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41 Cards in this Set
- Front
- Back
Distributed Workforce |
Virtual teams are an example of a distributed workforce. Groups of geographically and/or organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish a variety of critical tasks. |
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Three boundaries of Distributed Workforce |
1. Spatial 2. Temporal 3. Organizational |
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Spatial Dimension of Virtuality |
Individual workers are in different physical locations |
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Temporal Dimension of Virtuality |
Most normal communication & interactions are asynchronous |
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Organizational Dimensions of Virtuality |
Workers not all employed by the same organization, or are working within different parts of the same parent organization |
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Consequences of Virtual Work |
- Cost saving, higher levels of productivity, and improved workers' satisfaction - Concerns about work group cohesiveness - Raises issue of management: resistance from the first-line supervisors - But, teleworking takes certain or organizational styles and discipline - Yahoo! Case |
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Temporal Dispersion |
Working in different time zones, interacting electronically, or working flexible hours...
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Effects of Temporal Dispersion |
- Increased work time - Complexity & difficulty of real-time interactions - Non-overlapping work hours; Delayed responses - Stress level |
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Virtual Team Leaders |
Faces resistance from the first-line supervisors |
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Wave 1 of Virtual Work |
Virtual Freelancers - The emergence of first generation virtual work - Characterized by freelancing and home office - The appearance of email networks (technology!) - Workers: gained control over their work hours, processes, and location - Employers: flexible hiring, cost saving, and expansion of talent pool |
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Problems of Wave 2 of Virtual Work |
Virtual Corporate Colleagues Workers - weakened connections to the company (retirement benefits, career development, tech support, or sense of belonging) Employers - member commitment |
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Wave 2 of Virtual Work |
Full-time, virtual employment - Employees started to work remotely, without forsaking career development within the company made possible by mobile technology and global teamwork There was a learning curve after switching to a new mode of work arrangement - Especially about managing and measuring performance |
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Problems of Wave 3 of Virtual Work |
Too much distribution of labor means... - Less natural collaboration - Lack of serendipitous encounters and hallway conversations |
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Wave 3 of Virtual Work |
Virtual Coworkers - A return to a shared environment, colocation - The emergence of coworking space - A well-appointed space for mobile workers - A local community that offers chances for networking, brainstorming, and collaboration for knowledge workers - From cubicles to transparent, flexible, communal workspaces |
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7 Types of Virtual Teams |
1. Networked 2. Parallel 3. Project or product-development 4. Work: Functional or production 5. Service 6. Management 7. Action Teams |
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How to Differentiate Virtual Teams |
- Does it have distinct (or fluid) membership? - Does it have clear work boundaries? - What is the nature of work? - Who do they deliver their work to? |
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Complexity of Virtual Work |
- Crossing boundaries of time, distance, and organizations - Cross-functional teams - Differences in language, culture and access to technologies - Multinational corporations |
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7 Critical Success Factors |
1. Human Resource Policies 2. Training and Education 3. Standard Organizational and Team Processes 4. Effective Use of Technologies 5. Organizational Culture 6. Leadership 7. Leader and Member Competencies |
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Human Resource Policies |
- Attribution problem - Different rewarding systems - Based on results or efforts? |
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Training and Education |
- On-the-job education - Technology training - Consistency across multiple locations |
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Standard Organizational and Team Processes |
- Establish organizational/ team norms - Clear reporting structure, conflict resolution protocol |
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Effective Use of Technologies |
NOT JUST IMPLEMENTATION! |
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Organizational Culture |
Adaptive, agile, flexible, open and participatory |
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Leadership |
- Communicate about virtual teamwork - Establish expectations - Allocate resources - Especially for travels and technology - Show modeling behaviors |
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Leader and Member Competencies |
Common Competencies Leader's Competencies Member's Competencies |
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Common Competencies |
Selecting and using appropriate technology, networking and collaborating across boundaries |
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Leader's competencies |
Coaching & managing without face-to-face feedback, helping member's transition, building & maintaining trust |
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Member's Competencies |
Project-management techniques, setting personal boundaries, time management, interpersonal awareness |
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Trust |
"the confidence in and willingness to rely on another party under conditions of risk or vulnerability" - influences the team's success, performance, and collaboration - Swift, instant trust for virtual team work |
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Factors in Building Trust |
1. Performance and competence: - Reputation, follow-through, and resources 2. Integrity: - Standing behind the team & members, consistent & balanced communication 3. Concern for the well-being of others: - Inclusion, members' transition, awareness of impact |
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Trust Radius |
A LARGE trust radius means someone is more willing to trust others from different locations, cultures, functions, and organizations |
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Social Identity |
The identity that other perceive you as |
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When does identification influence one's behaviors? |
When someone insults or compliments a certain aspect of someone's identification. |
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Organizational Outcomes of Identification |
Cooperation, participation, decision making, task performance, reduced turnover, improved processes in virtual teams |
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Individual Outcomes of Identification |
Enhanced sense of self, reduced uncertainty |
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Negative Implications of Over-Identification |
- Inversely related to effectiveness & creativity in R&D - Continued commitment to failing projects - Resistance to organizational change - Unquestioning about organizational decisions |
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The Cyclic Model of Organizational Identification Processs |
Top-down: sensebreaking and sensegiving Bottom-up: Enacting identities, interpreting responses, and constructing identity narratives |
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Importance of Career Identification |
Becoming more important because long tenures in organizations are eroding and is relevant to virtual workers so they have a sense of identity associated with their work place |
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Impression Management Online |
Self-disclosure and Impression formation |
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Self-disclosure |
- Sharing personal information: reciprocal trust - Sharing work-related information: productivity |
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Impression formation |
Reduced non-verbal cues - Reliance on textual cues - Importance of small cues |