	morning,	Jane	received	an	email	from	Paul	with	a	list	of	people	who	had	been	 chosen	for	the	new	team	(Exhibit	1).	These	people	had	already	been	notified	of	the	 ‘KidsEats’	project	and	were	waiting	for	Jane	to	initiate	the	discussion	and	get	the	first	 virtual	meet	under	way.		Jane	was	impressed	by	the	expertise	of	the	team	Paul	had	 assembled.	She	was	confident	that	with	the	help	of	all	these	people,	‘KidsEats’	would	 become	a	world-wide	phenomenon	promoting	the	fundamental	value	of	Sunshine	 100:	‘Together,	may	we	create	a	healthier	life	by	starting	with	the	food	we	eat’.		 	 However,	her	three	immediate	concerns	were:	 	 1. How	 to	manage	 all	 the	 differences	 in	 communications	 styles,	 world	 views,	 customs,	rules	and	roles	that	each	team	member	would	bring	to	the	table;		 2. Specific	cross-cultural	competencies	needed	for	an	effective	global	team;	and	 3. Key	 task	 and	 process	 issues	 to	 be	 addressed	 in	 the	 new	 team	 to	minimise	 future	problems	and	conflict.	 	 For	the	first	time	in	her	career,	Jane	had	to	think	about	time	differences	to	schedule	 a	meeting.	How	would	the	communication	between	the	team	work?	What	to	write	 in	her	first	email?	 The	first	thing	Jane	did	was	place	her	new	team	on	the	world	map	and	also	put	the	 appropriate	current	time	next	to	each	(Exhibit	2).	She	thought	it	would	be	a	good	 idea	if	each	team	member	assessed	their	own	personal	communication	style	(Exhibit	 3)	and	shared	style	and	communication	preferences	in	the	first	meeting.	In	addition,	 Jane	felt	it	would	be	useful	if	each	team	member	considered	the	context	of	their	 respective	national	culture	in	terms	of	the	styles	in	which	different	countries	 communicate.	How	many	‘high-context’	and	‘low	context’	cultures	do	we	have,	she	 wondered?	‘I’m	sure	this	will	be	useful	when	it	comes	to	avoiding	miscommunication	 and	misinterpretation	between	all	the	different	national	cultures	of	our	teams	 members’	mulled	Jane	to	herself.	To	help	her	new	team	understand	the	challenges	 of	communicating	cross-culturally	Jane	started	to	map	out	a	framework	relating	 national	culture	orientations,	cross-cultural	communication	competence	and	 multicultural	team	performance	(Exhibit	4).	 Finally,	 Jane	sat	back	 in	her	chair	and	began	 to	ponder	what	should	be	 in	her	 first	 email,	 the	 specific	 cross-cultural	 competencies	 that	 could	 be	 applied	 to	 both	 the	 individual	 and	 also	 to	 the	 teams	 interactions,	 as	well	 as	 the	 key	 task	 and	 process	 issues	to	be	addressed	to	minimise	future	problems	and	conflict.	 	 	   ©MNG81001 Assessment 3 Session 2 2019 3  	 	 Exercise	 	 1.	Week	6	tutorial:	the	class	will	be	divided	into	groups	of	eight	with	each	student	 given	a	role	to	play	on	this	newly	created	virtual	team.	Please	get	into	character	of	 that	team	member	as	you	decide	the	impact	of	your	assigned	national	culture	on	 communication	and	team	performance	(for	example,	negotiation,	relationship	 management,	role	of	language,	social	power	and	conflict	resolution).	 	 2.	Complete	the	Communication	Styles:	A	Self-Assessment	Exercise	(Exhibit	3)	and	 consider	the	key	contextual	features	of	your	assigned	national	culture.	Bring	the	 results	of	both	to	the	Week	9	tutorial.	 3.	Week	9	tutorial	class:	the	first	telephone	conference	call	role-play.	Allocated	time	 per	team	10	minutes.	After	the	role-play,	the	class	should	discuss	what	went	well	 during	the	conference	call	and	what	the	problems	were.	Discuss	initial	concerns,	 strategies	and	expectations	for	the	call.	 4.	Answer	the	following	four	(4)	questions	associated	with	the	case.	This	forms	the	 1,000	word	written	part	of	the	assessment	task.	Use	seven	(7)	sources	to	support	 your	claims	and	build	your	argument.	 	 i. Prepare	a	common	email	for	Jane	to	send	to	all	the	team	announcing	the	first	 telephone	conference	call.	Identify	the	agenda	for	the	meeting.	What	key	 messages	should	Jane	include	in	her	first	email?	Use	the	memo	format	for	 the	email.	 	 ii. Discus	how	best	Jane	can	manage	all	the	differences	in	communication	styles,	 world	views,	customs,	rules	and	roles	that	each	team	member	will	bring	to	 the	table.	 	 iii. Identify	the	specific	cross-cultural	communication	competencies	that	can	be	 applied	both	to	individual	as	well	as	to	team	interactions.	 	 iv. Evaluate	the	key	task	and	process	issues	to	be	addressed	in	the	new	team	to	 minimise	future	problems	and	conflict.	 	 5.	Refer	to	the	Assessment	3	Marking	Criteria	Guide	and	Marking	Rubric	located	on	 the	Blackboard	under	Assessment	Tasks	and	Submissions.		 	 6.	Submit	Assessment	3	to	Turnitin	via	the	Blackboard	site	no	later	than	the	due	 date:	Monday	9th	September	9.00am	(QLD	time).

Ishita · Accepted Answer

ASSESSMENT 3: CREATING AND MANAGING COMMUNICATION ACROSS THE GLOBE
Table of Contents
Introduction to the Case Study	3
Email for the international virtual team	3
Discussion of the management of differences	3
Identification of cross cultural communication proficiencies	4
Evaluation of the problems	4
Conclusion	5
References	6
Introduction to the Case Study
Jane Wilson is the newly appointed Marketing Director of Sunshine 100 and is entrusted with the responsibility of supervising 8 teams based in varied regions of New York, Shanghai, Mumbai, Melbourne, London, Cape Town, Dubai and Sao Paulo. International virtual team approach is adopted by the organisation in order to generate creative and innovative strategies from all across the globe at reduced costs. 
Email for the international virtual team
	Congratulations, you are selected as a part of the team and the first conference call would be taking place on 15h of September at 10 a.m. It is to be noted that the video conferencing is a part of the company`s dedication to reducing its carbon footprint as the entire video conferring would be a part of the virtual meeting. But similar to any other meeting, it will have its proper agendas which would include the discussion of the varied strategies that can be implemented to promote the newly launched product named “Kidseat” and increase its sales amongst the targeted audience. The team members participating in the meeting are already provided with the details of the project and would provide with their valuable views, opinions and suggestions regarding the marketing of the product launched by Sunshine 100. 
 During the meeting the team members would be using their native language as a means of communication and would recommend communication preferences that would be used throughout the project. The team members should have a proper and high speed internet connection so that no disturbance is created in the video conferencing. Headphones with speakers would be utilised by the members in the video conferencing.

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