It must be noted at the outset that language barriers, cultural differences, and goal-setting strategies vary across the globe. Assembling a viable team, therefore, must proceed on the basis that these teams will be of an intercultural nature. Local hires with business contacts will be better able to assist in our global growth than outsiders with a lack of local or regional business acumen and connections. Staffing should be a cooperative effort between a human resource manager in the office and a local staffing organization. Potential team members will be screened by the local company and then interviewed at the regional office in more depth. Most of the sales force ought to be individuals from the region with a few senior members of the team to establish and implement the subsequent team-building tools and to oversee the larger operation of the regional office.
Once this team is in place, it is necessary to establish and implement a regime of team-building tools which will encourage a set of common goals and reduce potential instances of miscommunication. Intercultural communication remains a significant issue for businesses and non-commercial organizations around the world. It remains a significant issue because miscommunication and related misunderstandings can negatively affect an organization’s pursuit of its objectives (Organizational Cultures, 2000). The notions of diversity and multicultural teams, in the context of team development, are central considerations. There are both demonstrated advantages and disadvantages associated with multicultural teams (Stahl, 2005). The goal ought to be to emphasize the advantages while at the same time making organizational adjustments to better understand the disadvantages and thereby convert them into advantages.