Analysis of MNCs - The Impact of Effective Communication on Project Success
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| Dokumentumtípus: | Diplomadolgozat |
| Kulcsszavak: | multinacionális vállalatok projekt sikeressége projektmegvalósítás projektmenedzsment vállalati kommunikáció |
| Online Access: | http://dolgozattar.uni-bge.hu/59189 |
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| 040 | |a BGE Dolgozattár Repozitórium |b hun | ||
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| 100 | 1 | |a Molas Coll Marco Angel | |
| 245 | 1 | 0 | |a Analysis of MNCs - The Impact of Effective Communication on Project Success |c Molas Coll Marco Angel |h [elektronikus dokumentum] |
| 520 | 3 | |a Analysis of MNCs: The Impact of Effective Communication on ProjectSuccessIntroductionMultinational corporations (MNCs) manage projects that extend across borders, cultures, andtime zones in a dynamic complex global context. Although there are many variables that affectthese initiatives' success, good communication is one of the most important. Communicationproblems arise as multinational corporations combine differed employees. Language problems,cultural norms, organizational structures, and time zone differences can result inmiscommunications and, most significantly, project failures. It is often acknowledged thatcommunication is essential to project management. Teams now engage more easily because todigital technologies and global connection, but they have also faced new difficulties likeinformation overload, misread messages, and reliance on virtual communication platforms.The purpose of this study is to examine the connection between successful project managementand good communication in multinational settings. The purpose of this thesis is to offer insightsinto how MNCs might facilitate improved communication within project teams by looking attypical communication barriers, identifying best practices, and evaluating the impact of moderntechnology.Personally, this study relates to my areas of academic interest. Considering that poorcommunication is a leading cause of project failure, especially in multinational corporations,learning more about this topic would improve my theoretical comprehension and practicalExplaining the topicMultinational corporations (MNCs) manage projects that cross several time zones, cultures, andgeographical locations in dynamic global settings. Since project teams frequently includepeople from different cultural backgrounds, good communication is essential to the success ofthese initiatives. Although diversity promotes creativity, it also creates serious communicationproblems. Communication style differences and misunderstandings can result in delays,overspending, and most importantly project failures.A key feature of project management is communication, which ensures that goals are well-defined and roles are understood. Cultural differences are important because team membersfrom multiple regions might understand communications, provide feedback, and approachdecision-making differently. Communication becomes more difficult by language difficultiessince employees may speak different levels of the corporate language, which is typicallyEnglish.Geographical dispersion and the effects of time zones present an additional significantchallenge in MNC projects. Teams operating in separate places find it challenging tocommunicate in real time, which frequently causes delays in decision-making and responsetimes. Meetings should be planned carefully since certain employees might need to stay afterworking hours because of the different time zones.Companies must use organized communication strategies to get beyond communicationchallenges in multinational corporations. Response time requirements, reporting systems, andpreferred channels should all be included in a clear communication plan. While videoconferencing helps team members stay personally connected, AI-driven translation solutionscan help non-native speakers understand complex discussions. Employees must undergo cross-cultural communication training in order to be prepared to successfully negotiate culturaldifferences. Businesses should support an approach to adaptive leadership in which projectmanagers modify their communication methods to suit a variety of teams and encourage openResearch questionWhat are the main communication challenges in MNC projects?How does effective communication contribute to project success?Research methodology and methodsThis study uses a quantitative research approach to examine the impact of effectivecommunication on project success in multinational corporations (MNCs). The primary methodof data collection will be a questionnaire survey, which will be sent ou to approximately 100individuals who are working in MNCs. The respondents list will include project managers, teamleaders, and employees who actively participate in multinational project teams. Thequestionnaire will consist of closed-ended questions, primarily using Likert scale responses, tomeasure communication effectiveness, challenges, and success rates.The questionnaire will be divided into several sections: demographic and professionalbackground information, communication practices within their organization, commoncommunication challenges, project success indicators.Name: Molas Coll Marco AngelTable of ContentExternal cover pageInternal cover pageTable of content1. Introduction1.1 Background1.2 Problem Statement1.3 Research Objectives1.4 Research Questions1.5 Methodology2. Literature Review2.1 The Role of Communication in Project Management2.2 Communication Challenges in MNCs2.3 Communication Models and Theories in MNCs2.4 Best Practices in MNC Communication for Project Success3. Research Methodology3.1 The Research and Data Collection Methods3.2 Data Analysis4. Findings and Discussion4.1 Analysis of Communication Challenges in MNC Projects4.2 Impact of Effective Communication on Project Success Metrics5. Conclusion and Recommendations- Summary of Key Findings | |
| 695 | |a multinacionális vállalatok | ||
| 695 | |a projekt sikeressége | ||
| 695 | |a projektmegvalósítás | ||
| 695 | |a projektmenedzsment | ||
| 695 | |a vállalati kommunikáció | ||
| 700 | 1 | |a Szabó Gyula |e ths | |
| 700 | 1 | |a Szemere Dr. Tibor Pál |e ths | |
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