Globalization has seen society more interconnected than ever before. Such a state necessitates organizations adapting to the fast-paced world, especially in transforming from a national to a transnational company. However, this trend raises numerous challenges for organizations. The expanding markets compel organizations to develop teams that cross geographical and national boundaries to harness diverse skills and take advantage of international opportunities. The organizations must identify such challenges to formulate proper strategies essential to navigating the issues of cultural diversity. Organizational leaders can be critical in effectively navigating such matters, especially when they have the necessary characteristics because they hold significant positions within the organizational structures. This essay explores the transformation of organizations from national to transnational with the inevitable challenges more likely to be encountered besides ways of solving them.
Team composition is essential to any organization, especially when transitioning from national to transnational structure. This entails identifying and selecting individuals with the necessary skills and experience to implement and achieve project goals. Although successfully implementing project goals sometimes depends on individual competencies, team composition in transforming an organization from a national to a transnational structure heavily relies on cultural diversity (Unit 1, n.d.). Emphasizing linguistic and cultural diversity in a multinational team is essential because it fosters and enhances creativity and decision-making. Another crucial aspect of team composition is compatibility. This aspect entails evaluating whether the team has a proper communication style that every member understands. Work ethics and adaptability are other compatibility aspects organizations must determine how the members can remotely collaborate.
Although cultural diversity has immense benefits in workplaces, it has challenges organizations must navigate to maximize their significance. For instance, organizations must develop and create a working environment that fosters open communication and encourages a respectful culture. Such elements enhance inclusivity, where employees comfortably share their ideas and perspectives without being disregarded (Unit 1, n.d.). Another element is developing and incorporating cultural sensitivity programs within the workplace. This aspect creates awareness and equips individuals with information about other people’s cultures and values. Instead of stereotypical statements, the individuals will start appreciating and respecting other people’s cultural norms because they understand them, which creates unity and cohesion during team-building activities.
Virtual experience is inevitable when building transnational structures. It makes it essential for leaders to establish a supportive structure focusing on effective collaboration and productivity (Unit, n.d.). In this case, the organization must incorporate reliable and user-friendly digital platforms and tools for collaboration purposes. These platforms and tools must allow seamless communication for team members to share information. The organization might also be required to establish communication channels that transfer real-time information and records to accommodate the team members in different time zones. Regular virtual meetings and other platforms for informal interactions can help establish a sense of belonging among the team members.
Measuring the success of an organization is essential, and there is no exemption in transnational structures. It is a process that requires a comprehensive evaluation and analysis of qualitative and quantitative elements within the organization. On the one hand, project completion time, costs, and the achievement of stipulated goals and objectives are among the quantitative metrics organizations can use to measure their success. For instance, when a project is cost-effective, it means it was a success. On the other hand, qualitative metrics include stakeholder feedback, satisfaction, and team member collaboration. Feedback from stakeholders like team members can help determine areas of weakness, which helps understand how to improve them (Unit 1, n.d.). Benchmarking against industry standards can also help measure success in organizations.
One requires specific traits to be a transnational team leader. First, the individual must have excellent cross-cultural interpersonal skills. Such skills help the individual communicate effectively by bridging the cultural gaps and building strong relationships among team members regardless of their diverse backgrounds (Unit, n.d.). Flexibility is another unique characteristic an individual must have to navigate challenging environments. It will help them quickly adapt to new environments, cultures, and work practices. The leader must also encourage collaboration and inclusion within the team by leveraging cultural diversity for new ideas and innovations. Excellent organizational skills are also essential traits individuals must have to coordinate activities in organizations and projects.
In conclusion, having a competitive advantage is one of the main reasons organizations transform into transnational structures. Although it is a strategic move, developing and managing remain critical challenges organizations must address. Organizations must consider team composition and solve any existing cultural diversity concerns. To achieve its goals, the organization must establish supportive structures, including digital communication tools. However, these practices and elements require excellent leadership skills, including organizational skills, flexibility, and cross-cultural interpersonal skills, to help organizations maximize the potential of their transformation with the team they have. Therefore, an organization transforming from a national to a transnational structure must encourage and foster a culture of diversity and inclusivity because they enhance innovation and productivity, leading to success.
References
Unit 1. (n.d.). Diversity and Beyond. 1.
Unit. (n.d.). Issues with diversity training in the workplace. 1-2.
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