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Vtc Team Amoeba 6 10

Vtc Team Amoeba 6 10






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  • In teams that are built from within an existing organization the level of trust and cultural sensitivity, or lack thereof, will most likely carry over into the virtual team setting. In traditional teams trust is a nice-to-have quality. For virtual teams trust is a need-to-have quality. Without daily face-to-face contact trust is harder to attain and easier to change. (Lipnack & Stamps, 2000, pg, 70) The nature of virtual teams; flexibility, speed, and high adaptability mean that teams often form and disband quickly. This means that trust must be built almost instantly. The quality of first interactions among team members will set the tone. (Daurte & Snyder, 2006, pg. 145) Duarte and Snyder identify 3 Factors of Trust: 1. Performance competency a. Reputation for performance and results. “ Trust builds with the recognition of the contribution that everyone makes. If you make a real contribution people will trust you” (Lipnack & Stamps, 2000, pg. 88) b. Follow-through c. Obtaining resources. 2. Integrity a. Standing behind the team and all its members b.Communication. 3. Concern for the well-being of others a. Creating an environment of inclusion The more activities that people do together the more their commitment to one another, increasing trust and strengthening relationship (Lipnack & Stamps, 2000, pg. 88) b. Transitioning team members c. Impact on others d. Commitment to the task and its outcome (Daurte & Snyder, 2006, pgs. 145-150)
  • Cultural differences are not always between people of different countries. Cultural differences can be between people from different professions, different management levels, and different social backgrounds. (Lipnack & Stamps, 2000, pg. 66) Cultural sensitivity comes from each individual realizing that others people think, speak, and act differently. It is imperative to respect others and view individual and cultural differences as advantages rather than barriers. 6 Dimensions of Culture that can affect team behavior Power Distance Uncertainty Avoidance Individualism-Collectivism Masculinity-Femininity Long Term - Short Term Context
  • Using an EMS (electronic meeting system) tool for brainstorming allows the meeting to be held simultaneously from the team members desktops and will allow all members of the team to be able to contribute and allow free flowing ideas while still being documented. The mission of the team and the objective of the brainstorming session needs to be established and understood before starting as well as an established cut off time to avoid loss of productivity or running off track. It may take more than one of these sessions to be fully effective as ideas from others may spark continuing ideas later from the team. At the brainstorming level individuals need to be able to put all ideas out on the table without feeling that their ideas are being judged and commentary on said ideas needs to be restrained until the end of the session as to avoid the meeting running off course. The numbering and noting of ideas as they are contributed will allow some organization to thoughts and help those involved to reference and build off of said ideas.
  • With an electronic scheduling or calendar system team members availability could be synched into the calendar and taken into consideration with the scheduling of meetings.
  • The information from previous meetings will act as notes for those who were not in attendance as well as for referencing items discussed and to refer back to previous decisions made to assist in maintaining consistency for future decisions. The availability of individual documents or files on the web site will allow all team members to be able to work from the same page and keep cohesion as well as make known changes made.
  • Running an effective virtual team meeting is an important role. It is known that over half of virtual team meetings start more than five minutes late due to numerous reasons. Some known reasons are because many have problems figuring out how to join, getting the software downloaded and installed, and not being able to login due to materials that are missing. This can cause deadlines not to be met which can cause this large multinational telecommunications company to lose money. Being on time to virtual team meetings can increase productivity for your senior marketing leaders as well as enhance the work balance. This is a very important factor for your leaders, especially when working within a tight budget.
  • Since you senior marketing leaders are based in Europe, Asia, and North America, it is important to run an effective virtual team meeting. Your group has to collaborate to ensure that the group maintains an overall consistency in your campaign for a new wireless product. Your team will need to collaborate via virtual team meetings to prevent loss of productivity due to travel time and because of the tight deadline being within two months. To maintain consistency and to have effective virtual team meetings, certain parameters must be followed by the group to avoid wasting time and money on the project.
  • There are two types of roles 1) Formal roles and 2) Informal roles. Formal roles are heavily used in large organization and can take the form of titles, job descriptions, and personal contract. We most often refer to informal roles as positions. Formal roles tend to form naturally in small groups and are more often felt than visible. In virtual teams individuals may bring there formal roles into the group, which depending on the situation can be either positive or negative. In virtual team collaboration roles rise in importance. Two of the main reasons for are 1) in virtual teams individuals typically play various roles and 2) roles require greater clarification.
  • These two quotes contain the essence of leadership in virtual teams. In successful virtual teams leadership is shared among the group. Depending on where the team is in the process, different individuals will play a leadership role.
  • It is important that your senior marketing leaders or shall we say your virtual team first realize that team ground rules and norms must be established before personal interaction can be successful. Your marketing leaders must have a complete understanding of what you are competent of doing and the roles for each of you. A suggestion for ground rules are as follows: Know your role and your team members’ roles. Be knowledgeable of resources. Handle all responsibilities. Hold each other accountable when tasks are not satisfied. Document any discernment of the roles within your group. Also, if possible, break your team into groups starting with a team leader who will be responsible for consequences or results, and a team of leaders who can bring distinctive knowledge to the table. Another important role for personal interaction amongst your team is to build trust. Since you have met face-to-face in the past, this is a plus for your team. If your team hasn’t formed a relationship please do so as this will build a culture of trust. Once this is done the team will do well with personal interactions.
  • Since there was a suggestion for your team to select a team leader, the team leader must manage the virtual team’s process. Therefore, he or she must make decisions, and resolve conflicts. The team leader should be conferred with as often as needed for any major decisions, conflicts, or problems; they must be addressed by the leader: The leader is in charge so he or she will always decide for your group. If the leader can implement these suggestions, your team will have a greater possibility of accomplishing the upmost levels of virtual team performance as well as launch your new wireless product before the deadline.

Vtc Team Amoeba 6 10 Vtc Team Amoeba 6 10 Presentation Transcript

  • Virtual Team Project Team Amoeba
  • Team Charter
    • To provide the company with resources and strategies that will help them to work effectively as a virtual team as they collaborate to ensure that their respective groups maintain overall consistency in their marketing campaign for their new wireless product. The end product of which will be to develop a common global marketing strategy for their new product launch.
  • Team Amoeba
    • Daniel Roberts: Will establish and maintain trust and sensitivity, Identify team roles and leadership; maintaining timelines and schedules. Has established and set up Groove workspace.
    • Jeannette Hickman: Will identify effective tools and processes to support brainstorming, decision-making, scheduling and document storing and sharing. Has established PowerPoint Presentation for all team members to contribute through Groove and our team discussion area; will perform final editing of project.
    • Rachal Parson: Will identify team ground rules and norms for personal interaction (for example, how decisions will be made, how conflicts will be resolved, etcetera) and run effective virtual team meetings.
    • Takika Mclellan: Will establish norms for using various communication channels (such as rich/lean; synchronous/asynchronous; one-to-one/one-to-many/many-to-many).
  • Project Team Process
    • Technical and other resources for project completion:
    • Capella’s Discussion Board
    • E-mails such as personal or Capella 
    • Conference Calls – Utilize Free Conference Calls tools 
    • Personal phones such as cell phones and home phones 
    • Yahoo Groups  
    • Groove Workspace- Areas used are Discussion, Calendar, Files, Meetings, and Chat
  • Table of Contents
  • Key Challenges
    • Establish and maintain trust and cultural sensitivity
    • Identify effective tools and processes to support brainstorming, decision-making, scheduling and document storing and sharing
    • Establish norms for using various communication channels
    • Run effective virtual team meetings
    • Identify team roles and leadership
    • Identify team ground rules and norms for personal interaction
    • Maintain timelines and schedules
  • Trust and Cultural Sensitivity
    • In virtual teams trust…
    • is a Nice to have quality.
    • needs to be built immediately.
    • is largely influence by 1 st interactions.
    • 3 Key Factors of Trust
    • Performance Competency
    • Integrity
    • Concern for the Well-Being of Others
    “ Trust builds with the recognition of the contribution that everyone makes. If you make a real contribution people will trust you” - Hank McKinnell (Lipnack & Stamps, 2000) Need
  • Trust and Cultural Sensitivity
    • Cultural differences are not always between people from different countries.
    • Realization that other people think, act, and speak differently.
    • Respect others and view cultural differences as advantages rather than challenges.
    • 6 Dimensions of Culture
    • Power Distance
    • Uncertainty Avoidance
    • Individualism – Collectivism
    • Masculinity – Femininity
    • Long Term – Short Term
    • Context
  • Use an Electronic Meeting System for all Brainstorming sessions
    • Establish and clarify what the mission is and what the meetings objective is.
    • Allow all ideas to come freely without judgment or commentary.
    • Number and note ideas on a public board with mind mapping or visual storyboarding that is viewable by all members of the team.
    Effective Tools and Processes for Brainstorming
  • Scheduling
    • The team will decide in the beginning stages who will attend which meetings and for which meetings attendance will be optional.
    • There will be a group calendar and scheduling system on the team website that will have all scheduled meetings, due dates and participates for all to see and update as needed. Reminder notifications could also be sent from this calendar.
    • Guidelines for scheduling of meetings:
      • Create a preliminary agenda and list of desired outcomes.
      • Attendees will need to know if scheduled meetings are synchronous or asynchronous, when they need to attend, or time line for expectations such as reviewing and commenting on a document.
      • Scheduling of meetings need to take into consideration the difference in time zones.
      • Attendees need to be sent notification of meetings and RSVP within designated time allotment.
  • Document Storing & Sharing
    • The team will have a web site that will have folders for information to be accessed and shared by all team members. There will also be information posted from previous meetings for reference.
  • The Role of Running Effective Virtual Team Meetings
    • Increases Productivity for Senior Marketing Leaders
    • Enhances Work Balance
  • Parameters of Running Effective Virtual Team Meetings
    • Agenda
    • Start on time
    • Prepared and able to share content as necessary
    • Focused on content at hand and interacts with each other
    • Leaves with the group satisfied that knowledge has been transferred, information shared, and progress made
    • End on time
  • Identifying Team Roles 1 Formal Roles 2 Informal Roles
    • Used heavily in large organizations
    • Titles, job descriptions, and personal contracts
    • Often called positions
    • Tend to naturally arise in small groups
    • Often felt more than visible
    The importance of roles rise in virtual teams
  • The Role of Leadership “ One leader makes for a good sound bite, but it takes more than one to lead a successful organization” - Lipnack & Stamps (2000) “ Of course we have headsmen! In fact, we are all headmen…Each one of us is headman over himself!” - Kung Tribe Elder (Lipnack & Stamps, 2000)
  • The Role of Leadership 6 Leadership Roles 2 Types of Leaders
    • Coordinator
    • Designer
    • Disseminator
    • Tech-net manager
    • Socio-net manager
    • Executive Champion
    • Social Leaders
    • Task Leaders
  • The Role of Leadership 6 Leadership Roles 2 Types of Leaders
    • Coordinator
    • Designer
    • Disseminator
    • Tech-net manager
    • Socio-net manager
    • Executive Champion
    • Social Leaders
    • Task Leaders
  • Ground Rules and Norms for Personal Interaction
    • Establish Team Individual Roles
    • Know Your Roles
    • Be Knowledgeable of Resources
    • Hold Each Other Accountable
    • Build A Culture of Trust
  • Decision Making and Resolving Conflicts The team leader should be conferred with as often as needed for any major decisions, conflicts, or problems… Some points to consider : How will your team resolve conflict? Which team member will take charge in case of a team conflict? Who will make decisions for your team?
  • Summary of Key Recommendations
  • References RetrievedMay4,2010from http://www.en.wikibooks.org/.../How_Do_You_Manage_Global_Virtual_Teams%3F Retrieved May 25, 2010 from http:// wwwshrmindia.org /global-and- virtual - team ing Retrieved May 25, 2010 from http://www.wainhouse.com