Global Team-Building Best-Practice Tips for Navigating, Managing, Leading in this Era of Unrest in the MidEast and other areas

Managing cross-functional, multicultural teams amid dynamic change, economic uncertainty

HOUSTON, July 6, 2011 —
“Building Effective Global Teams” is an article written by CHRONOS CONSULTING Managing Principal, Imaad Mahfooz, describing how organizations can ensure that their cross-functional, multicultural teams are successful, despite a volatile financial environment and continuing global unrest, particularly in the Middle East.

To do this, senior-level human resources leaders must take a custom-tailored and nuanced approach to managing these teams.

Chronos Consulting is based in Houston and is a firm that specializes in significantly improving business results for organizations across the globe, particularly in the areas of human capital management, global, cross-functional and virtual team-building, customer service and support and shared services. Its goal is to assist clients in areas of strong expertise and achieve break-through business results in compressed timeframes. Mr. Mahfooz has extensive experience and expertise in managing cross-functional and multicultural teams on complex business and IT projects. Please direct inquiries to: Imaad Mahfooz; imahfooz@chronosconsulting.org

“The past few years have brought with them some unprecedented turbulence in locations around the world,” Mr. Mahfooz said. “This article speaks to the fact that there are measures HR leaders can take to help global teams achieve maximum success, even while they face new challenges.”

This is especially relevant for organizations involved in restructuring and downsizing HR, while attempting to retain their most important human capital.

According to the article, organizations need to take an approach that considers the various business and social challenges of managing teams worldwide.

This requires working with cross-functional teams, made up of employees from different functions within an organization, as well as multicultural teams consisting of individuals from varying backgrounds and cultures.

In order for global teams to flourish, Mahfooz writes that they must:

• Agree on project goals, plans and definitions

• Conduct a review of working styles and team composition

• Achieve team cohesion and work towards a shared vision

• Address multicultural and cross-functional communication issues

• Define acceptable behavior

• Receive top management support

“With cooperative, involved management from senior HR executives, global teams can gain the knowledge and confidence to collaborate effectively within a new environment through the self-creation of shared and actionable project plans,” Mahfooz writes in the article. In this way, HR executives can help their entire organizations better understand best practices in global team-building.

UK's Cambridge University and the Edmond de Rothschild Foundation use Social Entrepreneurship to Improve Jewish-Muslim Relations

The Programme’s core components:
– Business skills training

– Providing scholarship on the history and politics between Jews and Muslims including issues of identity, foundations of Zionism, and contemporary Islamist movements

– Practical dialogue workshops

LONDON UK, July 27, 2011 —
The Ariane de Rothschild Fellowship (AdR) has brought together Muslim and Jewish social entrepreneurs from the UK, France, and the US to participate in a groundbreaking programme that combined cross-cultural dialogue with business skills development. It was held July 15-29 2011.

The AdR programme purpose is to foster a shared civic identity and enables participants to support one another in creating sustainable social change.

The AdR includes a humanities component delivered by the Centre for History and Economics, King’s College. Cambridge’s Judge Business School hosts the programme and has a social entrepreneurship component delivered by Business School faculty members who are engaged in social enterprise and community development research. Their involvement ensures academic rigor and relevance and builds on the School’s strength and commitment to research, policy and practice in this field.

24 international social entrepreneurs across the fields of conflict resolution, third world development, interfaith, business and the arts participated this year.

The teaching model was developed by leading academics including Patrice Brodeur, Canada Research Chair in Islam at University of Montreal, Professor Bruce Kogut of Columbia Business School, and Gareth Stedman Jones, Director, Centre of History and Economics at Kings College, Cambridge.

The programme included tutorial sessions at Cambridge’s Muslim College with Dr Tim Winters, hailed as Britain’s most influential Muslim by the Royal Islamic Strategic Studies Centre.

The Programme’s core components:

– Business skills training

– Providing scholarship on the history and politics between Jews and Muslims including issues of identity, foundations of Zionism, and contemporary Islamist movements

– Practical dialogue workshops

Firoz Ladak, Executive Director of the Edmond de Rothschild Foundation: “The Fellowship takes a unique approach to building cross cultural relations, by moving away from conventional discourse that focused only on religious and cultural themes, to building an action driven network of social entrepreneurs.”

Stephen Shashoua, 2010 Fellowand Director of Three Faiths Forum: “The fellowship brings together diverse social entrepreneurs and enables us to work together beyond dialogue.”

Mussurut Zia, 2010 Fellow and Director of Practical Solutions, a UK organisation dealing with forced marriage and honour based violence: “The Fellowship helped me see other fellows as more than just Jews or Muslims, but as people united by the desire to promote social justice.”