...Manual for Virtual Teams Table of Contents So, You Want a Virtual Team, Huh? 3 Introduction 3 The Look of a Successful Virtual Team 4 The Leader's Relief 6 Establishing Team Purpose 7 The Virtual Team Start-up Meeting 8 Local vs. Virtual 9 Operating Principles 10 The Culture Thing 11 “The Safety Net" – Coping With Virtuality 12 Become An Effective Leader 12 Staying On Top Of Things 12 The Technical Needs of a Virtual Team 13 Learning and Technology 13 Selecting Technology 13 Examples of Real-Time Tools (Synchronous) 14 Examples of Asynchronous Tools 14 The Virtual Meeting 15 Planning Your Meeting 15 The Virtual Meeting, cont. 16 Facilitation Tips 16 Types of Virtual Meeting Software to Consider 16 Managing Issues In A Virtual Team 17 Conclusions and Closure for a Virtual Team 18 References 19 So, You Want a Virtual Team, Huh? An Instructional Manual for Virtual Teams Introduction John is so excited! He starts his new job on Monday. In his new job, John will take on a team for a Fortune 100 company. His new company is growing fast, and to keep up with the pressure of rapid growth, they have been expanding across the country. John is new to this matrix-type work culture and needs to adjust his style of work and leadership to accommodate. How will he setup technology and infrastructures to support his new team? What techniques can he use to build trust, agreement and purpose with his new team? How will...
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...Virtual Teams: A Review of Current Literature and Directions for Future Research1 Anne Powell Southern Illinois University Edwardsville Gabriele Piccoli Cornell University Blake Ives University of Houston Abstract Information technology is providing the infrastructure necessary to support the development of new organizational forms. Virtual teams represent one such organizational form, one that could revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness. As the technological infrastructure necessary to support virtual teams is now readily available, further research on the range of issues surrounding virtual teams is required if we are to learn how to manage them effectively. While the findings of team research in the traditional environment may provide useful pointers, the idiosyncratic structural and contextual issues surrounding virtual teams call for specific research attention. This article provides a review of previously published work and reports on the findings from early virtual team research in an effort to take stock of the current state of the art. The review is organized around the input – process – output model and categorizes the literature into issues pertaining to inputs, socio-emotional processes, task processes, and outputs. Building on this review we critically evaluate virtual team research and develop research questions that can guide future inquiry in this fertile are of inquiry. ACM Categories:...
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...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. This kind of electronically facilitated team work is known to imply opportunities as well as challenges...
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...Performing Virtual Team March 28, 2015 Northeastern University Creating A High Performing Virtual Team Abstract Project teams have changed from being collocated to being diverse, globally located teams of highly skilled, individuals. Virtual teams are generally brought together quickly to complete a project in the shortest time frame within a budget and schedule. The challenge for organizations is to create a high performing virtual team, which takes time to achieve. This paper outlines characteristics and qualities of individuals who comprise a high performing virtual team. The team building approach is laid out and the levels that a team and it’s leader progress through to becoming a high performing virtual team. Introduction Globalization has lead to organizations changing from project managers of collocated teams to project leaders of virtual teams. In addition to having the necessary skills and experience, the people who comprise a virtual team bring unique characteristics and qualities to build a strong team. Building a virtual team takes analyzing every aspect of the project including the people who will work on the project. The team leader is not just managing a project, but leading and coaching highly effective people to produce at their highest level and meet the project objectives. Areas of Concern for Creating a Virtual Team Dr. Ginger Levin (2009), found that the following areas are important to building a high performing virtual team: * Personal...
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...Running Head: Virtual Teams and Face to Face Teams Virtual Teams and Face to Face Teams Research Paper March 4, 2012 Introduction As organizations continue to expand globally and increase the use of internet/web technologies to conduct their business, virtual teams continue to increase significantly. In today’s business world, virtual teams are more common in the workplace as opposed to face to face teams. There are various differences between virtual and face to face teams and thus the advantages and disadvantages of each team will be discussed. Comparison and Contrast Nonetheless, teams are defined as a group of people with complementary skills that are committed to achieve a common purpose. The author Gregory Berry further explains that teams interact interdependently and are bought together or come together voluntarily; to achieve a certain outcome (Berry, 2011). The members of teams are jointly responsible for the outcomes (Berry, 2011). It is important to understand the dynamics and structure of teams. Such an aspect is important because each team possesses different advantages and disadvantages and one must choose the most effective type depending on the purpose or task that needs to be attained. A virtual team is able to work anywhere and is linked by web communication to achieve organizational tasks (Cummings, 2011). A face to face team is a group of people who work in an organization in the same environment and communicate directly...
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...Disadvantages of Collaboration in the Workplace Teams and groups exist in all levels of industries and organizations. Groups can be small or large, local or remote, coached or self-directed. Teams are found at all levels of business, from a multi-billion dollar corporation that builds jets to a small waterpark employing lifeguards and clerks. Successful teams need some form of leadership, good communication, problem-solving skills, and a purpose. Successful groups can achieve tremendous results,. When teams work together, everyone is working toward one common goal and completing the project with successful results. Average groups do just enough to achieve a goal, and then there are groups that are extraordinary. They achieve superior results and team members come away from the group experience with a newfound respect of what he or she helped accomplish. A study revealed eight performance indicators linking extraordinary groups and group members agreed. Each team member agreed teams must: have a compelling purpose, a shared leadership role, team structure, full engagement among members, embrace member differences, learn the unexpected, build trusting relationships, and achieve outstanding results. Whether the team is for-profit or not, volunteers or employees, face-to-face or virtual, these eight indicators emerged (Bellman & Ryan, 2010). Athletics and businesses share many of the same qualities. The head coach sets goals for his team as does the business manager. Head coach and...
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...Virtual vs Face to Face Teams More and more organizations today are moving away from the traditional tall hierarchical structure towards a more flexible and team work based structure. Generally speaking, working in teams has proved more efficient and effective than in separate departments, although tall structures are still in operation in many industries depending on their competitive environment. Working in teams helps employees make important decisions on their own, instead of relying on an often delayed response from a superior. This increases productivity and flexibility and helps an organization respond faster to opportunities in the environment. Teams also consist of employees from across several departments which allow them to work together more cohesively, increasing interdependence toward common goals. Teams have many more advantages over a tall organizational structure, but this essay will focus more on the types of team structures. The two types of teams here are virtual teams and face to face teams. This essay will compare and contrast the benefits received when interacting with these two mediums in a team environment. It will also highlight any shortfalls between the two forms of team structures. The first part of this essay will focus on virtual teams. Virtual Teams Wikipedia also terms a virtual team as a Geographically Dispersed Team (GDT) and defines it as a group of individuals who work across time, space, and organizational boundaries with links...
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...are part of a team and share a common direction get there quicker and easier because they are traveling on trust of one another and they support each other all the way. GOOSE - O is for ORGANISED If we have as much sense as a goose we will stay in formation and share information with those who are headed the same way we are going. The sense of a goose! The sense of a goose! GOOSE - O is for OPTIMUM The sense of a goose! The sense of a goose! It pays to share leadership and take turns during hard jobs GOOSE - S is for SUPPORT The sense of a goose! The sense of a goose! If we have the sense of a goose, we will stand by each other when things get rough The sense of a goose! The sense of a goose! GOOSE - E is for ENCOURAGE Words of support and inspiration help energize those in the front line through the day to day pressures Message from a Goose It is a reward, a challenge, and a privilege to be a contributing member of a TEAM The sense of a goose! The sense of a goose! What is the difference between A Team Committed to shared goals Contributes to procedures Climate of cooperation Open and honest with each other Conflict is constructive and A Group Committed to individual goals Waits for procedures Climate of competition Careful and cautious with what they say Conflict easily escalates What is a Team? Unit of 2 or more people Interact or coordinate their work To accomplish a specific goal 10 A Team-Effectiveness...
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...The aim of this essay is to define teams and examine the reason why organisations rely on teams and what are the advantages and disadvantages in this process. Then, it will describe why are some teams effective and other fail. Finally, the essay will introduce a new form of team called “virtual teams”. Assignment 3 The aim of this essay is to define teams and examine the reason why organisations rely on teams and what are the advantages and disadvantages in this process. Then, it will describe why are some teams effective and other fail. Finally, the essay will introduce a new form of team called “virtual teams”. Human beings have always worked in collaboration with each other for creating friendship and social relationship with others, or for the benefits of their diverse perspectives, support and competences for a situation. As a consequence people create group, which include individuals together, even if they have any interdependence or organizationally focused purpose. In a company, managers form teams, which are groups of two or more people who collaborate with and influence, each other. People in a team are mutually accountable for achieving common goals associated with organizational objectives and perceive themselves as a social entity within an organisation. The aim of building teamwork is for meeting new challenges and achieving results that a person cannot realize alone. For example, New Zealand Post’s largest delivery branch in Marua Road, Auckland...
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...Virtual Teams and Managing Conflict. Name of the Author: Name of the Professor: Name of the Institution: Date of Submission: According to Duarte and Snyder (1999) “virtual teams operate without the physical limitations of distance, time, and organizational boundaries. They use electronic collaborations technologies and other techniques to lower travel and facility costs, reduce project schedules, and improve decision making time and communication (p.4)“. Virtual teams mean people who are geographically separated, and work together across borders. They are connected by modern technologies of computers. Internet has transformed most economies and workplaces into modern economies and workplaces. Many organizations are abandoning conventional face to face working teams for virtual teams. Most organizations are embracing technological revolutions. This enhances them to be more dynamic and adopt innovative approaches in their procedures. The ability of the work team to incorporate technology has led to success in most organizations. Well known international companies such as, IBM, Whirlpool, Hewlett-Packard, Ford Motor, Johnson and Johnson and Verifone have successfully implemented virtual teams. (Kiser, 1999; Stough, 2000). The rapid worldwide growth of virtual teams has been attributed by increased inter organizational co-operation, rapid pace of globalization and other benefits associated with its implementation. This includes the ability of the employees to work for...
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...“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. PART A 1. Question 1 A definition of groups and teams is contrasted within the views of three current authors in this report to provide a model for understanding the nature of groups and teams in organisations. It begins by defining the various types of groups and teams, reasons for their formation, and characteristics of groups and teams, a summary of objectives is defined. OBJECTIVES : 1. Describe the various groups in organisations 2. Stages of group development 3. Characteristics of effective work groups 4. Describing various teams that exist in organisations 5. Characteristics of effective teams Differences of the above objectives between the three authors will be clarified to determine an understanding of how each author arrives at concluding how groups and teams serve organisations. Authors: Stephen P. Robbins, Timothy A. Judge; Gibson, Ivancevich, Donnely, Konopaske; Andrew J. DuBrin. OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. VARIOUS GROUPS IN ORGANISATIONS P. Robbins, A. Judge define groups as two or more individuals, interacting and interdependent who come together to achieve particular...
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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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...GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary General Electric Co is setting out to apply considerable financial and technological innovation to the field of wind energy. James Lyons in charge of sourcing talent from around the world has the task of forming a team that is culturally diverse and innovative enough to design and research new techniques for developing alternative methods of harnessing wind energy. In question within this case study is the application of teamwork competencies to maximise efficiency and effectiveness in achieving specific outcomes for developing solutions. Different methods of effective group performance are discussed and elaborated upon as well as the interaction of the leader in establishing guiding principles in getting results. Contrasted within this report are the views and opinions of 3 different authors in defining group and teams within organizational behaviour, describing the various groups found in organizations, stages of group development, characteristics of effective work groups and teams. Factors that may be attributed to possible failure and the various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes are also discussed. OB in Action Case Study GE’s Global Virtual Team Wants...
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...HIGH PERFORMANCE TEAMS CHARACTERISTICS OF HIGH PERFROMANCE TEAMS High-performance teams have the following special characteristics that allow them to excel at teamwork and achieve special performance advantages: * The right mix of skills, including technical skills, problem-solving and decision-making skills, and interpersonal skills. * Strong core values that help guide their attitudes and behaviors in directions consistent with the team’s purpose. * Ability to turn a general sense of purpose into specific performance objectives. * Standards for measuring results and obtaining performance feedback * Willingness to help group members understand the need for collective vs. individual efforts. THE TEAM BUILDING PROCESS When newly founded, work groups and teams must master challenges as members come together and begin the process of growing and working together as they pass through the various stages of group development. Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness. Team building is participatory and data based. The goal of team building is to get good answers to such questions as: 1. “How well are we doing in terms of task accomplishment.” 2. “How satisfied are we as individual members with the group and the way it operates?” TEAM-BUILDING ALTERNATIVES Formal...
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...Topic Team Management and Behaviour Introduction In this competitive world today, various business industries are taking every possible step to differentiate themselves from others on the field. Some are inclined towards innovation, while others are striving hard to develop high quality substitutes of already existing products and services in the market. One of the most complex though important activity each company wishes to master is hiring the best talent available in market and then forming the most efficient teams within the organization. Team building is in itself a herculean task that demands brainstorming and investment. Hiring the best talent in the market would count to nothing if the individual cannot adapt to the working environment of the team and organizations. It is not surprising to see various contemporary organizations investing huge sums of money towards talent acquisition. In addition to technical and analytical abilities, the human resource departments search for the right soft skills in the prospective employee. Top talent is often rejected if it does not possess team skills. A good prospective employee, be it an operational staff, a middle level manager or a top level consultant, is expected to be knowledgeable about the importance of working collaboratively, build partnerships within the organizations and possess skills to build and lead teams of 21st century (Michael, 2012). Various organizations are sweating over the need to understand...
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