- 82 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Managing Virtual Teams, Second Edition
About This Book
Virtual teams are an integral part of today's global business environment. Traditional face-to-face communication is frequently replaced with technology-mediated communication methods including phone, e-mail, fax, synchronous chat programs, and videoconferencing. While virtual teams offer various advantages to organizations and individuals in flexibility and the ability to overcome geographic distance, they face unique challenges. Virtual teams often are made up of members of various cultures and ages with diverse communication styles. Men and women also tend to behave differently in virtual environments. Challenges occur in the forming, storming, norming, performing, and adjourning phases of team development, and virtual teams must be able to cope effectively with those obstacles if they are to be successful and reach their potential. Team participants should be selected carefully for various personal characteristics that help ensure success and be trained in how to be effective virtual team members. Various team strategies can be implemented to improve effectiveness and satisfaction of virtual team members.
Frequently asked questions
Information
- Of managers above the position of first-level supervisor, 70 percent now have at least one team member who is not colocated with them.
- In Fortune 100 companies, it is estimated that 70 percent of managers do not colocate with the majority of their teams.
- According to the Project Management Institute, the number of projects run by virtual teams has doubled since 2001, now accounting for over 80 percent of projects.
- Same time, same place interactions. These situations are similar to in-person interactions except that technology rather than face-to-face exchange is used to facilitate communication. An example is workers in the same office using chat or instant messaging to exchange ideas.
- Same time, different place interactions. Same time virtual interactions are known as synchronous communications. An example of a same time, different location interaction is the use of texting between a worker in the home office and a colleague in a business meeting in another town.
- Different time, same place interactions. Various situations, such as different work schedules or lack of common time frames, can make it impossible or impractical for colleagues to communicate in real time. The time disparity can be overcome by communication methods such as a company blog that allows employees to share posts at their convenience.
- Different time, different place interactions. Different time interactions are referred to as asynchronous exchanges. These situations represent true distance communications. One method that works in such situations is the use of e-mail for communication between globally distributed colleagues.
- Cost savings. Virtual teams offer flexibility and the ability to overcome geographic distance. Organizational expenses can be reduced when physical meetings are eliminated. Aside from the cost of airfare, accommodations, food, and car rentals, a significant cost of face-to-face meetings is associated with the time involvement of each expert. Travel time to meetings removes participants from productive activities they could otherwise be pursuing.
- Labor pool enhancement. People who could not participate in traditional settings can be part of the labor pool. Parents of young children, caregivers, and persons with various disabilities can be effective members of virtual teams. Virtual team participation also encourages appreciation of diversity through increased exposure to workers from various backgrounds and locations.
- Facility and environmental benefits. The need for office facilities and parking spaces is reduced when some workers are able to work from remote locations. Air pollution and traffic congestion are also reduced when fewer workers commute daily.
- Employer efficiencies. Virtual teams can increase efficiency by eliminating layers of management and valuable time lost to bureaucratic processes. Such teams also enable organizations to combine the specific talents of employees located in various places.
- Employee efficiencies. Worker satisfaction is increased due to greater flexibility in balancing work and personal life. Participation in virtual teams can raise worker satisfaction by helping people feel participative in shaping their own jobs.
- Better decision making. Virtual teams allow organizations to draw on a wide pool of talent distributed through the workforce. Teams offer a depth of expertise unavailable at the individual level and the opportunity for synergy of ideas.
Table of contents
- Cover
- Title
- Copyright
- Abstract
- Content
- Introduction
- Chapter 1: Growth in Popularity of Virtual Teams
- Chapter 2: Diversity Challenges in Virtual Teams
- Chapter 3: Strategies for Virtual Team Success
- Chapter 4: Productive Virtual Team Meetings
- Summary
- Notes
- References
- Index
- Adpage
- Backcover