Managing Global Team
Main Issues in this Case
The following issues were faced by Greg James, a global manager at Sun Microsystems, as he managed his global team spread across US, France, UAE and India: 1. Lack of Common Goals and Objectives * No macro-view * Working in Silos * No video-conferencing
2. Lack of Accountability, Ownership and Leadership
No “on-team” and no bonding among team members 3. Lack of Motivation – Intrinsic and Extrinsic
Different team member group has different intrinsic and extrinsic motivations. In this case, if there is a setting rule which is credibly communicated to all team members that no salary be revealed in any circumstances, we could have prevented the problem of comparing salaries between the US and the French members.
Also, what could have been done is creating an intrinsic motivation so that team members understand the difficulties of the company in equalize the wages and benefit across team members from different countries. Should the company create a different way of intrinsic motivation, for example, by following the different value that the members are following: the Indian who seek for involvement, creativity rather than solving problem when it happens, the French who want more money and the US people who is after more vacation and job security, the company could adapt their wage, benefit program as well as job segregation to create the intrinsic motivation for the team members. For example, the Indian team will be given task on creating the program besides their current task of maintenance the system or solve the problem. The French people could be communicated about their level of payment relative to the French market (in this case, Sun has to ensure that the salary of their French staffs is actually in a certain high range in the industry). If the US is benefit from a job security policy, they could have been happier in their role.
4. Broken and Ineffective Service Delivery Process * Not clear whom
The following issues were faced by Greg James, a global manager at Sun Microsystems, as he managed his global team spread across US, France, UAE and India: 1. Lack of Common Goals and Objectives * No macro-view * Working in Silos * No video-conferencing
2. Lack of Accountability, Ownership and Leadership
No “on-team” and no bonding among team members 3. Lack of Motivation – Intrinsic and Extrinsic
Different team member group has different intrinsic and extrinsic motivations. In this case, if there is a setting rule which is credibly communicated to all team members that no salary be revealed in any circumstances, we could have prevented the problem of comparing salaries between the US and the French members.
Also, what could have been done is creating an intrinsic motivation so that team members understand the difficulties of the company in equalize the wages and benefit across team members from different countries. Should the company create a different way of intrinsic motivation, for example, by following the different value that the members are following: the Indian who seek for involvement, creativity rather than solving problem when it happens, the French who want more money and the US people who is after more vacation and job security, the company could adapt their wage, benefit program as well as job segregation to create the intrinsic motivation for the team members. For example, the Indian team will be given task on creating the program besides their current task of maintenance the system or solve the problem. The French people could be communicated about their level of payment relative to the French market (in this case, Sun has to ensure that the salary of their French staffs is actually in a certain high range in the industry). If the US is benefit from a job security policy, they could have been happier in their role.
4. Broken and Ineffective Service Delivery Process * Not clear whom