Conclusion by gegeshandong


									                             Team proposal to solve the issue

Areas for Improvement

       Initially, many issues need to be resolved at the domestic level. Currently, everything is

currently done in-house and as the GDVP branches out internationally it needs to be prepared

for such an expansion and transition. As GDVP expands work teams need to be co-located. This

can be difficult when going global, especially the formation of virtual teams in different

countries. "It is important to set up guidelines on how they will interact and problem solve,"

(Business Blog, 2011). Currently, senior executives and specifically customer-service

managers are micromanaging. The management style has to change regardless of where

GDVP relocates. Most communication is still handled via telephone, email and fax. The

company needs to invest and expand its technological options to communicate effectively,

considering the need for global communication.

Re-evaluate the management structure: We need to establish a management structure based on

the level of importantance, performance and success. Remember, a majority of the business will

now be done internationally. A training plan for the partners is essential at this level and

currently, the training plan works domestically. The proposal is to devise one and conduct a

deep-immersion training plan so that everyone is on the same page. Then use this template

internationally to ensure that all aspects of the business are reflective of the company’s culture

and values they wish to exude, no matter who they come into contact with.

Communication is the key to GDVP’s success: Let us reevaluate how the company is

communicating and bring it up to speed. Platforms such as VoIP and Wikis are necessary to keep

in constant contact regardless of time zone. Remember, when one team goes to sleep another

aspect of the team is just waking up! And finally, because the company is entering unknown
territories it is important to hire employees’ specific to the country of interest: This will

avoid culture shock and allow a more seamless transition, especially in regards to local rules and

regulations of a particular country, the company might not be aware of (Business Blog, 2011).

       In the ever-changing world of a global workforce and with need to become more

competitive in the (VoIP) industry, GDVP will need to make radical changes in their

technology infrastructure to become a global community and compete with leading

organizations in their industry. GDVP will need to become more efficient on its use of old

technology (telephone, e-mail, fax, etc.), and learn to train, implement and integrate new

tools for mass communication efforts both internally and externally.

       The tools our consultants suggest are as follows: retaining an outside provider for

conference calls, the development of at least three (3) virtual conference rooms (allowing for

simultaneous conferencing), a planned schedule for each conference room and video

conferencing. Because of the already open internal communication culture of GDVP, the use of

these new meeting systems and procedures will only increase creativity, innovation, productivity,

ROI, and the ability to compete with other organizations in the same industry.

       GDVP will need management that can produce results while overseeing dispersed

teams across cultural, political and physical boundaries. GDVP leaders will be able to

overcome “cultural challenges” to conduct business successfully and create communication to

enhance productivity. Since they would be working internationally, they might encounter

differences in communication, practices and norms. However, GDVP leaders would be trained

in successful leadership strategies, and will be specialized in coaching cross-cultural,

geographically dispersed teams. Being equipped with the updated tools of technology is

essential; however, along with the knowledge of using the new technology, there are also
important skills required like building relationships, being task oriented, getting along virtually

with multiple, diverse groups of people and having the managerial skills needed for the

completion of the project.

       Virtual events will take place using telepresence, where people working on projects from

different cultures get to know their managers. Managers will be effective, intercultural managers,

who would work well with the other members of the team. Understanding the culture and how

it impacts their working procedures will help create an intercultural awareness and a strong

respect for everyone. This would help to avoid possible negative outcomes so team members will

be able to work more effectively and efficiently together with each other.

       Managers leading intercultural teams need to have the required skills that would allow

them to avoid misunderstandings and clashes that may arise when working in an intercultural

context. Managers, who are skilled with intercultural awareness, are likely to resolve conflicts

and have a better understanding of the differences in culture and communication styles. Lack of

authority in virtual teams in global firms creates a lack of communication. Any

miscommunication creates problems, which usually requires someone to take responsibility.

Lack of responsibility also leads to dissatisfaction, and unresolved issues can impact morale.

       GDVP company managers should be trained to effectively measure performance and

improve productivity. A global workforce requires that management and employees are able to

communicate well. Management will focus on resolving conflicts and issues with a structure

driven to enhance and reward high performing teams. There will be set performance driven

behaviors and task oriented goals through the one on one coaching process with a leader who

would be their role model. Also, team members will be encouraged to be collaborative and

develop positive win-win relationships. GDVP should train their employees through role
playing and coaching on an ongoing basis. They would be able to shadow a role model in the

organization. This practice of having a role model within the company would enhance their

relationship building skills and help achieve strategic company goals, leading to an improved

level of understanding.

       There would be teams that would be able to rely on a leader committed to provide them

full support at all times; GDVP should empower all their employees in the organization to

take responsibility for their team's progress, which would lead to feelings of satisfaction and

fulfillment. Senior management will need to be more proactive in encouraging these changes;

and, management style and culture will also need to change to fit the new global dispersed

workforce. By integrating and implementing these new programs and tools by way of continued

extensive training, the overall communication system of GDVP will improve their ROI. GDVP

will become a recognized leader in its industry and bring value to a once single headquartered


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