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41 Cards in this Set

  • Front
  • Back

Distributed Workforce

Virtual teams are an example of a distributed workforce. Groups of geographically and/or organizationally dispersed coworkers that are assembled using a combination of telecommunications and information technologies to accomplish a variety of critical tasks.

Three boundaries of Distributed Workforce

1. Spatial


2. Temporal


3. Organizational

Spatial Dimension of Virtuality

Individual workers are in different physical locations

Temporal Dimension of Virtuality

Most normal communication & interactions are asynchronous

Organizational Dimensions of Virtuality

Workers not all employed by the same organization, or are working within different parts of the same parent organization

Consequences of Virtual Work

- Cost saving, higher levels of productivity, and improved workers' satisfaction


- Concerns about work group cohesiveness


- Raises issue of management: resistance from the first-line supervisors


- But, teleworking takes certain or organizational styles and discipline


- Yahoo! Case

Temporal Dispersion

Working in different time zones, interacting electronically, or working flexible hours...


Effects of Temporal Dispersion

- Increased work time


- Complexity & difficulty of real-time interactions


- Non-overlapping work hours; Delayed responses


- Stress level

Virtual Team Leaders

Faces resistance from the first-line supervisors

Wave 1 of Virtual Work

Virtual Freelancers


- The emergence of first generation virtual work


- Characterized by freelancing and home office


- The appearance of email networks (technology!)


- Workers: gained control over their work hours, processes, and location


- Employers: flexible hiring, cost saving, and expansion of talent pool

Problems of Wave 2 of Virtual Work

Virtual Corporate Colleagues


Workers - weakened connections to the company (retirement benefits, career development, tech support, or sense of belonging)


Employers - member commitment

Wave 2 of Virtual Work

Full-time, virtual employment


- Employees started to work remotely, without forsaking career development within the company made possible by mobile technology and global teamwork


There was a learning curve after switching to a new mode of work arrangement


- Especially about managing and measuring performance

Problems of Wave 3 of Virtual Work

Too much distribution of labor means...


- Less natural collaboration


- Lack of serendipitous encounters and hallway conversations

Wave 3 of Virtual Work

Virtual Coworkers


- A return to a shared environment, colocation


- The emergence of coworking space


- A well-appointed space for mobile workers


- A local community that offers chances for networking, brainstorming, and collaboration for knowledge workers


- From cubicles to transparent, flexible, communal workspaces

7 Types of Virtual Teams

1. Networked


2. Parallel


3. Project or product-development


4. Work: Functional or production


5. Service


6. Management


7. Action Teams

How to Differentiate Virtual Teams

- Does it have distinct (or fluid) membership?


- Does it have clear work boundaries?


- What is the nature of work?


- Who do they deliver their work to?

Complexity of Virtual Work

- Crossing boundaries of time, distance, and organizations


- Cross-functional teams


- Differences in language, culture and access to technologies


- Multinational corporations

7 Critical Success Factors

1. Human Resource Policies


2. Training and Education


3. Standard Organizational and Team Processes


4. Effective Use of Technologies


5. Organizational Culture


6. Leadership


7. Leader and Member Competencies

Human Resource Policies

- Attribution problem


- Different rewarding systems


- Based on results or efforts?

Training and Education

- On-the-job education


- Technology training


- Consistency across multiple locations

Standard Organizational and Team Processes

- Establish organizational/ team norms


- Clear reporting structure, conflict resolution protocol

Effective Use of Technologies

NOT JUST IMPLEMENTATION!

Organizational Culture

Adaptive, agile, flexible, open and participatory

Leadership

- Communicate about virtual teamwork


- Establish expectations


- Allocate resources


- Especially for travels and technology


- Show modeling behaviors

Leader and Member Competencies

Common Competencies


Leader's Competencies


Member's Competencies

Common Competencies

Selecting and using appropriate technology, networking and collaborating across boundaries

Leader's competencies

Coaching & managing without face-to-face feedback, helping member's transition, building & maintaining trust

Member's Competencies

Project-management techniques, setting personal boundaries, time management, interpersonal awareness

Trust

"the confidence in and willingness to rely on another party under conditions of risk or vulnerability"


- influences the team's success, performance, and collaboration


- Swift, instant trust for virtual team work

Factors in Building Trust

1. Performance and competence:


- Reputation, follow-through, and resources


2. Integrity:


- Standing behind the team & members, consistent & balanced communication


3. Concern for the well-being of others:


- Inclusion, members' transition, awareness of impact

Trust Radius

A LARGE trust radius means someone is more willing to trust others from different locations, cultures, functions, and organizations

Social Identity

The identity that other perceive you as

When does identification influence one's behaviors?

When someone insults or compliments a certain aspect of someone's identification.

Organizational Outcomes of Identification

Cooperation, participation, decision making, task performance, reduced turnover, improved processes in virtual teams

Individual Outcomes of Identification

Enhanced sense of self, reduced uncertainty

Negative Implications of Over-Identification

- Inversely related to effectiveness & creativity in R&D


- Continued commitment to failing projects


- Resistance to organizational change


- Unquestioning about organizational decisions

The Cyclic Model of Organizational Identification Processs

Top-down: sensebreaking and sensegiving


Bottom-up: Enacting identities, interpreting responses, and constructing identity narratives

Importance of Career Identification

Becoming more important because long tenures in organizations are eroding and is relevant to virtual workers so they have a sense of identity associated with their work place

Impression Management Online

Self-disclosure and Impression formation

Self-disclosure

- Sharing personal information: reciprocal trust


- Sharing work-related information: productivity

Impression formation

Reduced non-verbal cues


- Reliance on textual cues


- Importance of small cues