A project manager leading a global project with teams from multiple countries

A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries A project manager leading a global project with teams from multiple countries

Reflection Essay A project manager leading a global project with teams from multiple countries Managing cultural diversity in contemporary project management Globalization promotes the process of connecting different economies and peoples with the same work culture This process has resulted in many multinational projects containing elements of cultural diversity; As well as many project managers, focus on promoting cultural diversity in the workplace because this is an important factor in promoting successful projects Cultural diversity at projects is when a business decides to recruit employees from different economies or religious areas, regardless of ethnicity or race, not influenced by other factors cultural or religious factors Cultural diversity in projects is described as a collection of many different cultures stemming from different personnel; but working together on the same project (Lauring, 2009) Cultural diversity in a project can be expressed and developed by factors such as awareness, tradition, thinking, language, behavior or general social ethical standards In the process of project management, this process requires the ability to communicate and exchange In addition, each member's own ways of communicating languages, terms and practices may bring up issues related to the particular religion and different religious backgrounds adopted by each member (Siddiqui, 2020) Short-term cultural conflicts can cause discord among team members; thereby causing cohesion problems and no guarantee of project success The promotion of effective project management from a diverse group of members is the source of the key experiences that enhance a project's competitive position However, cultural conflicts may hinder the stable operation of the project; as well as causing difficulties for the project management process of the administrator Therefore, project managers need to avoid cultural misunderstandings; At the same time, it is necessary to increase creativity and flexibility in project management Differences in cultural awareness, behavior and handling can cause understandings and difficulties in mobilizing adequate human resources for the project In particular, two authors Marquardt and Kearsley (1999) have studied that cultural differences can cause some effects as follows: Ranf (2010) points out that there are major differences between Western and Eastern cultures When Eastern culture places more emphasis on family cohesion and different generations live in the same house Ludviga and Sluka (2018) have shown that cultural differences are one of the important factors determining the success of a project The method by which project managers effectively lead cross-cultural project teams Diversity in multinational projects or the participation of many different cultures is reflected in the different characteristics of individuals in a collective; based on many different aspects and certain areas of expertise Cultural inclusion and collaboration is an emphasis on the contributions, presence and perspectives of different individuals being assessed and integrated into a diverse cultural environment Ochieng and Price (2009) provide a strategic overview of the various elements that a project manager should ensure implementation; to run a project involving members from many different cultures The authors show that there is a correlation between leadership style and the process of selecting team members For the feedback leadership style, the selection of members should be based on the basis of cultural characteristics with the perception of the value of contributing members based on cultural solidarity Inspiring leadership needs to increase the space of individual expression without the issue of cultural conflicts Whereas Participatory Leadership should ensure that each member contributes to the success of the group; that is, it is necessary to remove the barriers of cultural differences Meanwhile, Charismatic Leadership needs to ensure the sharing of members about cultural differences to increase human connection Finally, Autocratic Leadership often eliminates differences based on common rules or regulations; but needs to ensure respect among team members despite the cultural difficulties Ochieng and Price (2009) point out that project managers can perform effective project management in the presence of cultural diversity, including the following: Source: Ochieng and Price (2009) Ochieng and Price (2010) pointed out that in order to effectively manage a project with the participation of many members from different cultures around the world, a project manager needs to the following tasks: - Develop and establish a specific and clear set of regulations on cultural behaviors in the project personnel structure; and all project members must follow the defined rules; - Publish clear communication standards and procedures among members; - It is necessary to ensure that the project implementation is based on the development of appropriate personal selection to effectively implement the objectives and content of the work; - Build and build capacity to deal with multicultural integration among different members; - There should be stages and collective work plans to promote the spirit of cooperation and mutual understanding among members Mach and Baruch (2015) studied 73 different cross-cultural projects from many different countries related to the development orientation of the grouping structure in the common development process The two authors point out that the performance of a project is highly dependent on individual consensus regarding diversity and collective strengths In the case, if the team is dispersed, it can cause inefficient project implementation Mach and Baruch (2015) pointed out that to effectively promote multicultural project teams, it is necessary to overcome the impact of cultural differences Project managers effectively manage communication in cross-cultural project teams Ochieng and Price (2010) indicate that promoting communicative values can affect project performance in the multicultural environment of an enterprise The two authors assess that communication becomes one of the important factors for successful leadership of project managers in a multicultural environment Emmitt and Gorse (2007) assess that communication in a multicultural project environment is decisive for the ability to link in different project groups In cross-cultural project teams, the communication element provides ways in which project personnel and clients can conduct communication; aims to overcome certain problems and limitations associated with changing cultural structures and more effective communication infrastructure structures Effective communication provides project team members with the efficiency involved in developing solutions that impact industry change in a direction that drives growth Ochieng and Price (2010) pointed out that in order to build a communication platform between members of a cross-cultural project team, it is necessary to develop clear lines of responsibility for each job and specific tools to communicate these tasks problem Managers need to build trust and honesty in teamwork This promotes each member's respect and empathy for the other's distinct cultural values; thereby increasing value management techniques Ogunsanya, Aigbavboa and Thwala (2015) point out that multicultural groups need to exhibit an element of collectivism; is required with the increased impetus of the communication process related to the management of the project by the manager Engaging members to create collective value and collectivism can promote individual responsibility associated with collective success Mekonnen (2015) provides platforms that promote collective value through promoting open exchanges among members; promote the process of cultural exchange to help each other understand more about cultural issues to avoid misunderstandings Recommendations and reviews For successful project management, project managers in a multicultural context within the management team; need to develop appropriate governance skills in the context of a dynamic global economy and in a variety of complex cultural contexts Cultural differences are a barrier as well as a great motivation for mutual understanding between members of the same project; which requires project managers to pay more attention to avoid cultural conflicts Most cultures have different personal contact spaces and environments; may even cause certain conflicts People in some cultures such as Arab and Asian countries like to stand close to each other when conversing, while Nordic or American people are used to conversing with a moderate distance This entails problems related to management theory that cannot be applied in general in different cases, but needs to be adapted to the cultural characteristics of each different region Project managers in a global business environment must work simultaneously on several distinct areas of management; includes being rooted in the culture of origin, the local culture or the culture of the organization in which project members are engaged Within each culture, different standards of culturally-based values may differ; These concepts include authority, bureaucracy, creativity, camaraderie, validation, responsibility experienced in different ways Therefore, to ensure a successful project, there are many requirements for a project manager in a multicultural business project environment Instead of waiting for the sharing from the members, the project administrator needs to actively learn the culture to build standards of behavior that are appropriate to the project's conditions In addition, training in the intercultural field is very important, in order to help people live and work comfortably in another culture In addition to practicing foreign language conversation skills, programs and materials about History, culture, institutions, geography and economics play important roles in absorbing different cultures Some of the approaches that can be taken include learning to adapt through the project manager being able to promote intercultural events or case studies; increased sharing of experiences of recognizing the impact of one's actions on others, as well as exposure to ethnic or foreign cultures to increase awareness and empathy REFERENCES Emmitt, S & Gorse, C A (2007) ‘Communication Construction Teams’ Taylor and Francis, Oxon Lauring, J (2009) ‘Managing cultural diversity and the process of knowledge sharing: A case from Denmark’ Scandinavian Journal of Management 25 385-394 10.1016/j.scaman.2009.09.002 Ludviga, I & Sluka, I (2018) ‘Cultural Diversity in Project Management: How Project Success is Perceived in Different Cultures’ The International Journal of Organizational Diversity 18 1-12 10.18848/2328-6261/CGP/v18i01/1-12 Mach, M & Baruch, Y (2015) ‘Team performance in cross cultural project teams’ Cross Cultural Management: An International Journal 22 464-486 10.1108/CCM-10-20140114 Mekonnen, M (2015) ‘Multicultural Team Management in the Context of a Development Work’ Journal of Sustainable Development 10.5539/jsd.v9n1p8 Marquardt, M J., & Kearsley, G (1999) ‘Technology-based learning: Maximizing human performance and corporate success’ Boca Raton, FL: St Lucie Press Ochieng, E & Price, A (2009) ‘Framework for managing multicultural project teams’ Engineering, Construction and Architectural Management 16 527-543 10.1108/09699980911002557 Ochieng, E & Price, A (2010) ‘Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK’ International Journal of Project Management 28 449-460 10.1016/j.ijproman.2009.08.001 Ogunsanya, O & Aigbavboa, C & Thwala, W (2015) ‘Achieving Synergy through Multicultural Project Teams’ Ranf, D (2010) ‘Cultural Differences In Project Management’ Annales Universitatis Apulensis Series Oeconomica 18-18 10.29302/oeconomica.2010.12.2.18 Siddiqui, A (2020) ‘Management of Cultural Diversity at Workplace’ Reflection Essay A project manager leading a global project with teams from multiple countries Managing cultural diversity in contemporary project management Globalization promotes the process of connecting different economies and peoples with the same work culture This process has resulted in many multinational projects containing elements of cultural diversity; As well as many project managers, focus on promoting cultural diversity in the workplace because this is an important factor in promoting successful projects Cultural diversity at projects is when a business decides to recruit employees from different economies or religious areas, regardless of ethnicity or race, not influenced by other factors cultural or religious factors Cultural diversity in projects is described as a collection of many different cultures stemming from different personnel; but working together on the same project (Lauring, 2009) Cultural diversity in a project can be expressed and developed by factors such as awareness, tradition, thinking, language, behavior or general social ethical standards In the process of project management, this process requires the ability to communicate and exchange In addition, each member's own ways of communicating languages, terms and practices may bring up issues related to the particular religion and different religious backgrounds adopted by each member (Siddiqui, 2020) Short-term cultural conflicts can cause discord among team members; thereby causing cohesion problems and no guarantee of project success The promotion of effective project management from a diverse group of members is the source of the key experiences that enhance a project's competitive position However, cultural conflicts may hinder the stable operation of the project; as well as causing difficulties for the project management process of the administrator Therefore, project managers need to avoid cultural misunderstandings; At the same time, it is necessary to increase creativity and flexibility in project management Differences in cultural awareness, behavior and handling can cause understandings and difficulties in mobilizing adequate human resources for the project In particular, two authors Marquardt and Kearsley (1999) have studied that cultural differences can cause some effects as follows: Ranf (2010) points out that there are major differences between Western and Eastern cultures When Eastern culture places more emphasis on family cohesion and different generations live in the same house Ludviga and Sluka (2018) have shown that cultural differences are one of the important factors determining the success of a project The method by which project managers effectively lead cross-cultural project teams Diversity in multinational projects or the participation of many different cultures is reflected in the different characteristics of individuals in a collective; based on many different aspects and certain areas of expertise Cultural inclusion and collaboration is an emphasis on the contributions, presence and perspectives of different individuals being assessed and integrated into a diverse cultural environment Ochieng and Price (2009) provide a strategic overview of the various elements that a project manager should ensure implementation; to run a project involving members from many different cultures The authors show that there is a correlation between leadership style and the process of selecting team members For the feedback leadership style, the selection of members should be based on the basis of cultural characteristics with the perception of the value of contributing members based on cultural solidarity Inspiring leadership needs to increase the space of individual expression without the issue of cultural conflicts Whereas Participatory Leadership should ensure that each member contributes to the success of the group; that is, it is necessary to remove the barriers of cultural differences Meanwhile, Charismatic Leadership needs to ensure the sharing of members about cultural differences to increase human connection Finally, Autocratic Leadership often eliminates differences based on common rules or regulations; but needs to ensure respect among team members despite the cultural difficulties Ochieng and Price (2009) point out that project managers can perform effective project management in the presence of cultural diversity, including the following: Source: Ochieng and Price (2009) Ochieng and Price (2010) pointed out that in order to effectively manage a project with the participation of many members from different cultures around the world, a project manager needs to the following tasks: - Develop and establish a specific and clear set of regulations on cultural behaviors in the project personnel structure; and all project members must follow the defined rules; - Publish clear communication standards and procedures among members; - It is necessary to ensure that the project implementation is based on the development of appropriate personal selection to effectively implement the objectives and content of the work; - Build and build capacity to deal with multicultural integration among different members; - There should be stages and collective work plans to promote the spirit of cooperation and mutual understanding among members Mach and Baruch (2015) studied 73 different cross-cultural projects from many different countries related to the development orientation of the grouping structure in the common development process The two authors point out that the performance of a project is highly dependent on individual consensus regarding diversity and collective strengths In the case, if the team is dispersed, it can cause inefficient project implementation Mach and Baruch (2015) pointed out that to effectively promote multicultural project teams, it is necessary to overcome the impact of cultural differences Project managers effectively manage communication in cross-cultural project teams Ochieng and Price (2010) indicate that promoting communicative values can affect project performance in the multicultural environment of an enterprise The two authors assess that communication becomes one of the important factors for successful leadership of project managers in a multicultural environment Emmitt and Gorse (2007) assess that communication in a multicultural project environment is decisive for the ability to link in different project groups In cross-cultural project teams, the communication element provides ways in which project personnel and clients can conduct communication; aims to overcome certain problems and limitations associated with changing cultural structures and more effective communication infrastructure structures Effective communication provides project team members with the efficiency involved in developing solutions that impact industry change in a direction that drives growth Ochieng and Price (2010) pointed out that in order to build a communication platform between members of a cross-cultural project team, it is necessary to develop clear lines of responsibility for each job and specific tools to communicate these tasks problem Managers need to build trust and honesty in teamwork This promotes each member's respect and empathy for the other's distinct cultural values; thereby increasing value management techniques Ogunsanya, Aigbavboa and Thwala (2015) point out that multicultural groups need to exhibit an element of collectivism; is required with the increased impetus of the communication process related to the management of the project by the manager Engaging members to create collective value and collectivism can promote individual responsibility associated with collective success Mekonnen (2015) provides platforms that promote collective value through promoting open exchanges among members; promote the process of cultural exchange to help each other understand more about cultural issues to avoid misunderstandings Recommendations and reviews For successful project management, project managers in a multicultural context within the management team; need to develop appropriate governance skills in the context of a dynamic global economy and in a variety of complex cultural contexts Cultural differences are a barrier as well as a great motivation for mutual understanding between members of the same project; which requires project managers to pay more attention to avoid cultural conflicts Most cultures have different personal contact spaces and environments; may even cause certain conflicts People in some cultures such as Arab and Asian countries like to stand close to each other when conversing, while Nordic or American people are used to conversing with a moderate distance This entails problems related to management theory that cannot be applied in general in different cases, but needs to be adapted to the cultural characteristics of each different region Project managers in a global business environment must work simultaneously on several distinct areas of management; includes being rooted in the culture of origin, the local culture or the culture of the organization in which project members are engaged Within each culture, different standards of culturally-based values may differ; These concepts include authority, bureaucracy, creativity, camaraderie, validation, responsibility experienced in different ways Therefore, to ensure a successful project, there are many requirements for a project manager in a multicultural business project environment Instead of waiting for the sharing from the members, the project administrator needs to actively learn the culture to build standards of behavior that are appropriate to the project's conditions In addition, training in the intercultural field is very important, in order to help people live and work comfortably in another culture In addition to practicing foreign language conversation skills, programs and materials about History, culture, institutions, geography and economics play important roles in absorbing different cultures Some of the approaches that can be taken include learning to adapt through the project manager being able to promote intercultural events or case studies; increased sharing of experiences of recognizing the impact of one's actions on others, as well as exposure to ethnic or foreign cultures to increase awareness and empathy REFERENCES Emmitt, S & Gorse, C A (2007) ‘Communication Construction Teams’ Taylor and Francis, Oxon Lauring, J (2009) ‘Managing cultural diversity and the process of knowledge sharing: A case from Denmark’ Scandinavian Journal of Management 25 385-394 10.1016/j.scaman.2009.09.002 Ludviga, I & Sluka, I (2018) ‘Cultural Diversity in Project Management: How Project Success is Perceived in Different Cultures’ The International Journal of Organizational Diversity 18 1-12 10.18848/2328-6261/CGP/v18i01/1-12 Mach, M & Baruch, Y (2015) ‘Team performance in cross cultural project teams’ Cross Cultural Management: An International Journal 22 464-486 10.1108/CCM-10-20140114 Mekonnen, M (2015) ‘Multicultural Team Management in the Context of a Development Work’ Journal of Sustainable Development 10.5539/jsd.v9n1p8 Marquardt, M J., & Kearsley, G (1999) ‘Technology-based learning: Maximizing human performance and corporate success’ Boca Raton, FL: St Lucie Press Ochieng, E & Price, A (2009) ‘Framework for managing multicultural project teams’ Engineering, Construction 10.1108/09699980911002557 and Architectural Management 16 527-543 Ochieng, E & Price, A (2010) ‘Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK’ International Journal of Project Management 28 449-460 10.1016/j.ijproman.2009.08.001 Ogunsanya, O & Aigbavboa, C & Thwala, W (2015) ‘Achieving Synergy through Multicultural Project Teams’ Ranf, D (2010) ‘Cultural Differences In Project Management’ Annales Universitatis Apulensis Series Oeconomica 18-18 10.29302/oeconomica.2010.12.2.18 Siddiqui, A (2020) ‘Management of Cultural Diversity at Workplace’