Remote management

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Remote management

  1. 1. Remote management
  2. 2. Culture Remote & virtualAny organization
  3. 3. The manager – Self: Personal attitudes and behaviors which promote / hinders from bringing results.• Am I clear about my role, responsibilities and the way Im being measured?• How do I keep myself aware to my own bias/ interpretations• What is my added value for the team?• Do I know how I’m perceived as manager in other cultures?• How can I meet the different expectations? – Others: The team’s members as individuals (tool of cultural mapping)
  4. 4. The Virtual Team– Basics of building a new team/ developing existing team:– Communicate the new teams purpose & Form together the teams shared objectives– Identify challenges in two levels: task and relationships– Decide on framework/ processes to overcome challenges– Team’s new culture (tool of new team cultural)
  5. 5. Interface back with organizationWhat challenges you expect in implementingthe new culture into the organization?
  6. 6. No team is an island… Back to the organization reality:• Communicate to the team’s strongest interfaces about the expectations/ requests from them, and develop a dialogue.• Negotiate where/ when needed• Act as a role model
  7. 7. So…What can we advise Assi?• Manager: – self awareness, flexibility, on- going improvement – Identifying team member’s expectations (cultural differences)• Team: – Strong structure, organized processes + defined mechanism for communication and conflict resolution – Create a new team culture• Organization: – Set realistic expectations – Communicate, negotiate and be a role model .
  8. 8. Food for thought … Questions to be asked by team’s members…• What does it mean to be managed remotely?• What do should I except from my remote manager?• What are my responsibilities?• What are the main cross cultural challenges of working remotely?

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