CHALLENGES MANAGING GLOBAL TEAMS Introduction Globalization of the world has positive impact in the development and exploration of business limits to different level, which is often characterized by different forms of challenges including formation of global workforce (team), cultural bias and management difficulty in implementing international business ethics in national level. Although skill deployment, information dissemination, and talent identification has long been basic challenges for human resource management in the global environment, these issues are often concealed with the complexities of distance, language and cultural differences. Thus, challenging part of global team management in such situation is to reinterpret successful past practices go through these complexities (Ozeki, 1998). Body As per Roberts, Ellen and Ozeki in their article “Managing the Global Workforce”, small misunderstanding could result in full blown E-mail wars just because of the absence of minor communication cues like tone of voice and facial expressions. Thus, virtual deployment is best used in conjunction with some other form of cultural awareness building a mentality of agreement on the understanding that there is more than one way to skin a cat. The other point of view for handling team challenge is through the implementation of aspatial career strategy, based on understanding that a key component in motivating talented employees to go overseas, even for the minimum period is their belief that organization values overseas experience. This of immense value for aspatial careerist and lesser but important value for awareness building assignments and SWAT team employees. Finally based on study of data collected from international human resource managers from eight different companies three practical challenges for managing global workforce were identified and they included; deployment, knowledge and innovation dissemination and talent identification and development. The strategies developed to overcome these challenges were; aspirational careers, awareness building assignments, SWAT teams and virtual solutions. From the literature presented by Aarseth, Rolstadas and Anderson, it was identified that major challenges for team in global projects includes managing diverse cultures lack of a codified approach for the training of peoples working in multicultural environment, managing external environment, and global leadership. The literature states that cross cultural leadership skills like empathy; transformation, power and communication become necessary to reduce challenges in the global market. As a global stakeholder challenge, global projects are highly affected by the stakeholders with differing interest and demands and face numbers of uncertainties related to unknown and unfamiliar environments, differing regulations norms and cultural beliefs. Managing conflicts over distance and providing communication and cultural trainings based on theories of relationship management and emotional intelligence plays significant role in developing desirable relationship with stakeholders. As per Callaghan 2014, in a Delphi study, major challenges faced by leaders in handling global teams include challenges for scheduling time in different time zones, and communicating without the ability to socialize in face-to-face setting. In literature a qualitative, modified Delphi study was carried out to identify the leadership competencies required to manage cross-functional, cultural diverse teams in telecommunication organizations. It was found that successful leaders in these fields requires, effective, open and honest communication skills, previous knowledge of job function, organizational and project planning skills, abundant level of empathy and cares for team members, good listening skill, a focus on motivating the team, a passion that was infectious and ability to convey the passion to other team members. In a peer-reviewed article prepared by Matveev and Milter on “Team Performance Management” a study on American and Russian Managers and team leaders, five major challenges in forming multicultural teams were defined as managing cultural diversity, differences and conflicts, handling geographic distances, dispersion and despair, dealing with coordination and control issues, maintaining communication richness, and developing and maintaining teamness. After thorough study and analysis of challenges and complexities, a list of outcomes was produced to cope with similar challenges and they include, intercultural competence, which is based on implementation of IC model, a model that assumes that intercultural competence is composed of three basic components that includes sufficient cultural knowledge, skilled actions and suitable motivation or personal orientation of members of multicultural team. Cultural knowledge refers to acknowledgement of differences in communication and interaction styles of managers from diverse cultures, demonstration of flexibility in resolving communication misunderstanding and feeling comfortable when communicating with foreign nationals. Skilled actions refer to the ability of a team member to understand and communicate team goals, roles and norms to other team members. And personal orientation refers to the team member’s interest toward intercultural interactions, their emotional and psychological reactions towards foreign nationals and the degree of empathy toward people from distinct cultures. During study, some common views realised between Russian and American Managers includes, adequate and transparent communication, fine rapport among team members from unfamiliar cultures and appropriate management and conflict management styles. In the article, “Information Technology and People”, prepared by Espinosa, Delone and Lee, the major boundaries that divides global projects includes time zones, geographic distance and cultural differences. Based on study outcome the success of the investigation was understood as result of team cognition composed of shared knowledge, shared beliefs and trust among the team members. The most significant suggestion from the findings in this study was that, it was not so much face to face interaction that was vital to global IS project success, rather the ability to work synchronously and interactively when needed without being hampered from time separation and distance was regarded as key factor for determining global project success. Though advance communication technologies have diminished the impact of geographic distance or team communication, time separation was always a problem requiring special processes. In this project, it was wisely approached by the use of understanding document, a set of documents that covers all the understanding made by each team member through the communication and this eventually contributed project for eliminating major communication issues in advance. Conclusion At long last in light of investigation of information gathered from worldwide human asset chiefs logical difficulties for overseeing worldwide workforce were recognised and they included; sending, learning and advancement spread and ability distinguishing proof and improvement. However, the most huge recommendation from the discoveries in this review was that, it was less up close and personal connection that was necessary to global IS venture achievement, rather the capacity to work synchronously and intelligently when required without being hampered from time detachment and separation was viewed as key element for deciding worldwide venture achievement. In a perfect world, HR arrangements over the worldwide IT group ought to have consistency, decency and responsiveness. Lastly, Worldwide consistency must take into consideration and be lined up with neighbourhood laws and social standards. This is extremely troublesome given the variety of work culture and association structures and principles in every nation( Pastore, R. 2008). Reference Aarseth, W., Rolstadås, A., & Andersen, B. (2014). Managing organizational challenges in global projects. International Journal of Managing Projects in Business, 7(1), 103-132. Retrieved from https://search.proquest.com/docview/1467825081?accountid=30552 Bhatti, M. W., & Ahsan, A. (2016). Global software development: An exploratory study of challenges of globalization, HRM practices and process improvement. Review of Managerial Science, 10(4) Callaghan, T. J. (2014). Leadership competencies needed to manage cross-functional work teams: A delphi study (Order No. 3583982). Available from Business Premium Collection. (1566942629). Retrieved from https://search.proquest.com/docview/1566942629?accountid=30552 Espinosa, J. A., DeLone, W., & Lee, G. (2006). Global boundaries, task processes and IS project success: A field study. Information Technology & People, 19(4), 345-370. Matveev, A. V., & Milter, R. G. (2004). The value of intercultural competence for performance of multicultural teams. Team Performance Management, 10(5), 104-111. Retrieved from https://search.proquest.com/docview/217096048?accountid=30552 Pastore, R. (01 April 2008). Challenges of Global Team Management. CIO Retrieved from https://www.cio.com.au/article/210589/challenges_global_team_management/ Roberts, K., Ellen, E. K., & Ozeki, C. (1998). Managing the global workforce: Challenges and strategies. The Academy of Management Executive, 12(4), 93-106. Retrieved from https://search.proquest.com/docview/210527828?accountid=30552