I agree with the points you mentioned. Multi-cultural Background organization will face different type of issues and one of the simplest ones to consider is the differences between weekend days (for example some countries have Friday and Saturday and others have Saturday and Sunday) and national holidays, which can cause delays in communication.  First of all, we agree that the Project manager will play a crucial part and must have an amazing organizational and managements skills. However, we need to consider teams leaders role and the significant part they play to connect every thing together. Team leaders can reduce the affect of the language barrier and time difference to call upon a team meeting issues.

On the other hand, Multi-cultural Background organization can open doors for the enterprise worldwide, were team members can understand the true need in each of there countries, and the knowledge of country  local legislation and rules, were with great communication skills can open a new opportunity than keep consider local legislation and rules as a risk. At last, one good project with this type of team can lead to great future project with all of these experiences.

My company had a project based in Germany, with engineers from the United States and Turkey hired to support. The US side of the team was comprised of several engineers, including myself, and a project manager who would travel between the 3 locations, but otherwise most of the core team including Quality, Regulatory and R&D were in Germany. Looking back the biggest challenge of this set-up was the physical distance between the project team members. If we had a quick question, we couldn’t just walk down the hall and speak to the subject matter expert face-to-face – even simple questions often required at least one day to be answered by email due to the 6 hour time difference between the US and Germany.

In cases like this, the role of the project manager is especially important in allowing the team members around the world to work together effectively. The project manager should take full advantage of modern technology such as shared file drives and Skype conference calls to facilitate virtual collaboration. But I also believe having face-to-face meetings with all of the project team members, like what our project manager did, is a good idea to help everyone get acquainted and not feel out of the loop with the progress of the project.

I think that not every business can work like this, but ones that actually can function would only have one main issue: communication. That project manager must have a terrible sleep schedule because he or she would have to talk to different department heads all the time, and since they're all over in different time zones, the project manager can't have a set time to talk to department heads in his or her day, it would have to be during the department heads workday, unless one or 2 department heads have to wake up in the middle of the night once or twice a week to talk to their boss, but then more people would be affected by this difficult structuring than that which is needed. Even then, communication within the company would be a challenge because departments would have similar problems contacting eachother and having a meeting where all department heads are there could present issues as well.

International/multicultural project teams can be difficult for a lot of reasons. In my experience, the hardest part is accountability. Various things already spoken go into this, like time zones, cultural differences, communication barriers and etc. I've managed projects where we've contracted companies with international offices. In one instance, we'd hired an US based software engineering company with a team based in India build and integrate specific hardware/software into one of machines we'd already made.  

The important take-aways I got from this experience were:

-Be as detailed as possible regarding expectations for timelines, communication, and product components; don't hesitate to ask other's on your team for their notes for comprehensiveness

-Make sure you have one base channel of communication, softwares like Basecamp or Microsoft teams make it so much easier to track progress, organize documents, and communicate regardless of timezones

-Always be upfront with co-managers and supervisors about progress and delays, with detailed explanations and counter-plans

-As I've said in other notes, don't be afraid to keep asking. Weekly progress reports and calls/video/meetings may be necessary. Talking openly about expectations for the week, calling the responsible people for updates and the like.

Communicating with a global team is definitely extremely difficult as it is a huge logistical hurdle that can make or break the ability of a team to accomplish tasks on time and reach goals. My team is placed in North America, Europe and India so it can sometimes be difficult to coordinate, but to collect updates and progress on projects, my manager has weekly meetings with each site and whoever from that site joins the meeting provides updates from the whole team. The time zone discrepancy is not that big of a problem as the meetings occur in the morning for people in North America so that it would fall later in the day for team members in Europe or Asia. 

One thing that I haven't seen discussed, but can possibly be a big issue for global teams is the cultural discrepancies between each site team and individuals on each team. For instance, in areas where there might not be too much female representation in the workplace and the culture dictates men being the breadwinners and women being the nurturers of the family, male workers from those areas might be contentious towards working with females or even reporting to a female manager. I have not personally seen this where I work, but I have heard stories of instances where members of a site would confuse a male member as being the manager when in fact, the manager was female. If the female is a manager, this diminishes their authority and even if they work normally, it diminishes their work as the equal respect that all colleagues should share is not shared.

Thus, when working in global teams, the manager should understand the culture their subordinates are coming from and how that might influence the workplace dynamic.  Making sure each member of a team is on the same page and knows the hierarchy within a team is pivotal for ensuring success of tasks within the project and reducing confusion on who to report to. 

Working in a rapidly changing globalized environment, We have to deal with people who speak different languages and live by different customs and values .

As a manager we will have to vary our management style to suit each individual's needs and find common ground to cope with issues across cultural boundaries

 Also coordinating  cross-cultural training sessions will help the teams to know about different culture and help them understand and adapt accordingly 

Maintaining a virtual project team with multiple cultural backgrounds could be a huge challenge. Leading a multicultural project team successfully requires competencies that go well beyond the technical knowledge and the leadership qualities usually required such as high level of cultural flexibility, ambiguity tolerance and low levels of ethnocentrism. These kind of intercultural competencies could be learned through cross cultural training combined with personal work experience.

The most important is that, the communication should be effective else it leads to error, misunderstanding or even disaster.