This document discusses teamwork and leadership in the context of globalization. It defines a team as a group that works together to achieve common goals through agreed upon processes and rules. Globalized teamwork can take the form of dividing competencies across locations or having truly interactive global teams. Effective global teams require understanding different cultural approaches to concepts like authority, time, and value. Diversity is important but teams must find ways to make different perspectives functional for achieving shared goals. Leadership requires structures for cultural communication and negotiation to align a group. Successful global businesses respect diverse cultural identities and systems to build new, effective contexts for interaction and teamwork.

1. Globalisation andGlobalisation and
TeamworkTeamwork
Dr. Peter CullenDr. Peter Cullen
Language and Culture for BusinessLanguage and Culture for Business
Faculty of Foreign Languages and LiteratureFaculty of Foreign Languages and Literature
University of Urbino Carlo BoUniversity of Urbino Carlo Bo
www.cl4englishlistening.wordpress.comwww.cl4englishlistening.wordpress.com
peter.cullen@uniurb.itpeter.cullen@uniurb.it

2. Teamwork: What is a team?Teamwork: What is a team?
AA teamteam is a group of people who work together to acheiveis a group of people who work together to acheive
a commona common goalgoal via commonly established and followedvia commonly established and followed
proceduresprocedures ,, processesprocesses andand rulesrules..
m+m+m+m = 4m?m+m+m+m = 4m? associationassociation
m+m+m+m = N?m+m+m+m = N? communitycommunity
A team hasA team has directiondirection ..
A team agrees onA team agrees on processprocess and rules for completing tasks.and rules for completing tasks.
A team is a finite sphere ofA team is a finite sphere of cultural interactioncultural interaction ..
A team may or may not have aA team may or may not have a team leaderteam leader ..
Teams may beTeams may be formalformal oror informalinformal..

3. Understanding teamwork andUnderstanding teamwork and
globalisationglobalisation
Globalisation:Globalisation:
““The process ofThe process of transformationtransformation of local or regionalof local or regional
phenomena into global ones. This process is aphenomena into global ones. This process is a
combination of economic, technological, socio-cultural,combination of economic, technological, socio-cultural,
and political forces.” Sheila Croucher (Miami U).and political forces.” Sheila Croucher (Miami U).
Global systems are NOT new.Global systems are NOT new.
The current scale of globalisation is.The current scale of globalisation is.
““Globalisation” as a theory developed from academicGlobalisation” as a theory developed from academic
interest in capitalism and imperialism.interest in capitalism and imperialism.

4. Understanding teamwork andUnderstanding teamwork and
globalisationglobalisation
Information:Information:
Information Technology (Information Technology ( ITIT) has increased participation in) has increased participation in
global processes.global processes.
““global villageglobal village ” term popularised by communications” term popularised by communications
theorist M. McLuhan between 1962-1964.theorist M. McLuhan between 1962-1964.
ICTs now influence processes of:ICTs now influence processes of:
personal communicationpersonal communication film/TV/musicfilm/TV/music
marketingmarketing personal consumption (Amazon)personal consumption (Amazon)
financefinance transport consumption (e-tickets)transport consumption (e-tickets)
managementmanagement behavioural interactionbehavioural interaction
languagelanguage ICT development itselfICT development itself

5. Understanding teamwork andUnderstanding teamwork and
globalisationglobalisation
Recent globalisation has dramatically changed theRecent globalisation has dramatically changed the field offield of
interactioninteraction across societies.across societies.
BUT:BUT: each society functions according to its owneach society functions according to its own
culturalcultural learninglearning – initially.– initially.
How can culturally different people from differentHow can culturally different people from different
societies findsocieties find common valuescommon values and forms ofand forms of
communicationcommunication for the purpose of acheiving a goal orfor the purpose of acheiving a goal or
goals through shared processes?goals through shared processes?
Lakshmi Mittal –Lakshmi Mittal –
CEO/owner ofCEO/owner of
Arcelor MittalArcelor Mittal

6. Understanding teamwork andUnderstanding teamwork and
globalisationglobalisation
Globalised teamwork may take two forms:Globalised teamwork may take two forms:
Division of competenciesDivision of competencies among teams across the globeamong teams across the globe
(traditional multinational corporate model)(traditional multinational corporate model)
InteractionInteraction withinwithin a global team.a global team.
(globalisation of management)(globalisation of management)
In companies, each form suggests a different approach toIn companies, each form suggests a different approach to
teamwork andteamwork and
LEADERSHIPLEADERSHIP

7. What is leadership?What is leadership?
LeadershipLeadership is the actis the act andand quality of leading other peoplequality of leading other people
in a common effort to acheive a goal.in a common effort to acheive a goal.
LeadersLeaders may be people or institutions.may be people or institutions.
LeadershipLeadership may be formal, informal or both.may be formal, informal or both.
LeadershipLeadership requires structures, systems and processes ofrequires structures, systems and processes of
communication. It is institutionalised.communication. It is institutionalised.
IT IS A FORM OFIT IS A FORM OF CULTURAL COMMUNCATIONCULTURAL COMMUNCATION

8. Leading peopleLeading people
InIn humanhuman andand animalanimal societies and communities, certainsocieties and communities, certain
individuals or limited groups act to organise and regulateindividuals or limited groups act to organise and regulate
the behaviour of other group members.the behaviour of other group members.
Conflict resolution was the prime motivator of the earlyConflict resolution was the prime motivator of the early
functionality offunctionality of leadershipleadership in human communities.in human communities.
It created a need forIt created a need for authorityauthority..
This differentiation significantly changed the wayThis differentiation significantly changed the way
primates view theirprimates view their cultural fieldcultural field , creating a culture of, creating a culture of
norms, rules and lawsnorms, rules and laws ..

9. Leading peopleLeading people
Authorities function to establishAuthorities function to establish consensusconsensus andand directiondirection
in groupin group behaviourbehaviour with respect to norms, rules and laws.with respect to norms, rules and laws.
This requires cultural negotiation between leaders andThis requires cultural negotiation between leaders and
the group.the group.
Cultural negotiation may occur throughCultural negotiation may occur through linguisticlinguistic
communicationcommunication
OROR
Non-linguisticNon-linguistic communication.communication.

10. Language and cultureLanguage and culture
The language process uses aThe language process uses a codecode toto communicatecommunicate aa messagemessage
from afrom a producerproducer to ato a receiverreceiver – but:– but:
Each variable depends on its relationship to the other variablesEach variable depends on its relationship to the other variables
forfor understandingunderstanding to happen.to happen.
CultureCulture operates with a similar series of feedback loops.operates with a similar series of feedback loops.
(i.e. Bourdieu)(i.e. Bourdieu)
ProducerProducer
codecode
messagemessage
communicationcommunication
receiverreceiver
understandingunderstanding MEMORYMEMORY
Feedback loop at eachFeedback loop at each
stagestage

11. Leading peopleLeading people
Authority accessesAuthority accesses cultural feedback loopscultural feedback loops at differentat different
places for different purposes.places for different purposes.
Authority may beAuthority may be concentratedconcentrated oror distributeddistributed..
Concentrated to distributed authority.Concentrated to distributed authority.
DictatorshipDictatorship
Absolute monarchyAbsolute monarchy
OligarchyOligarchy
Parliamentary monarchyParliamentary monarchy
Republican democracyRepublican democracy
Cooperatives or communesCooperatives or communes

12. Leading peopleLeading people
ConcentratedConcentrated authorityauthority createscreates andand imposesimposes message,message,
enforcing rigid interpretation ofenforcing rigid interpretation of codecode..
Why?Why?
DistributedDistributed authority creates message through activeauthority creates message through active
consensus,consensus, seekingseeking legitimacylegitimacy of both message and codeof both message and code
throughthrough social accordsocial accord ..
Why?Why?
Authority = responsibiltyAuthority = responsibilty

13. Leadership in businessLeadership in business
Businesses have specific social, cultural, economic,Businesses have specific social, cultural, economic,
political and historicalpolitical and historical contexts of developmentcontexts of development ..
BusinessBusiness functions and processesfunctions and processes inform theirinform their
approaches to leadership. Economic resources are theapproaches to leadership. Economic resources are the
key.key.
CorporationsCorporations
Public companiesPublic companies
Large family-owned companiesLarge family-owned companies
MSMEsMSMEs
US models?US models?
Euro models?Euro models?
Asia? Africa?Asia? Africa?
Board of DirectorsBoard of Directors
CEO/CFOCEO/CFO
Dept. Director/ManagerDept. Director/Manager
Middle managementMiddle management
Owner-operatorOwner-operator
Class A shareholderClass A shareholder
Class B shareholderClass B shareholder
StakeholdersStakeholders

14. Teamwork and leadershipTeamwork and leadership
Global teams must understand their relationships toGlobal teams must understand their relationships to
authorityauthority..
WhoseWhose goals?goals?
Which processesWhich processes to achieve these goals?to achieve these goals?
Is authorityIs authority concentratedconcentrated oror distributeddistributed??
Is the teamIs the team globally interactiveglobally interactive or divided according toor divided according to
competencycompetency??
Is authorityIs authority internalinternal oror externalexternal to the team? Or both?to the team? Or both?

15. Teamwork and leadershipTeamwork and leadership
Global teamwork may need toGlobal teamwork may need to create newcreate new andand
personalised forms ofpersonalised forms of communicationcommunication in order to agree onin order to agree on
processes for reaching team goals. Internal feedbackprocesses for reaching team goals. Internal feedback
loops.loops.
•Forms of communication must beForms of communication must be functionalfunctional to dailyto daily
practice.practice.
•Values within the team must beValues within the team must be functionalfunctional to dailyto daily
practice.practice.
•Results of teamwork must beResults of teamwork must be functionalfunctional to teamto team
communication and values!communication and values!
•Global teamwork must makeGlobal teamwork must make diversitydiversity functional.functional.
Global teams must createGlobal teams must create communitycommunity . m+m+m+m = N. m+m+m+m = N

16. What is the role of culture in theWhat is the role of culture in the
economy?economy?
ConceptsConcepts ::
ProductionProduction costcost exchangeexchange
DistributionDistribution priceprice trade/exchangetrade/exchange
ConsumptionConsumption returnreturn valuevalue
All of these concepts involve learning feedback loops.All of these concepts involve learning feedback loops.
Some of them directly involve a relationship to theSome of them directly involve a relationship to the
physical worldphysical world ..
Some of them areSome of them are abstractionsabstractions created for the purpose ofcreated for the purpose of
understanding the physical world.understanding the physical world.

17. What is the role of culture in theWhat is the role of culture in the
economy?economy?
The concepts and actions that we defineThe concepts and actions that we define
as “as “economiceconomic ” are” are bound by culturebound by culture ..
What are some concepts of “economy”What are some concepts of “economy”
and “business”?and “business”?

18. What is the role of culture in theWhat is the role of culture in the
economy?economy?
ValueValue::
The establishment of value is abstract, fluxuating, andThe establishment of value is abstract, fluxuating, and
dependent on the cultural feedback loop.dependent on the cultural feedback loop.
It combinesIt combines primary necessityprimary necessity withwith utilityutility (abstract)(abstract)
Today, we useToday, we use moneymoney to establish value.to establish value.
Luca Fantacci – money is:Luca Fantacci – money is: a means of exchangea means of exchange
a measure of valuea measure of value
a reserve of valuea reserve of value
All dependent on the cultural feedback loop.All dependent on the cultural feedback loop.

19. What is the role of culture in theWhat is the role of culture in the
economy?economy?
TIMETIME: a dependent variable: a dependent variable
The concept of time measures theThe concept of time measures the rate of changerate of change . It is a. It is a
tooltool..
Tools are objects invented by man to interact with theTools are objects invented by man to interact with the
internal and external environment.internal and external environment.
i.e.i.e. Memory/activity requires timeMemory/activity requires time
production, distribution, consumption requireproduction, distribution, consumption require timetime
The approach to time is fundamental in economics.The approach to time is fundamental in economics.
How does itHow does it functionfunction in relation to your team?in relation to your team?

20. What is the role of culture in theWhat is the role of culture in the
economy?economy?
““Time is moneyTime is money ” – an American concept” – an American concept
This is not true in real terms, but the metaphor guidesThis is not true in real terms, but the metaphor guides
American business practices.American business practices.
Can American concepts of time, expressed and learned inCan American concepts of time, expressed and learned in
their business practices, betheir business practices, be appliedapplied in other parts of thein other parts of the
world – such as Italy?world – such as Italy?
Why? Why not? How? i.e -Why? Why not? How? i.e - business quarters, costbusiness quarters, cost
accounting, mark toaccounting, mark to
market,market, business planning, etc.,business planning, etc.,
etc., etc.etc., etc.
Why is this an important question for Italians?Why is this an important question for Italians?

21. What is the role of culture in theWhat is the role of culture in the
economy?economy?
Answers to these questions are fundamental to success inAnswers to these questions are fundamental to success in
global business and teamwork.global business and teamwork.
FindingFinding functionalfunctional answers requires culturalanswers requires cultural
contextualisations of relationships.contextualisations of relationships.
contractual, informal, communicationscontractual, informal, communications
consumption, service, production...consumption, service, production...
History can help find explanations of culturally specificHistory can help find explanations of culturally specific
behaviour in different regions.behaviour in different regions.
i.e.i.e. AmericaAmerica is notis not ItalyItaly – why? Understand this– why? Understand this 
teamwork!teamwork!

22. What is the role of diversity inWhat is the role of diversity in
culturally diverse teams?culturally diverse teams?
Teamwork in the global arena requiresTeamwork in the global arena requires RESPECTRESPECT for diversity.for diversity.
DiversityDiversity of approach to authority, time, value, labourof approach to authority, time, value, labour
RespectRespect == listenlisten
identifyidentify messagemessage
contextualisecontextualise meaningmeaning TOWARDTOWARD teamteam
functionalityfunctionality
establishestablish message in team context (NOT easy!)message in team context (NOT easy!)
Diversity produces strong teams since cultural and linguisticDiversity produces strong teams since cultural and linguistic
feedback loops with in the group arefeedback loops with in the group are consciousely evaluatedconsciousely evaluated
more often. This takes a lot of work! BE patient!more often. This takes a lot of work! BE patient!
Fewer cultural assumptions = stronger emphasis on currentFewer cultural assumptions = stronger emphasis on current
group identity. Functionality = identity-building opportunity.

23. Food for thoughtFood for thought
Businesses are culturally formedBusinesses are culturally formed identity systemsidentity systems ..
NONO single business system is thesingle business system is the right oneright one for everyone.for everyone.
Successful GLOBAL business respectsSuccessful GLOBAL business respects identities in transitidentities in transit
between local, regional and global arenas.between local, regional and global arenas.
Global business is in aGlobal business is in a push/pull relationshippush/pull relationship with globalwith global
teamwork opportunities.teamwork opportunities.
BusinessBusiness benefits frombenefits from learninglearning about multiple existing socio-about multiple existing socio-
cultural and economic systems in order to build effective NEWcultural and economic systems in order to build effective NEW
interactional business contexts = better teamworkinteractional business contexts = better teamwork  betterbetter
global business!global business!

24. Thank you!Thank you!
Dr. Peter CullenDr. Peter Cullen
Language and Culture for BusinessLanguage and Culture for Business
Faculty of Foreign Languages and LiteratureFaculty of Foreign Languages and Literature
University of Urbino Carlo BoUniversity of Urbino Carlo Bo
www.cl4englishlistening.wordpress.comwww.cl4englishlistening.wordpress.com
peter.cullen@uniurb.itpeter.cullen@uniurb.it