Virtual work teams.

Industrial management

Electronic books

"Remote;text;Intro -- Mastering Virtual Teams -- Cover -- Title Page -- Copyright -- CONTENTS -- CHECKLISTS -- CHECKLISTS AND TABLES ON THE CD-ROM -- PREFACE -- Who Will Benefit from This Book -- How to Use This Book -- New to the Third Edition -- Acknowledgments -- THE AUTHORS -- Part One Understanding Virtual Teams -- CHAPTER ONE CRITICAL SUCCESS FACTORS FOR VIRTUAL TEAMS -- Types of Virtual Teams -- Networked Teams -- Parallel Teams -- Project or Product Development Teams -- Work, Functional, or Production Teams -- Service Teams -- Management Teams -- Action Teams -- The Complexity of the Virtual Environment -- Critical Success Factors for Virtual Teams -- Human Resource Policies -- Training and On-the-Job Education and Development -- Standard Organizational and Team Processes -- Electronic Collaboration and Communication Technology -- Organizational Culture -- Leadership -- Team Leader Competencies -- Team Member Competencies -- Points to Remember -- CHAPTER TWO CROSSING TECHNICAL BOUNDARIES -- Factors That Affect the Use of Technology -- Two Primary Factors -- Using the Factors -- Other Factors in Technology Selection -- Technology: Electronic Options -- Synchronous Groupware -- Asynchronous Groupware -- Near Virtual Disaster -- Cases in Virtual Collaboration -- The Government Research Team -- The Certification Process Team -- The Leadership Research Team -- Points to Remember -- CHAPTER THREE CROSSING CULTURAL BOUNDARIES -- Defining Culture -- Three Categories of Culture -- National Culture -- Organizational Culture -- Functional Culture -- Using Culture as a Competitive Advantage -- Business Practices -- Business Ethics -- Near Virtual Disaster -- Points to Remember -- Part Two Creating Virtual Teams -- CHAPTER FOUR MYTHS AND REALITIES OF LEADING VIRTUAL TEAMS -- Myths Regarding Virtual Teams -- Myth 1: Virtual Team Members Don't Need Attention.;Competence 1: Performance Management and Coaching -- Developmental Actions -- Myth 2: The Added Complexity of Using Technology to Mediate Communication and Collaboration over Time, Distance, and Organizations Is Greatly Exaggerated -- Competence 2: Appropriate Use of Information Technology -- Developmental Actions -- Myth 3: The Leader of a Cross-Cultural Virtual Team Needs to Speak Several Languages, Have Lived in Other Countries, or Have Worked in Different Functions -- Competence 3: Managing Across Cultures -- Developmental Actions -- Myth 4: When You Can't See People on a Regular Basis, It Is Difficult to Help Them with Current Assignments and Career Progression -- Competence 4: Aiding in Team Members' Career Development and Transition -- Developmental Actions -- Myth 5: Building Trust Is Unimportant in Virtual Teamwork -- Competence 5: Building and Maintaining Trust -- Developmental Actions -- Myth 6: Networking Matters Less in a Virtual Environment -- It Is Only About Results -- Competence 6: Networking -- Developmental Actions -- Myth 7: Every Aspect of Virtual Teams Should Be Planned, Organized, and Controlled So That There Are No Surprises -- Competence 7: Developing and Adapting Standard Team Processes -- Developmental Actions -- Evaluating Competence for Selection and Development -- Developing Expertise -- Near Virtual Disaster -- Points to Remember -- CHAPTER FIVE STARTING A VIRTUAL TEAM -- Step 1: Identify Team Sponsors, Stakeholders, and Champions -- Sponsors -- Stakeholders -- Champions -- Step 2: Developing a Team Charter -- Step 3: Selecting Team Members -- Step 4: Contacting Team Members -- Step 5: Conducting a Team Orientation Session -- Face-to-Face Meeting -- The Agenda -- Step 6: Developing Team Processes -- Steps for Existing Teams -- Time Frame for the Orientation Process -- Near Virtual Disaster -- Points to Remember.;CHAPTER SIX TEAM MEMBER ROLES AND COMPETENCIES -- Balancing Coordination and Collaboration -- Coordination and Collaboration Roles -- Autonomy Roles -- Roles and the Impact of Culture -- Virtual Team Members' Areas of Competence -- Project Management -- Networking -- Use of Technology -- Self-Management -- Spanning Boundaries -- Interpersonal Awareness -- Assessing and Developing Team Member Competence -- Near Virtual Disaster -- Points to Remember -- CHAPTER SEVEN BUILDING TRUST IN VIRTUAL TEAMS -- Three Factors in Building ""Instant"" Trust in a Virtual Environment -- Performance Competence -- Integrity -- Concern for the Well-Being of Others -- Using the Three Trust-Building Factors -- Trust Radius -- Trust in a Multicultural Context -- Power Distance -- Uncertainty Avoidance -- Individualism-Collectivism -- Long-Term Versus Short-Term Perspective -- High Context Versus Low Context -- The Impact of Technology -- Virtual Near Disaster -- Points to Remember -- Part Three Mastering Virtual Teams -- CHAPTER EIGHT VIRTUAL TEAM MEETINGS -- Who Does What in a Virtual Meeting: Four Roles -- Owner -- Participant -- Facilitator -- Technology -- What Is Done in a Virtual Meeting: Three Activities -- Selecting the Technology and Type of Interaction -- Planning for ""People Issues"" -- Developing an Agenda and Facilitating the Use of Technology -- Near Virtual Disaster -- Points to Remember -- CHAPTER NINE VIRTUAL TEAM DYNAMICS -- Technical and Adaptive Environments -- Traditional Models of Team Development -- A New Model of Team Development -- Task Dynamics -- Social Dynamics -- Three Factors That Affect Virtual Team Dynamics -- Time -- Environmental Influences -- Team Composition -- Measuring Team Performance -- Signs of Problems or Unexploited Opportunities -- Criteria of Effectiveness -- Final Criteria of Effectiveness -- Virtual Interventions.;Adjournment Dynamics -- Near Virtual Disaster -- Points to Remember -- CHAPTER TEN WORKING ADAPTIVELY -- Eight Principles of Working in an Adaptive Environment -- Get on the Balcony -- Identify the Adaptive Challenge -- Regulate Distress -- Maintain Disciplined Attention -- Rely on Distributed Intelligence -- Encourage Leadership by All Members -- Encourage Robust Communication -- Create a Learning Obligation -- The Tent Exercise -- Virtual Tent Experiences -- The Acausal World -- Points to Remember -- NOTES -- Further Reading -- INDEX -- How to Use the Accompanying CD-ROM -- System Requirements -- Using the CD with Windows -- Using the CD with a Mac -- To Download Documents -- In Case of Trouble -- Advert -- EULA.;This third edition of the best-selling resource Mastering Virtual Teams offers a toolkit for leaders and members of virtual teams. The revised and expanded edition includes a CD-ROM with useful resources that allow virtual teams to access and use the book's checklists, assessments, and other practical tools quickly and easily. Deborah L. Durate and Nancy Tennant Snyder include updated guidelines, strategies, and best practices for working effectively with virtual teams across time and distance to see a project through. The useful tools, exercises, and real-life examples show how anyone can master the unique dynamics of virtual team participation in an environment where the old rules no longer apply."

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Intro -- Mastering Virtual Teams -- Cover -- Title Page -- Copyright -- CONTENTS -- CHECKLISTS -- CHECKLISTS AND TABLES ON THE CD-ROM -- PREFACE -- Who Will Benefit from This Book -- How to Use This Book -- New to the Third Edition -- Acknowledgments -- THE AUTHORS -- Part One Understanding Virtual Teams -- CHAPTER ONE CRITICAL SUCCESS FACTORS FOR VIRTUAL TEAMS -- Types of Virtual Teams -- Networked Teams -- Parallel Teams -- Project or Product Development Teams -- Work, Functional, or Production Teams -- Service Teams -- Management Teams -- Action Teams -- The Complexity of the Virtual Environment -- Critical Success Factors for Virtual Teams -- Human Resource Policies -- Training and On-the-Job Education and Development -- Standard Organizational and Team Processes -- Electronic Collaboration and Communication Technology -- Organizational Culture -- Leadership -- Team Leader Competencies -- Team Member Competencies -- Points to Remember -- CHAPTER TWO CROSSING TECHNICAL BOUNDARIES -- Factors That Affect the Use of Technology -- Two Primary Factors -- Using the Factors -- Other Factors in Technology Selection -- Technology: Electronic Options -- Synchronous Groupware -- Asynchronous Groupware -- Near Virtual Disaster -- Cases in Virtual Collaboration -- The Government Research Team -- The Certification Process Team -- The Leadership Research Team -- Points to Remember -- CHAPTER THREE CROSSING CULTURAL BOUNDARIES -- Defining Culture -- Three Categories of Culture -- National Culture -- Organizational Culture -- Functional Culture -- Using Culture as a Competitive Advantage -- Business Practices -- Business Ethics -- Near Virtual Disaster -- Points to Remember -- Part Two Creating Virtual Teams -- CHAPTER FOUR MYTHS AND REALITIES OF LEADING VIRTUAL TEAMS -- Myths Regarding Virtual Teams -- Myth 1: Virtual Team Members Don't Need Attention.

Competence 1: Performance Management and Coaching -- Developmental Actions -- Myth 2: The Added Complexity of Using Technology to Mediate Communication and Collaboration over Time, Distance, and Organizations Is Greatly Exaggerated -- Competence 2: Appropriate Use of Information Technology -- Developmental Actions -- Myth 3: The Leader of a Cross-Cultural Virtual Team Needs to Speak Several Languages, Have Lived in Other Countries, or Have Worked in Different Functions -- Competence 3: Managing Across Cultures -- Developmental Actions -- Myth 4: When You Can't See People on a Regular Basis, It Is Difficult to Help Them with Current Assignments and Career Progression -- Competence 4: Aiding in Team Members' Career Development and Transition -- Developmental Actions -- Myth 5: Building Trust Is Unimportant in Virtual Teamwork -- Competence 5: Building and Maintaining Trust -- Developmental Actions -- Myth 6: Networking Matters Less in a Virtual Environment -- It Is Only About Results -- Competence 6: Networking -- Developmental Actions -- Myth 7: Every Aspect of Virtual Teams Should Be Planned, Organized, and Controlled So That There Are No Surprises -- Competence 7: Developing and Adapting Standard Team Processes -- Developmental Actions -- Evaluating Competence for Selection and Development -- Developing Expertise -- Near Virtual Disaster -- Points to Remember -- CHAPTER FIVE STARTING A VIRTUAL TEAM -- Step 1: Identify Team Sponsors, Stakeholders, and Champions -- Sponsors -- Stakeholders -- Champions -- Step 2: Developing a Team Charter -- Step 3: Selecting Team Members -- Step 4: Contacting Team Members -- Step 5: Conducting a Team Orientation Session -- Face-to-Face Meeting -- The Agenda -- Step 6: Developing Team Processes -- Steps for Existing Teams -- Time Frame for the Orientation Process -- Near Virtual Disaster -- Points to Remember.

CHAPTER SIX TEAM MEMBER ROLES AND COMPETENCIES -- Balancing Coordination and Collaboration -- Coordination and Collaboration Roles -- Autonomy Roles -- Roles and the Impact of Culture -- Virtual Team Members' Areas of Competence -- Project Management -- Networking -- Use of Technology -- Self-Management -- Spanning Boundaries -- Interpersonal Awareness -- Assessing and Developing Team Member Competence -- Near Virtual Disaster -- Points to Remember -- CHAPTER SEVEN BUILDING TRUST IN VIRTUAL TEAMS -- Three Factors in Building ""Instant"" Trust in a Virtual Environment -- Performance Competence -- Integrity -- Concern for the Well-Being of Others -- Using the Three Trust-Building Factors -- Trust Radius -- Trust in a Multicultural Context -- Power Distance -- Uncertainty Avoidance -- Individualism-Collectivism -- Long-Term Versus Short-Term Perspective -- High Context Versus Low Context -- The Impact of Technology -- Virtual Near Disaster -- Points to Remember -- Part Three Mastering Virtual Teams -- CHAPTER EIGHT VIRTUAL TEAM MEETINGS -- Who Does What in a Virtual Meeting: Four Roles -- Owner -- Participant -- Facilitator -- Technology -- What Is Done in a Virtual Meeting: Three Activities -- Selecting the Technology and Type of Interaction -- Planning for ""People Issues"" -- Developing an Agenda and Facilitating the Use of Technology -- Near Virtual Disaster -- Points to Remember -- CHAPTER NINE VIRTUAL TEAM DYNAMICS -- Technical and Adaptive Environments -- Traditional Models of Team Development -- A New Model of Team Development -- Task Dynamics -- Social Dynamics -- Three Factors That Affect Virtual Team Dynamics -- Time -- Environmental Influences -- Team Composition -- Measuring Team Performance -- Signs of Problems or Unexploited Opportunities -- Criteria of Effectiveness -- Final Criteria of Effectiveness -- Virtual Interventions.

Adjournment Dynamics -- Near Virtual Disaster -- Points to Remember -- CHAPTER TEN WORKING ADAPTIVELY -- Eight Principles of Working in an Adaptive Environment -- Get on the Balcony -- Identify the Adaptive Challenge -- Regulate Distress -- Maintain Disciplined Attention -- Rely on Distributed Intelligence -- Encourage Leadership by All Members -- Encourage Robust Communication -- Create a Learning Obligation -- The Tent Exercise -- Virtual Tent Experiences -- The Acausal World -- Points to Remember -- NOTES -- Further Reading -- INDEX -- How to Use the Accompanying CD-ROM -- System Requirements -- Using the CD with Windows -- Using the CD with a Mac -- To Download Documents -- In Case of Trouble -- Advert -- EULA.

This third edition of the best-selling resource Mastering Virtual Teams offers a toolkit for leaders and members of virtual teams. The revised and expanded edition includes a CD-ROM with useful resources that allow virtual teams to access and use the book's checklists, assessments, and other practical tools quickly and easily. Deborah L. Durate and Nancy Tennant Snyder include updated guidelines, strategies, and best practices for working effectively with virtual teams across time and distance to see a project through. The useful tools, exercises, and real-life examples show how anyone can master the unique dynamics of virtual team participation in an environment where the old rules no longer apply."