Leading in a Multicultural Virtual Organization
Refer to the article “Successfully Transitioning to a Virtual Organization: Challenges, Impact and Technology,” where the author presents factors that can enhance or derailsuccess in a virtual organization.
Imagine that you are a certified project manager at Arup. Arup conducts robust post-project peer reviews. You are assigned to assess the Water Cube team’s performance managing a global, virtual, and diverse project team.
Prepare a 2- to 3-page paper that addresses these items:
- Select two enhancers from the model in Figure 1 below. Assess whether or not the Water Cube project management team achieved the selected enhancers. Identify specific examples to justify your assessment.
- Select two derailers from the model in Figure 1 below. Assess whether or not the Water Cube project management team successfully avoided the selected derailers. Identify specific examples to justify your assessment.
| Figure 1: A Model to Enhance Leadership Skills for Success in a Multicultural Virtual Organization |
| Enhancers | Derailers |
| Promote trust and maintain effective working relationships with virtual workers. | Inability to establish the additional levels of trust required with remote workers |
| Establish virtual guiding principles and organization charters to ensure the organization is in alignment. | Inadequate communications skills required for virtualnetwork effectiveness |
| Identify and define virtual worker roles, responsibilities, and accountability. | Lack of comfort and expertise with technologies required for success in the virtual organization |
| Establish a reward and recognition process commensurate with the virtual organization characteristics while maintaining consistency with traditional organization structure. | Inability to address conflict resolution within the group |
| Demonstrate cultural competency when interacting globally. | Lack of sensitivity toward different styles of communication |
Source:
Successfully transitioning to a virtual organization: Challenges, impact and technology. (2010, April). HR Magazine, 55(4), 1–9. |
