论文代写：社交距离
全球团队和本地团队之间的根本区别之一是，创建了一个社交距离。团队成员缺乏情感联系。他们觉得团队中的其他人来自不同的文化，并且认为他们不会满足需求。在这种情况下，社交距离的等级变得更高。人们需要空间来确保他们可以正式和非正式互动，并专注于建立信任。关于某些行为对公司而言意味着什么，这有一个共同的理解。他们得出合适的结论并培养适当的团队合作。此外，一些同事来自地理位置分散的地方（Mowday，Porter和Steers，2013）。很难与这些成员保持一致。观察到的社交距离有所缓解，这是团队领导者和管理者面临的主要挑战。解决社会距离问题的方法之一是通过应用Hofstede文化模型。 Hofstede的文化维度理论是由Geert Hofstede开发的跨文化交流框架。这是用来描述社会文化的影响及其对成员的价值。
论文代写：社交距离
这些值必须用于与行为相关，并用于从因子分析中导出的结构。一些变量被提及为个人主义 – 集体主义指数，公司权力距离指数，男性 – 女性指数，不确定性回避和长期定位。这些变量可作为公司使用的公式来创建更具包容性的工作环境（Kuvaas，2008）。员工需要感受到公司管理层真正关心他们。下一个因素是创建一个识别和管理社交距离的框架。这可以从这个公式构成。对此，需要考虑过程，身份，技术，语言和结构等方面。在全球团队的背景下，结构性因素必须有一定的变化。员工担心被外劳取代需要被劝阻。这只能通过公司运营流程的某些变化才能显示出来（Slack，Orife和Anderson，2010）。下面详细介绍公司流程的变化。
论文代写：社交距离
One of the fundamental differences between global teams and the local teams is that there is a social distance that is created. A lack of emotional connection exists in the team members. They feel that the other person in the teams are from different cultures and assume that they would not be empathetic to the needs. The level of social distance becomes higher in this context. The people need spaces to ensure that they can interact formally and informally and focus on building of trust. There is a common comprehension as to what certain behaviours mean for the companies. They arrive at congenial conclusions and foster proper teamwork. Added to this, some of the co-workers are from geographically separated places (Mowday, Porter and Steers, 2013). It is difficult to align with these members. There is a mitigated social distance that is observed and they are the main challenge for the team leaders and managers. One of the ways of addressing the issues of social distance is by application of the Hofstede cultural model. Hofstede’s cultural dimensions theory is a framework for the cross-cultural communication that was developed by Geert Hofstede. This is used to describe the impacts of the social culture and the values it has on the members.
论文代写：社交距离
These values must be used to relate to the behavior and are used for the structure that is derived from the factor analysis. Some of the variables are mentioned as individualism-collectivism index, power distance index in the company, masculinity-femininity index, uncertainty avoidance, and long term orientation. These variables can be used as a formula by the company to create a more inclusive work environment (Kuvaas, 2008). The employees need to feel that they are genuinely cared by the company management. The next factor is the creation of a framework for identifying and managing social distance. This can be framed from this formula. To these, the aspects of process, identity, technology, language and structure need to be considered. In the context of the global team, there must be certain changes in the structural factors. The employee’s fear of being replaced by foreign workers needs to be dissuaded. This can be shown only by certain changes in the operational flow of the company (Slack, Orife and Anderson, 2010). Changes in the process flow of the company have been detailed in the following.
