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Five challenges to virtual team Success
Presented by
Aditya Rana
Amrinder Kaur
Gurdit Singh
Manjot singh
Priyanka kumari
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Virtual Teams
• People who work for a share purpose,cordinate and communicate through technology.
• Group of interdependent people.• Located across the world.• Members from different cultures• Hardly seen each other.• Allows originations' to combine best expertise.
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Exponential Increase
• There has been an exponential increase in virtual teams because of following reason
9/11 event
2001-2002 recession Travel restrictions
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According to surveys:
• According to US labor department 19 million people work from home online.
• Research on US company Sabre,out of 500 members 8 members on average are per team.
• Virtual team members are located both on field and home.
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• For global virtual teams there are cultural & communication barreir.
• Virtual teams require high startup costs.• Sometimes the outcome of team decreases.
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Dimensions of virtuality
• Dimension1- Proportion of time of team members spent face to face.
• Dimension2- Proportion of team members at one location.
• Dimension3- Proportion of time, members devote to virtual teams.
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Five Challenges
1. Building trust.2. Process gains and process losses.3. Overcoming isolation 4. Balancing technical & interpersonal skills5. Virtual team performance.
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Trust
• Trust is glue of workforce.• Building trust is greater challenge.• The virtual the organisation the more people
need to meet in person .• Challenge for virtual teams is more as
compared to face-face teams.
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How to gain trust ?
• We gain trust in people when they deliver what they promise.
• Trust can be build virtually rather then meeting face to face.
• Face-face trust is known as BENEVOLENT TRUST.
• Virtual team trust is known as ABILITY-BASE or TASK-BASE trust.
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Challenge 2:Maximizing Process Gains and Minimizing Process Losses on Virtual Teams
Conventional Wisdom: Virtual teams will struggle with creating synergy.
Group process gains produced in face-to-face teams are more difficult to obtain in virtual teams.
Example: Nancy Kurland and Dianne Bailey
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Challenge
Overcoming group process losses associated with virtual teams
Creating synergy without daily physical encounter
Every team must complete a business plan outlining its annual goals and objectives
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Response to challenge
Teambuilding Pre-launch classroom activities include:
Clarify roles Build personal relationships Develop team norms Establish group identity
Continuous virtual team training
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Lesson learned
Extensive training helps virtual teamwork to overcome process losses.
Comprehensive training can create synergy
Stereotyping, gossip, politics and conflict are often minimized
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Challenge 3
Overcoming feelings of Isolation and Detachment Associated With Virtual
Teamwork
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CONVENTIONAL WISDOM
Face to Face teams
Social interaction with supervisors and coworkers.
Team members are more productive and satisfied.
Motivated and satisfied as a result of interactions (lunch brakes, promotion celebrations).
Virtual Teams
No physical interaction. (isolated) .
Less productive and satisfied.
Less motivated and satisfied ( lack of interactions).
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Actions taken by Sabre
Individuals with strong social needs may find virtual teamwork difficult , others desire independent , virtual work.
Gave employees option for working from home or an office (interaction opportunity).
Team building and training sessions. Virtual team members were invited General manager frequently communicated with
virtual team members to reduce feelings of isolation.
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Learnings
Virtual teams needed more frequent communication. Detachment and alienation can be overcome with careful
attention to social needs. Team leaders play a critical role in maintaining continuous
contact with remotely situated virtual team members. Redesign job assignment to provide virtual team
members with occasional face to face customer contact to reduce isolation.
Organize face to face meetings for virtual team members at company sponsored conferences.
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Challenge 4 – Balancing technical and interpersonal skills
Conventional wisdom Since face to face interaction are minimal , some managers assume that interpersonal skills for virtual team member are less important than for face to face teams.Some Examples-• Beverly Geber suggests that managers should select people who are comfortable sharing information and working with computers.• Manager in Martha Haywood’s book Managing Virtual teams Stated:
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Sabre’s Experience
Ideal virtual team member skills-•Communication•Desire to support team and team work•Flexibility and adaptability•Giving and receiving Feedback.Therefore experiment suggests that virtual team must possess excellent interpersonal skills.
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Challenge of recruiting team with right balance
To overcome this challenge Sabre, Inc used two approaches of selecting team members-1. Behaviour interviewing and scenario based
questions.2. Panel Interviews.
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Challenge 5:Assessment and Recognition of Virtual Team
Performance
Conventional wisdom suggests that it is extraordinarily difficult for virtual team leaders to assess member performance and ensure fairness.
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Sabre developed a multi-tiered assessment process with a balanced scorecard which consists of: •Growth (Share of the market)•Profitability•Process improvement•Customer satisfaction
.
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Growth:1. Managers collect survey data quarterly
from each team’s external customers. 2. Then Sabre posts team customer service
scores on the intranet.3. Members know exactly where their Team
stands relative to other teams.
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Process Improvement:1. Process improvement is an objective
measure of Team learning.2. Sabre tracks the individual performance
measures and evaluate accordingly.3. GM’s monitor Team e-mails and other Team
activities.4. They also submit their own evaluations with
peer evaluations.
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