Heterogeneous and Homogeneous Management Teams

Heterogeneous and Homogeneous Management Teams

9,99

Drawing from the characteristics of multicultural senior management teams and homogeneous team of senior executives selected locally, the author describes the circumstances under which each type of team would be recommended to tackle and achieve organizational Goals.

This e-book focuses on multicultural senior management teams and homogeneous team of senior executives selected locally. The author starts with brief descriptions of global companies, responsibilities of senior managers, and global companies’ goals. Through literature review, the author identifies and employs the impacts of teams’ heterogeneity and homogeneity particularly in relation to the cultural backgrounds of teams’ members to appraise the advantages global companies could gain from multicultural senior management team as well as from homogeneous team of senior executives selected locally. Global companies could gain competitive advantage, positive image, effective conflict resolution and mitigation, excellent customer relationship, successful organizational change implementation, and employee job satisfaction by using multicultural senior management teams. Global companies using homogeneous team of senior executives selected locally could gain advantages in relation to fast decision making, productivity, and organizational performance. Drawing from the characteristics of multicultural senior management teams and homogeneous team of senior executives selected locally, the author describes the circumstances under which each type of team would be recommended.

Description

Drawing from the characteristics of multicultural senior management teams and homogeneous team of senior executives selected locally, the author describes the circumstances under which each type of team would be recommended to tackle and achieve organizational Goals.

This e-book focuses on multicultural senior management teams and homogeneous team of senior executives selected locally. The author starts with brief descriptions of global companies, responsibilities of senior managers, and global companies’ goals. Through literature review, the author identifies and employs the impacts of teams’ heterogeneity and homogeneity particularly in relation to the cultural backgrounds of teams’ members to appraise the advantages global companies could gain from multicultural senior management team as well as from homogeneous team of senior executives selected locally. Global companies could gain competitive advantage, positive image, effective conflict resolution and mitigation, excellent customer relationship, successful organizational change implementation, and employee job satisfaction by using multicultural senior management teams. Global companies using homogeneous team of senior executives selected locally could gain advantages in relation to fast decision making, productivity, and organizational performance. Drawing from the characteristics of multicultural senior management teams and homogeneous team of senior executives selected locally, the author describes the circumstances under which each type of team would be recommended.

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