1. Outline Feedback in Teams and Cross- Cultural Organizations Chapter 13, M. London Juan I. Sanchez, Ph.D. Dept. of Mgmt. & Int’l Business Florida Int’l University

2. Increase in modes of communication and meeting other than face-to-face. Teams that come together for short periods of time, limited tasks. Work group members separated by wide distances. New Business Trends Affecting Performance Management

3. Team effectiveness is a function of team members developing a shared understanding or mental model of expectations about team members’ abilities and behaviors, common knowledge, and mutual interpretation events. Feedback is the mediating process for forming group “shared” mental models. Once a team shared model has been formed (e.g., shared behavioral norms), it is difficult to change it. Group feedback can be very effective, but it can also have catastrophic events. Group Processes Affecting Performance Management

4. Developing trust and a shared mental model are challenging. Leaders of virtual teams joggle with behavior versus results-oriented supervision. Behavior-oriented supervision is difficult when supervisors do not have opportunities to observe and have contact with employees. Richness and “immediacy” of feedback through electronic platforms is a double-edged sword. Performance Management in Virtual Teams

5. Acceptance of feedback varies as a function of Power Distance orientation. Cross-cultural differences in the need to “save face.” Managers’ attribution of performance issues change from individualists to collectivistic countries –collectivists tend to be more aware of situational constraints. Differences in people-focused leadership. Differences in self-rating inflation across countries. Coaching seen as an invasion of privacy in some cultures. Difference between “strong” and “weak” cultures. Performance Management across Borders