Building Management Teams in International Businesses: The Need for Cross-Cultural Emotional Cohesion
Employing managers from different countries of origin in global organizations does not usually create problems, since most are used to functioning within similar management processes. In times of significant business pressure, however, managers feel elevated levels of stress, and their country of origin suddenly becomes a significant factor. Find out how to address the impact of business pressure on interpersonal dynamics within multicultural management teams, including suggestions for organizational development approaches to handle them effectively.
Learning Objectives:
- Understand the complexity of cross-cultural management teams in global organizations.
- Assess the level of personal stress that is associated with significant business challenges in global organizations, and its impact on the behavior of managers from different countries of origin.
- Examine an organizational development approach for effectively handling cross-cultural dynamics in international management teams.
Jonathan Smilansky
Professor Jonathan Smilansky is an international expert on management development and employee engagement and a consultant to leading organizations in Israel including IAI, Bank Leumi, Maccabi, Amdocs, etc.
He is the Academic Director of the Career Management Center at the Tel Aviv University Business School and a leading lecturer in the field of Human Resource Management.
Previously, he was the Global Human Resources EVP at Universal (New York) and at the Meridien hotel chain (London), VP Internal Services at Visa International EMEA (London) and a Partner at Hay Management Consultants (London).
He published numerous professional papers including one of today's leading books in the field of management development: "Developing Executive Talent" (Wiley).