The Americans have been involved in the multinational operations  for a long time but in 60s’ and 70s’, they were faced with challenges from Japan
. The Americans are always coping their native management system to the other countries and passively accept them
, but it does not always work. Many cases have proved that  cultural divergences in other countries and the lack of cultural background knowledge are the main reasons for their failures in the multinational operation. After studies, the Americans  find they are too much overemphasizing the hard factors such as technology, equipment, methods, regulations, organization, and financial analysis, on the contrary, the Japanese more focus on the “soft” factors such as goals, objectives, beliefs and human values, more human-oriented approaches, its Confucianism-style cross cultural management system is more suitable for multination operations.
The world is experiencing the globalization
and it becomes  more interrelated-more internationalized. For an enterprise, increasing oversea profits and increasing oversea opportunities need more increasing multinational operations. Increasing multinational operations means increasing multiculturalism within the enterprise, increasing interaction between employees and mangers of different cultures. Increasing multiculturalism calls for new internationalization strategies of the enterprise. How to manage and engage a multinational team of cross cultural is an important issue for the enterprise. The enterprises nowadays, whether from America or Japan, or from Europe or Asia, or from China, the most Confucianism-affected country, most are choosing human-oriented ways as strategies of team management.
The construction and operation of FiberHome’s first oversea factory- Latam FiberHome Cable, is a significant mark of the the evolution of FiberHome’s internationalization strategies. Since the operation started, two years passed by, , this Latin America-located factory has grown up to be the highest capability manufacturer in the region. They have staffs from different countries and different cultures to work together on different places and different time-zones. To achieve their goals, some effective ways to manage cross-cultural team should be followed  Their experiences are good examples.
 

Number 1: Level the Playing Field
Make sure that all the members in the team are feeling that they are being noticed and focus, at least being remembered and being treated fairly. Ensure that one team member (or group of members) isn’t carrying most of the burden in terms of distance, time, and inconvenience. Remote employees on global teams can often feel lonely, since they have no personal connection to the team and that people don’t really have a full sense as a team member. Knowing individual personal characteristics is critical for building bonds and discovering  connection and similarity , and building these connections at off-site meetings can help the team feel less psychologically detached once everyone returns to their usual locations.

Number 2: Take Steps to Retain a Culturally Diverse Staff
Someone in the team may feel disconnected and misunderstood. As a result, they may not remain loyal to a certain organization. However, if the management provides opportunities for the individual to receive recognition for their multicultural skills, or even recognize them, they can avoid this outcome. and make them feel appreciated and intellectually stimulated.

Number 3: Get to Know the Team’s Cultural Differences
As mentioned before, getting to know the team members is important. However, it is also essential to take some time to get to know any other differences present. This includes different languages, as well as “fault lines.” Also, get to know how possible miscommunication and misconception is. A great way to counteract miscommunication is by implementing employee self-service software. With this, the team members can easily know what is going on with each person.

Number 4: Create Clear Norms and Maintain Them
When there is a multicultural team, there are several different work styles in play. As a result, it is up to the team leader to establish norms. Once the norms are created, everyone needs to stick with them, regardless of what their personal character is. It is not a good idea to impose a style on the staffs, but take into consideration of what works best for the entire team. Implementing practices from other cultures is often useful. Ensuring they have a compelling and clear direction. If not established at beginning right away, chaos may ensue. When everyone understands the structure, productivity and success are going to be achieved.

Number 5: Work to Build the Leader’s Personal Credits
A great way to ease potential disagreements or conflict is to establish personal connections. While deep personal friendships may be impossible, there are methods to use that can foster individual connections and rapport. The leader of the team should take some time to encourage these personal relationships, which is going to help the entire team in the long run.

Number 6: Address Conflict Immediately
whether for a  team or members in it, conflict is inevitable. This is even truer with a multicultural team. If tension does come up, make sure it is addressed right away. This can help ensure a small, manageable conflict doesn’t turn into something that’s impossible to manage. The team leader needs to understand various cultural perspectives. When they do this, they can serve as a cultural bridge to minimize the effects of conflict.

it is necessary to overcome the various insurmountable challenges to make cross-cultural teams work since in the long run, everyone in the team can be happier and more productive