...sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 110 (2014) 1251 – 1261 Contemporary Issues in Business, Management and Education 2013 Virtual teams: opportunities and challenges for e-leaders Snellman Carita Liliana* a Metropolia University of Applied Sciences, Business, Leiritie 1, Vantaa 01600, Finland Abstract In the globalized world with crucial technological changes, leaders are facing unforeseen opportunities as well as challenges while striving to reach their objectives. Such changes have led to organizational restructurings and implied rethinking of leadership functions and practices. Changing organizational structures, from traditional hierarchical towards lower and more flexible ones, have made leaders organize work in new ways. Teams account for one new way of organizing work and reaching organizational goals. Likewise, globalized markets have made leaders search for new solutions to meet the needs of customers. In consequence, organizations strive for competitive advantages through downsizing, subcontracting, joint ventures, strategic alliances, and other collaborative and network-based alternatives which are typically facilitated by virtual teams. Virtual teams are geographically and organizationally dispersed teams that function over time zones. Due to such dispersion, physical contact in virtual teams is reduced or lacking altogether which means that collaboration is enabled by IT-solutions such as computerbased communication...
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...VIRTUAL TEAMS INTRODUCTION PROS OF VIRTUAL TEAMS CONS OF VIRTUAL TEAMS WAYS TO USE VIRTUAL TEAMS IMPORTANCE OF E- LEADERSHIP ROLE OF MANAGER IN VIRTUAL TEAMS COMPANIES THAT USE VIRTUAL TEAMS AND TYPES OF VIRTUAL TEAMS CHALLENGES FACED BY ORGANIZATION IN USING VIRTUAL TEAMS HOW TO OVER COME THESE PROBLEMS CONCLUSION Technology is all around everyone and it is becoming more and more advance every single day. People do not have to rely on talking to individuals face to face and instead people are doing everything over the computers, tablets or even cell phones. As technology is growing companies are going to be primarily using virtual teams. Virtual teams are “whose members are interact primarily throughelectronic communications. Members of a virtual team may be within the same building or across continents.” (Business Dictionary) Companies are all over the world is using them to set up conferences, meetings, and interaction between co-workers. As technology advances we will address types of virtual teams, positives, negatives, challenges that are faced, roles of managers of the teams and how they overcome obstacles. Many people just see virtual teams as a phenomenon and when inactualitythey are bringing together companies closer because they are providing more structure for the organization to stay on a strict schedule and finish projects more rapidly. As long as you have cooperative team and many sources to utilize you will have a successful virtual team that...
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...Chapter 4 A. Work Design Framework a. Organizations are moving away from organization structures built around particular jobs to a setting in which a person’s work is defined in terms of what needs to be done. B. How Information Technology Changes the Nature of Work a. IT has created more types of works b. IT Employment at an all time high c. Supported new ways to manage people C. Changing the way work is Done a. Many traditional jobs are now done by computers b. Jobs once done by art and skill are often greatly changed by the introduction of Its c. Introduction of IT into an organization can greatly change the day-to-day tasks performed by its employees. d. Crowdsourcing is now possible at a very low cost e. Few staff are engaged in order entry any longer f. Sometimes people can perform more strategic tasks g. Sometimes IT disconnects us from the tasks h. Zuboff provides an example of disconnection from the task at a paper mill where the masters could no longer smell and squeeze pulp to make sure of the chlorine content i. Skills of salespeople have turned from order takers and stock counters to marketing consultants. D. Changing Communication Patterns a. More asynchronous and more irregular b. Social networking has provided new opportunities for customer interaction c. Collaboration allows a firm to look big with new tools d. IT is changing the communication patterns of employees. i. Many truck drivers do not interact with others in their organization...
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...Introduction: As global companies are increasing and technology is improving, future leaders and managers need to be prepared to communicate across cultures with their virtual teams. A virtual team is a group of team members that conduct work entirely with the use of technology. To better manage virtual teams, managers need to understand the advantages and limitations of technology, the advantages and limitations of different communication channels, and the strategies to effectively communicate across cultures. Advantages and limitations of technology: Managers as well as their virtual teams need to understand both the advantages and limitations of technology to effectively conduct work. The advantages of technology include being able to communicate around the clock, easily, frequently, and with a cheaper cost. Technology lets team members communicate with each other any-time of the day, regardless of the distance that may exist between them. Furthermore, technology makes the world seem like a smaller place. It can help a manager in America contact her virtual team that maybe anywhere in the world any time she wants. In addition, technology helps relieve the hassle of constant business related travelling; this helps lower the costs tremendously. However, managers and their team members must also know the limitations of technology. Technology can be unreliable and unstable at times. Technology is not the same everywhere in the world. In America, we have wireless internet almost...
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...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience dispersed through...
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...MANAGING VIRTUAL PROJECT TEAMS A research project submitted to the faculty of San Francisco State University In partial fulfillment of the requirements for the degree Master of Business Administration by Bryan Rolf Trautsch San Francisco, California December 11, 2003 Copyright (c) 2003 by Bryan Trautsch. CERTIFICATION OF APPROVAL I certify that I have read VIRTUAL PROJECT MANAGEMENT by Bryan Rolf Trautsch, and that in my opinion this work meets the criteria for approving a research project submitted in partial fulfillment of requirements for the Master of Business Administration degree at San Francisco State University. ________________________________________ Dr. Robert C. Nickerson Professor of Information Systems ________________________________________ Dr. Sam S. Gill Professor of Information Systems ABSTRACT MANAGING VIRTUAL PROJECT TEAMS Bryan Rolf Trautsch San Francisco State University Fall 2003 The purpose of the project is to explore the communications and collaborations issues associated with managing virtual project teams. In order to establish a better understanding of the problem, the paper evaluates virtual teams against more traditional collocated teams to provide some background and depth to the research. The method used in the research was in the format of a questionnaire consisting of six questions. The questionnaire was delivered via e-mail to various project managers with virtual project team experience...
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...global virtual team with members of different cultural backgrounds because leaders gradually promote their company to the world. Global projects with using virtual teams are primarily linked through computer and telecommunications technologies across national boundaries. Globalization of the construction industry has brought unique challenges such as coordination among project participants from different countries, and individual’s preferences in decision make and communication. As economic borders between countries come down, cultural barriers will most likely go up and pose new challenges and opportunities for business. Solving the cultural issues has been found to be of crucial importance for the success of virtual teams. This research attempts to characterize cultural differences along the dimension of cultural values and cultural practices Keywords: Virtual global project; Cultural diversity; Project management. Introduction Traditionally, a team-based project requires all team members physically present in a specific location for a period of time. But virtual global project requires a virtual team that members can engage in and deliver projects with limited or no direct physical interaction with other members. It allows multinational enterprises to draw on the widest talent pool available among their global employee base. Team members typically don't need to meet face-to-face, they can use several different virtual meeting applications to conduct all project work...
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...sciencedirect.com International Journal of Project Management 27 (2009) 456–463 www.elsevier.com/locate/ijproman E-ethical leadership for virtual project teams Margaret R. Lee * Capella University, 225 South Sixth Street, Minneapolis, MN 55402, United States Received 30 March 2008; received in revised form 21 May 2008; accepted 27 May 2008 Abstract This paper presents a review of current literature on ethical theories as they relate to ethical leadership in the virtual business environment (e-ethics) and virtual project leadership. Ethical theories are reviewed in relation to virtual project management, such as participative management, Theory Y, and its relationship to utilitarianism; Kantian ethics, motivation, and trust; communitarian ethics, ethic of care and egalitarianism; Stakeholder Theory; and the use of political tactics. Challenges to e-ethical leadership are presented and responses to these issues discussed. The conclusion presents four propositions for future research. The purpose of this paper is to identify secondary literature on e-ethics and how this new area of business ethics may affect the leaders of virtual project teams. Ó 2008 Elsevier Ltd and IPMA. All rights reserved. Keywords: E-ethics; E-leadership; Virtual project management; Virtual teams; Project management; Ethics; Project leadership; Ethical project leadership; E-ethical project management; Sensitive material; Code of conduct; Social isolation; Virtual community; Stakeholder involvement ...
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...lRole of Emotional Intelligence in Virtual Project Management Shazia Nauman MEM, MBA shaznaum@yahoo.com CASE, Pakistan Maliha Elahi, PMP, MCT malihaelahi@yahoo.com SPO, Pakistan Zeeshan Ahmed Bhatti xeeshan@gmail.com CASE, Pakistan Umair Khalid umair.khaled@gmail.com Ericsson,Pakistan Abstract- In today's competitive global environment, projects in organizations consist of cross-functional teams that are formed to utilize individual expertise. A project manager whose primary responsibility is to achieve project objectives deals these individuals. Since the rational and emotional aspects of a project vary in complexity, the role of the project manager is critical to project success. The objective of this study was to demonstrate linkages between emotional intelligence and the challenges faced by virtual project managers. The study will also show that there exists a multi tier relationship between Emotional Intelligence (EI) and challenges/elements of VPM. 1. INTRODUCTION Emotional Intelligence has its roots in the concept of "social intelligence", as first identified by E.L. Thorndike as early as in the early 1920s. The term Emotional Intelligence first appeared in a series of academic articles authored by John D. Mayer and Peter Salovey [1]. Goleman defined Emotional intelligence as a person’s self-awareness, self-confidence, selfcontrol, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change [2,3]. In...
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...sciencedirect.com International Journal of Project Management 28 (2010) 422–427 www.elsevier.com/locate/ijproman Effect of a virtual project team environment on communication-related project risk April H. Reed *, Linda V. Knight 1 Department of Management Information Systems, College of Business, East Carolina University, United States College of Computing and Digital Media, DePaul University, United States Received 25 March 2009; received in revised form 13 July 2009; accepted 4 August 2009 Abstract Over 150 Information Technology practitioners participated in a study of differences in communication risk between traditional project teams and those that operate virtually, with some team members physically remote. Contrary to prior research, results indicate the level of risk from inadequate communication is not significantly greater when team members are not grouped in one location. Further, despite increased dependence of virtual teams on technology for communication, there was no evidence of significantly more project risk due to technological failure. However, virtual team projects exhibited notably more risk due to insufficient knowledge transfer. A plausible explanation is decreased implicit or informal knowledge transfer in virtual environments. We conclude that the possibility of insufficient knowledge transfer should be included in virtual project risk management plans, and consideration should be given in such projects to the extent to which knowledge that is traditionally...
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...Virtualization Project Jonathan Sullivan DeVry University’s Keller Graduate School of Management Project Cost & Schedule Control Professor Tony Kapsak March 30, 2014 Contents Refresh Telecom PBX Virtualization Project 3 Executive Summary 3 Project Scope Statement 3 Description 3 Acceptance Criteria 4 Deliverables 4 Exclusions 4 Constraints 5 Assumptions 5 Technical Requirements 5 Work Breakdown Structure (WBS) 5 Cost Estimates 6 Cost Assumptions 7 Refresh Telecom PBX Virtualization Project Executive Summary This project is expected to take six months to complete with an estimated budget of $500,000. Upon completion the consolidated virtual environment will save an estimated $2,900 in monthly operational costs. The virtual environment will allow for a scalability of up to 24 additional virtual PBX servers (total capacity: 32 virtual machines) with no additional hardware costs needed. Valuable datacenter rack space will be conserved through the consolidation. Project Scope Statement Description The PBX Virtualization project will involve taking eight physical in production PBX (Private Branch Exchange) servers and putting them into a redundant virtual environment. The virtual environment will consist of four physical nodes and two redundant iSCSI SAN’s (Storage Servers) each holding a capacity of seven terabytes. The virtual environment will be powered by VMWare’s virtualization software. Acceptance Criteria The project will be...
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...Technology Group, LLC Scope of Work Statement Kinetik Design Virtual Server Implementation Table of Contents Revision Table 3 A. Executive Summary 3 B. Business Objectives 3 C. Project Description 4 D. Project Estimates 5 E. Project Controls 6 F. Authorizations 8 G. Approval Form 9 Revision Table Revision Number Revision Date Revision Made 1 10/08/2012 Original Document A. Executive Summary Kinetik Design has expressed the need for a new server and network system to increase their productivity and communication. Following a thorough Needs Assessment, the decision was made to implement a Virtual Server solution that will meet their needs and provide the capability for future expansion when necessary. B. Business Objectives 1. Business Needs Kinetik Design is a growing company and has, after careful consideration, determined that its’ existing computer network system is no longer sufficient to meet its’ current needs. Additionally, Kinetik Design currently has no structured corporate email system in place. There is a specific need to implement the means for Kinetik’s designers and developers to have a test platform in order to better facilitate their productivity. 2. Product Description (Solution) Elite Star Technology Group (ESTG) proposes that the implementation of a Virtual Server system that hosts Microsoft Server 2008, Microsoft Exchange Server...
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...Jennifer DiTomasso Jacobsen U63594427 AD643 BG, Project Leadership and Communications Professor Star Dargin Homework One Questions one through five from the Gray and Larson text, chapter 3, page 82 1. What are the relative advantages and disadvantages of the functional, matrix, virtual and dedicated team approaches to managing project? Functional approach - advantages “Projects are completed within the basic functional structure of the parent organization. There is no radical alteration in the design and operation of the parent organization.” [i] “There is maximum flexibility in the use of staff.” [ii] Individual employees have a permanent home within the organization, with a permanent boss. This allows them stability, knowing where they will work and for whom they will work, as projects come and projects go. Individual employees have an established career track within their functional discipline. Individual employees can develop expertise in their functional area. Functional approach - disadvantages “Projects often lack focus.” [iii] Collaboration on project team efforts can be difficult. Functional employees typically work in close proximity with each other, rather than in close proximity with members of other disciplines within the organization. Functional employees may only communicate well with each other, and might not be aware of who the employees in other functional disciplines are, how to communicate with...
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...Introduction Virtual project team has been the new trend in the global environment. It has been accepted by increasingly enterprises in recent years. Ariss, Nykodym, and Cole-Laramore [1] define a virtual team as a group of skilled individuals who communicate electronically. Through modern communication tools, a project can recruit team members around the world despite of geographically distant locations. All the members in the virtual project teams share a common project purpose like traditional project teams. Both traditional project teams and virtual project teams are conducted in the same model basically. However, as virtual teams generally have few physical interaction and separate in diverse locations, increasing risks are cultivated. In this case, it requires the project manager of virtual team with special competence to lead his/her team. Virtual managers need training for virtual skill sets, including management strategies and styles, communication techniques, and cross-culture skills [2]. To keep adopting traditional leadership, traditional management skills, and traditional communication skills in virtual project often causes poor-quality results and unhappy, frustrated project teams [3]. Therefore, when virtual managers enjoy the benefits from the virtual teams, they have to suffer the challenges as well. In this article, the challenges and benefits of leading a virtual team is discussed. Majority challenges and benefits are like two sides of a coin. They are...
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...performance boards and at employee of the month functions also add to successful teamwork organization. Meeting 2011 standards in safety, quality and line efficiencies can only achieved with employees being trained in successful team work organization. Companies recognizing the value of strong team building will be rewarded with loyal long term employees. Virtual Teams We all know by now what a Virtual Assistant is, but there is a new entrepreneur on the virtual scene, the Virtual Team. Virtual Assistants have been around for a few years now, so it's only natural to start seeing variations of that business professional. One of those variations is the virtual team. A virtual team is a number of Virtual Assistants with complimentary skills who are committed to the goals of a team and for which they hold themselves mutually accountable. The team consists of the VAs with the right mix of skills to do the job assigned. The Teams' performance and goals go together. They develop a common approach to how they will work together to achieve their purpose and hold themselves accountable for the projects outcome. Virtual teams make a lot of sense,...
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