¶ … working with a multinational team are turning out to be more and more obvious in the modern, linked world. However, a job like the one I work for have not caught up with this concept, thus causing a problem when it comes to teamwork. Historically, my workplace was one of the most tradition-bound corporations on the planet. It was well-known for its written and spoken rules as its no-discharge policy, its emphasis on individual achievement and promotions, the expectation of lifetime service at the corporation, and its obligation of suits and white shirts at work This company has clients in 150 nations and now today has managed does two-thirds of its business external the U.S. As a result, it has inverted almost all facets of its old ethos. On relatively new emphasis is in the teamwork place. Even though the company, like virtually all huge administrations, uses work teams widely, the way it does so is exclusive. To impart in its directors a gratitude of local culture, and as a means of opening up emerging marketplaces, my company sends hundreds of its workers to month-long volunteer project teams in areas of the world where largest businesses do not do commercially. A new manager, who was a software development manager came from Atlanta; Georgia was sent to join, a furniture manufacturing team in Berlin, Germany. With this new manager were other workers from five other nations. Together, they helped all the companies become more advanced as far as technology. However, one thing that was not taught was to accept multiculturalism on the job even though they do set up teams from different racial backgrounds. All of the teams were marketing, and they were new teams.

This is hardly pure self-sacrifice at work because just because there are different nationalities on the job, does not mean they all get along or are being embraced by non-white employees. The company calculates these multicultural, multinational teams as good assets for more than a few reasons. First,...

The VP, who supervises the program, likewise believes it helps workers create multicultural team skills and an appreciation of local marketplaces. He makes the point, "We desire to construct a leadership squad that learns about these areas and also learns to switch their varied skills and backgrounds." Among the nations where the company has directed its multicultural teams are Russia, China, Poland, Ghana, and the Norway.
However, the group was in its beginning stages, and this was because the company started hiring and bringing in different ethnic groups. At one time, teams were mostly all white with a few people of color. The company decided to change all of that once they started to send teams overseas and to different states. The wanted to look like a diverse company. However, the teams were usually led by a white leader, and this was constantly done. It appeared that even though teams were getting more different, the leadership was not. The teams are not self-managed, and all of them have a leader. On the particular group, there are six people. Most of them are from diverse backgrounds, but the leader does not represent anyone on the team. The text described groups that were working on a social context that shapes and confines behavior (Lee, 2014).

This team was far from that. The problem was that it was diverse and at the same time divided. Then, to make matters worse, the leader was insensitive to the multicultural needs of the team. Multicultural project teams most of the time face difficulties with communication, values, and anticipations. According to the model of success performance, the team was not very functional because of the lack of understanding the diversity in the group. Also, too because the leader failed to recognize that there was an issue, mainly with communication. Team…