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Intel Inside

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MGT3300 PRINCIPLES OF MANAGEMENTS

Intel Inside and Far Away Case Application # 3
Shakine Charles

DISCUSSION QUESTIONS

10-64 What challenges have Intel’s managers faced in connecting their geographically dispersed teams?

The challenges that Intel’s managers have faced in the connecting their geographically dispersed teams is dealing with different team member living in different countries, time zone, language barriers, and diverse cultures.

10-65 How have they dealt with these challenges?

Intel’s managers have dealt with these challenges by using the virtual retrospective methods. “A formal method used for evaluating project performance, extracting lessons learned, and making recommendations for the future”. Communications and collaboration are all geographically dispersed team priorities in order to be successful.

10-66 Would a “confrontational” atmosphere be appropriate in all team situations? Explain.

A confrontational atmosphere can be both bad and good to improve team effectiveness. Good because disagreements about task content can be beneficial because it stimulate discussion, promote critical assessments of the problem and options, and can lead to better a team decision. It brings to the team of employees their beliefs, goals, values and variety to the organization in making all decisions.

10-67 Discuss how roles, norms, status, group size, and cohesiveness might affect these geographically dispersed teams?

Roles might affect Intel and its global teams due to the fact that this organization have over 17,000 employees in 63 countries and region internationally. Norm will be different for each team efforts and performance because of the diversity of the organization. It’s like comparing a Japanese employee in Japan to an American employee in California. The norm for dress codes will not affect this group because Intel welcomes all religions and…...

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