Transition to a VIRTUAL Workspace,
Strategies & Benefits
Researchers argues that organizations that utilize the structure of virtual teams attract and retain key talents due to the fact that the virtual workspace is characterized by its flexibility which in all essence is a motivator for job fulfilment for most employees. For most organizations, the implementation of the virtual team concept reduces operational cost and travel time for employees. However, notwithstanding of all the gains that come to virtual work teams, the absence of consistent strategic planning and monitoring, these gains will not be realized. Confidence is a vital element needed in establishing a united and efficient team and this however, becomes very …show more content…
According to Duarte and Tennant Snyder (2000), they stated that for trust to be built in a virtual team, there must be the following
a. Knowledge and competence, which describes the conviction of the individual skills of the group,
b. Integrity, which refers to credibility and honesty
c. Relationship between teams especial the success of other team members.
Furthermore, Lanx managers in Delhi, are therefore recommended to support the following strategies in creating a very united and effective virtual work team
a. Communication: All employees in the virtual station must brought together through communication and there must be a free dissemination of information at a frequent …show more content…
Lanx as a foremost textile giant is committed to driving this concept and we encourage all employees to embrace the structure and practicability of the virtual team.
References
Duarte, D. and Tennant Snyder, N. (2000), Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed, CA: Jossey-Bass Publishers.
Gratton, l. (2008). ‘Counterpoint’, People & Strategy, 31(3), pp.9
Jarvenpaa, S. L. and D. Leidner, (1999), 'Communication and Trust in Global Virtual Teams ', Organisational Science, 10(6) pp.791-815.
Kayworth, T. R., & D. E. Leidner, (2002) ‘Leadership Effectiveness in Global Virtual Teams’, Journal of Management Information Systems, 18 (3) pp.7-40
Kruyt, M., J. Malan, & R. Tuffield, (2011) 'Three Steps to Building a Better Top Team ', Mckinsey Quarterly, 1 pp.113-117
Singh A.K, and N. Muncherji (2007) 'Team Effectiveness and Its Measurement: A Framework’, Global Business Review, 8(1), pp.119-133
Symons J, & C. Stenzel (2007) ‘Virtually borderless: an examination of culture in virtual teaming’, Journal of general management. 32(3),
Strategies & Benefits
Researchers argues that organizations that utilize the structure of virtual teams attract and retain key talents due to the fact that the virtual workspace is characterized by its flexibility which in all essence is a motivator for job fulfilment for most employees. For most organizations, the implementation of the virtual team concept reduces operational cost and travel time for employees. However, notwithstanding of all the gains that come to virtual work teams, the absence of consistent strategic planning and monitoring, these gains will not be realized. Confidence is a vital element needed in establishing a united and efficient team and this however, becomes very …show more content…
According to Duarte and Tennant Snyder (2000), they stated that for trust to be built in a virtual team, there must be the following
a. Knowledge and competence, which describes the conviction of the individual skills of the group,
b. Integrity, which refers to credibility and honesty
c. Relationship between teams especial the success of other team members.
Furthermore, Lanx managers in Delhi, are therefore recommended to support the following strategies in creating a very united and effective virtual work team
a. Communication: All employees in the virtual station must brought together through communication and there must be a free dissemination of information at a frequent …show more content…
Lanx as a foremost textile giant is committed to driving this concept and we encourage all employees to embrace the structure and practicability of the virtual team.
References
Duarte, D. and Tennant Snyder, N. (2000), Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed, CA: Jossey-Bass Publishers.
Gratton, l. (2008). ‘Counterpoint’, People & Strategy, 31(3), pp.9
Jarvenpaa, S. L. and D. Leidner, (1999), 'Communication and Trust in Global Virtual Teams ', Organisational Science, 10(6) pp.791-815.
Kayworth, T. R., & D. E. Leidner, (2002) ‘Leadership Effectiveness in Global Virtual Teams’, Journal of Management Information Systems, 18 (3) pp.7-40
Kruyt, M., J. Malan, & R. Tuffield, (2011) 'Three Steps to Building a Better Top Team ', Mckinsey Quarterly, 1 pp.113-117
Singh A.K, and N. Muncherji (2007) 'Team Effectiveness and Its Measurement: A Framework’, Global Business Review, 8(1), pp.119-133
Symons J, & C. Stenzel (2007) ‘Virtually borderless: an examination of culture in virtual teaming’, Journal of general management. 32(3),