This document discusses spontaneous virtual teams (SVTs) and how they can improve organizational performance through information and communication technology. It defines SVTs as independent groups that use technology to communicate, collaborate, and accomplish common work objectives. The document outlines factors that influence SVTs like infrastructure, culture, and leadership. It also discusses key teamwork skills, stages in the SVT lifecycle, challenges faced by SVTs, and how SVTs compare to conventional teams. In conclusion, it suggests that training and managing outsider contributions are important areas for future research on SVTs.

1. Spontaneous virtual teams : Improving organizational
performance through information and communication
technology
By : Group 7 (Trump)
Abhishek Chaudhary - 2017SMN6543
Deepali Singh - 2017SMN6550
Ishanee Bajpai - 2017SMN6522
Vikram Malik - 2017SMN6520
Mayanka Mishra - 2017SMN6667

2. Table of contents
1. What is a virtual team?
2. Factors influencing virtual team
3. Key teamwork skills for spontaneous virtual teams
4. Stages - Teamwork Framework
5. Types of work team
6. The lifecycle of SVT with key attributes
7. Managing virtual team for success
8. Challenges faced by SVTs
9. Comparison-SVTs or Conventional Team
10.Conclusion - Future Research Direction

3. A virtual team or workforce is an
independent group of individuals who
predominantly use technology to
communicate , collaborate , share
information and coordinate their
efforts in order to accomplish a
common work related objective.
What is a virtual team ?

4. LEADER
PRESENCE
Team Framework
Framework for SVTs mainly depends on 3
categories
1.Infrastructure
2.Culture
3.Leadership
Team Development
Culture impacts the way teams
communicate, collaborate, and make
decisions. The way decisions are made
can vary greatly from one country to
another, and leaders need to recognize
these differences. It is therefore critical
that leaders explicitly outline how the
decision process may work.
Vision and Strategy
Companies have to successfully establish
distributed teams for
● Reduction in costs
● Greater utilization of their
employee base
● Increased access to new markets
a larger pool of talent
● Greater diversity of skill sets and
experience to call on
Technology
Ensure you have the right tools in place
to support the team both in terms of
connection and communication but also
in regards to access to resources and
information.
Factors influencing virtual team

5. Key teamwork skills for spontaneous
virtual teams
LEADER
Distributed team leaders must
ensure that their teams and the
individuals within them have real
clarity around core purpose, key
areas of focus, required mindset,
and roles. In this way, the teams are
better equipped to self-organize in
an aligned way even when highly
distributed.
INTERPERSONAL
Ability to communicate or interact
well with other people.Culture
impacts the way teams
communicate, collaborate, and make
decisions.
SELF MOTIVATED
Each member should be self
motivated in order to complete task
in time and willingness to
coordinate with the employees of
different geographical locations.

6. Teamwork Framework
1 2 3 4
Preparation
The objective of this phase
to determine the team
composition and goals
Launch
The Purpose of this phase
consist of establishing
action plan that allows
team to achieve goals
defined in preparation
phase
Performance Management
The purpose of this phase is
to develop the planned
track the progress against
the plan, checking quality
levels , schedule and
budget are being compiled
with.
Disbanding
How to dissolve the virtual
team and reintegrate their
members with other work
team
1 2 3 4

7. Types of work team
1. Hierarchically imposed conventional teams (CTs) Q1
Team members are customarily drawn from same
department/organization and are signed to managed by team
leaders.
2. Hierarchically imposed VTs Q2
Team members can be geographically dispersed but are
assigned and managed by team leaders.
3. Self-organized CTs
Team members are usually drawn from the same
department/organization, but team members are responsible
for task initiation and management.
4. SVTs
Team members can come from different geographic
locations, and task initiation and management are the
responsibility of team members, who communicate with
each other mainly through electronic means.

8. The lifecycle of SVT with key attributes

9. Managing virtual team for success

10. Challenges faced by SVTs

11. Comparison
SVTs or Conventional Team

12. Team initiation and formation

13. Task execution and monitoring

14. Task completion and evaluation

15. Conclusion - Future research direction
In today's fast changing technology enabled business world, opportunities and problems can present themselves suddenly.
SVT provides the direction in 2 possible ways :-
1) Training
• In order to enhance team performance, promotion of SVT among both managers and ground level employees.
• Realizing that every SVT task initiated may not turn directly into organizational products
• To help members build necessary technical and managerial skills for successful SVT collaborations.
2) Managing Outsiders contribution
• The primary concern for inviting outsider's is the threat of security and privacy (access to confidential information)
• Appropriate balance between existing organizational boundaries and its effective management

16. Thank You!