The document discusses various aspects of managing virtual teams and doing business in the digital age. It begins by describing how virtual teams rely heavily on communication technologies and how building trust is important given the lack of in-person interaction. It then discusses some of the challenges virtual team leaders face, such as developing trust, effective communication patterns, and managing distributed teams. The document also provides tips for how managers can lead virtual teams effectively, such as picking the right people, focusing on communication, building trust, motivating team members, understanding challenges, and providing support.

1. PhD eng. Tomasz Stefaniuk
Virtual manager
- as a response to the new challenges of the digital age.

2. 2
I see the virtual world ...

3. I see the virtual world ...

4. • Real companies in Second Life
Business in Second Life
4

5. Holograms -cyberspace will be all around you.
• In the very near future, we’ll compute in the physical world, using voice
and gesture to summon data and layer it atop physical objects.
Computer programs will be able to digest so much data that they’ll be
able to handle far more complex and nuanced situations.
• What will this look like? Well, holograms.

6. Augmented reality (AR) Augmented reality glasses (ARG)
• is a live direct or indirect view of a physical, real-world environment
whose elements are augmented (or supplemented) by computer-
generated sensory input such as sound, video, graphics or GPS data.
• As a result, the technology functions by enhancing one’s current
perception of reality

7. The idea of the Internet of Things is that the things around us—home
appliances, vehicles, clothes, soft drink cans, even the street bench should
become Internet citizens, producing and consuming information
generated by other things, by people, or by other systems.
Internet of Things

8. There are three main reasons for this:
• electronic parts have become smaller and cheaper;
• the world is interconnected by communications;
• and people have adopted a digital lifestyle.
if the automobile industry grew so rapidly and dynamically as the electronics
industry in the last thirty years, it is now a Rolls Royce would cost $ 2 and you can
drive to the 2 million miles consumes 4 liters of gasoline….
https://www.youtube.com/watch?v=fFqEx--b7hU
Internet of Things – why now?

9. Communication
• It has revolutionized communications, to the extent that it is now our
preferred medium of everyday communication.
• In almost everything we do, we use the Internet.

10. a click or two is enough…
• Today ordering a pizza, buying a television, sharing a moment with a
friend, sending a picture over instant messaging, reading your local
paper and any news source from anywhere in the world, updated up to
the minute …

11. Personal relationships
• The Internet and Social media have changed our personal space, altering
the way we interact with our loved ones, our friends…..

12. • and our sexual partners …
• Now everyone is connected to everyone else in a simpler, more
accessible, and more immediate way; we can conduct part of our
personal relationships using our laptops, smart phones, and tablets.

13. What distinguishes modern digital business?

14. DIGITAL
Data networks
Intense competition
Globalization
Information age
Technologies
Automation
Low cost high quality
products/services
M
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n
B
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e
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s

15. Technologies
• Three core forces and their combinations are the source of many
technology trends: mobility, social and analytics.
• Cloud computing and industrial technologies - considered enabling
technologies, supporting the technology…

16. Doing business in the digital age: the impact of new ICT developments in the global business landscape. Europe’s vision and action plan to foster digital entrepreneurship.
http://ec.europa.eu/enterprise/sectors/ict/files/ebsn/study_market_analysis_and_foresight_scenarios_report_final_en.pdf

17. Digital Citizenship – Digital Business
• Living in the digital world
– Consumers
– Citizens
– Community leaders
• Making a living in the digital world
– Digital workers
– Global workers

18. Digital Economy
• The digital economy isn’t just about speeding up communication across
borders or changing the skills workers need;
• it is about changing the very nature of consumption, competition and
how markets operate.
How IT technologies are used in:
• sale
• promotion
• recruitment
• relations with customers
• work organization
• project management
• ……..

19. Virtual consumer
19
• More than 32 % of Polish people buy via Internet more than once a week.
Raport PMR "Handel internetowy w Polsce 2013. Analiza i prognoza rozwoju rynku e-commerce 2013-2015", s. 5
M. Rynkiewicz, To był dobry rok w Polskim E-commerce. Święta to potwierdzają, [w:] "E-commerce Raport",
www.interaktywnie.com/biznes/raporty, s. 28.

20. Virtual forms of collaborations

21. 1. Teleworking
Telework is working regularly from a place other than the office, in most
cases from a home office.
It utilises information and communications technology to stay connected to
colleagues and work systems.

22. 2. Virtual team

24. 3. Virtual organization

25. Virtual company
• A virtual organization or company is one whose members are
geographically apart, usually working via networked computer
applications while appearing to others to be a single, unified
organization with a real physical location
• an organization distributed geographically and whose work is
coordinated through electronic communications.
• A virtual organization is a “business without walls”

26. 4. communities of practice
are groups of people who share a passion for something that they
do, and who interact regularly to learn how to do it better.

27. Wirtual challenges for managers

28. Challenges
Creating virtual teams is not as easy as pulling together a cross-functional
team to solve a problem.
Because the make-up and locations of the team can be quite
heterogeneous, unprepared team members collide with many various
things:
• mistrust
• cultural differences
• co-ordinating work logistics
• group dynamics
• leadership
• (Based on: J.A. George, Virtual Best Practice, Teams Magazine, November 1996, pp.38-
45.http://www.workteams.unt.edu/literature/paper-ccantu.html)

29. Virtual team Effectiveness - diferent??
• Because of virtual work specific, two from effectiveness factors have the
greatest influence in this form of work. That factors are: communication
and trust. Team effectiveness factors
communicationtrust
teamwork Team effectiveness
Virtual
environment
critical
factors
Measuring acceptable task output
Measuring capability of members
to work together in future
- Mission, objectives and goals
- Reward systems and support
- Environmental uncertainty,
- Time stress
- Team size, structure
and cohesion
- Leadership
- Individual Knowledge,
skills and attitudes
- Task complexity,
organisation and type
-Sufficiency of material
resources
- ………..
-…………
-…………
•rating scale for teammembers
and customers satisfaction;
•motivation level,
•mrequency of teammembers
complaints
•acquired skills
•increase of the teammembers'
knowledge
•Percentage of goals achieved;
•customers satisfaction;
•Time to complete a task
•Percentage of users successfully
completing task
•Tasks completed per unit time;
•Monetary costs of performing the task
•Average accuracy of completed tasks
Team effectiveness factors
communicationtrust
teamwork Team effectiveness
Virtual
environment
critical
factors
Measuring acceptable task output
Measuring capability of members
to work together in future
- Mission, objectives and goals
- Reward systems and support
- Environmental uncertainty,
- Time stress
- Team size, structure
and cohesion
- Leadership
- Individual Knowledge,
skills and attitudes
- Task complexity,
organisation and type
-Sufficiency of material
resources
- ………..
-…………
-…………
•rating scale for teammembers
and customers satisfaction;
•motivation level,
•mrequency of teammembers
complaints
•acquired skills
•increase of the teammembers'
knowledge
•Percentage of goals achieved;
•customers satisfaction;
•Time to complete a task
•Percentage of users successfully
completing task
•Tasks completed per unit time;
•Monetary costs of performing the task
•Average accuracy of completed tasks

30. The Growing Need for Trust
• As business relies more and more on technologies and infrastructures
that reduce geographical distance.
• A key question in the digital economy is: “How can you do business with
somebody that you do not see?.

31. Virtual Communication
• Communication between individuals of remote teams has to rely almost
exclusively on IT.
• When individuals are working together toward a common goal, the
success of their undertaking depends, to a large extent, on the
information exchanged, which is heavily dependent on the quality of
communication between those involved.
• Factors such as the emotional atmosphere, the social and cultural
context, as well as nonverbal aspects may not be neglected.

32. • A correlation between particular efficiency factors for the
communication process with the efficiency elements of the virtual team
working was also observed while conducting empirical research in 2010.
• Initially parsing out a group of randomly selected teams having varied
business profiles operating in the territory of Poland, 10 teams meeting
the criteria of virtuality were chosen (teams where team members are
dispersed in terms of time and space, and communication among team
members is effected by the use of telecommunication and IT tools).

33. Findings…
• During surveillance it was proved that specific elements for the
functioning of the communication system within a virtual system (access
to information, correct understanding of messages sent, anticipation
time for reply, or support from the head/team members) are correlated
with the following efficiency factors:
• average accuracy and reliability of performing the tasks completed;
• final product quality;
• task accomplishment on a timely basis;
• manner of planning and organizing the team work;
• manner of defining and resolving problems across a team.

34. A dependency chart between the final product quality, access to
information and appropriate understanding of messages sent

35. Findings…
Equally, they affect all elements of job satisfaction among team members
identified in the research, as well as their capacity for future work in the
team:
• satisfaction with participation in the team;
• satisfaction with the selection of team members;
• satisfaction with the atmosphere within the team;
• satisfaction with the manner of team management;
• satisfaction with the performance of the team;
• a degree of motivation to work in a team.

36. Hambley, L.A., O’Neill, T.A., & Kline, T.J.B. (2007). Virtual team leadership: Perspectives from the field.
International Journal of E-Collaboration, 3(1), 40-64.
• Leadership Skills
• Project Management
• Standard Operating Procedures
• Communication Plan
• Effective Use of Media
Virtual Team Leader Skills

37. 11–37
Managing Virtual Teams Challenges:
– Developing trust
• Exchange of social information.
• Set clear roles for each team member.
– Developing effective patterns of communication.
• Keep team members informed on
how the overall project is going.
• Don’t let team members vanish.
• Establish a code of conduct to avoid delays.
• Establish clear norms and protocols for surfacing assumptions and
conflicts.
• Share the pain.

38. How manager can lead a virtual team effectively?
1. Pick the Right People – be sure that they are able to handle the
challenges of virtual working.

39. How manager can lead a virtual team effectively?
2. Focus on communication – use online tools, communication
channels in addition to VoIP, video chat, phone and email:

40. How manager can lead a virtual team effectively?
3. Build trust – manager should look for opportunities to bring people
together informally

41. How manager can lead a virtual team effectively?
4. Motivate for success - set aside time to check in with each team member
regularly about achievements, targets and problems

42. How manager can lead a virtual team effectively?
5. Understand the Challenges – ask team members regularly about the
challenges that they face and coach them to explore solutions

43. How manager can lead a virtual team effectively?
6. Provide support – manager shoud give each team member the guidance
and support that they need