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e US team went offline. James wondered if these concerns were behind his Indian team members’ recent feedback on the Open Work environment (see Exhibit 4).

 

Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) 409-003

The final crucial irritant for the Indian team members was so basic that it had initially escaped James’s attention. Ashok explained:

My guys are unhappy about the fact that they are often left to do customer maintenance work. They think their focus should be on initial customer technology customization and innovation. The other teams get the interesting work. But the moment there’s a problem, we are the first ones dispatched to put out technical fires. If we are that good, how come we are not good enough to get the creative work?

 

James knew that Ashok was a highly skilled engineer and manager who got his team working in record time. Ashok was in his eighth year at Sun, and he had spent seven of those years in Santa Clara. He had returned to India because he saw more opportunities there and knew that he could more rapidly advance his career, given the bourgeoning technology market in that region. Ashok was on track to manage the entire Asia-Pacific region that included the UAE, and he served as a role model to younger engineers like Devilal.

 

Compensation Mismatch

James felt each country’s team was frustrated for a different reason. The French team had recently voiced displeasure about what they termed “compensation mismatch” between themselves and their American counterparts. Although employee salaries were typically kept confidential, an American team member had inadvertently disclosed his higher salary to his French teammate.

 

James recalled:

There was an immediate firestorm within the team. The French members did not understand why they were making 30% less than their American coworkers, even though they were trained at the top technical institutions in their country. I tried to explain to them that their salaries were consistent with their local market.

 

Jacqueline Martin, the technical support manager in France, had responded:

How can I tell my team that their work is valued, when the US guys get paid so much more? My team works 50 hours a week and our schedule is unpredictable. We work from home, but we are never home. My children say that they don’t spend time with me because I am always on my laptop or on the phone trying to resolve problems. Just two weeks ago, I had to miss my daughter’s recital when I got an urgent message from Ashok. I just don’t understand why our work and our time are less valuable.

 

The Americans had rationalized their pay by opining that the French workers enjoyed job security in a way they could not: France’s strict labor laws offered strong protection to its workforce, something the Americans did not have in the event of an economic downturn.

 

Vacation

The tension between these two teams had carried over to perceptions about time off. When the French teammates took several weeks of vacation due to them by law, the US team complained that they had ended up carrying their load unfairly. James tried to make the situation more equitable by assigning more work to the French group, bu本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。