VIRTUAL TEAMS

Virtual teams:
Virtual teams also known as Geographically Dispersed
Teams(GT) - is a group of individuals who work across
time , space, and organizational boundaries with links
straightened by webs of communication technology.
They have complementary skills and committed to
common purpose, have interdependent performance
goals.

Technology for Virtual Teams :

Web Pages
Web conferences
E-mail
Directories , etc.,

charecteristics
Aggression of team members towards
goal
Multi team membership
Scope for inviting external people to
work together
Collaborate and co-operative,
Objective oriented
Soft skills important in the virtual
teams
TYPES OF VIRTUAL TEAMS
EXECUTIVE TEAMS
PROJECT TEAMS
NETWORKED TEAMS
SUPPORT TEAMS
PARALLEL TEAMS
WORK OR PRODUCTION TEAMS
HIGH PERFORMANCE
TEAMS
Teams are needed in organizations as
a team can achieve things that
individuals cant. They can use the
knowledge and skills of all team
members to arrive at a solution. Being
a part of high performance team
generates ownership and
commitment. It is a highly motivating
experience.
Characteristics of High
performance Teams
Transparency about their vision, mission,
goal
Commitment
Operates creatively
Clarifies Roles and Responsibilities
Well Organized
Builds upon individual climate
Resolves disagreements
Communications
Makes objective Decisions
Recognize celebrates success

Self Managing Teams
These are group of employees, generally small number of
individuals, who takes responsibilities from their former
employees and focus on their own abilities.
Characteristics of self managing Teams.
Should be cross trained in technical abilities
Will have power to plan & Work
Responsible for scheduling , quality, cost and etc.,
Bottom up communications
Big picture
Mobility
Empowerment
Challenge/innovation
Work and celebration




Working environment for self managing
teams

Defined objectives
Small size and stable membership
Access to information
Support by Top Management
Complex and meaningful Task
Recognition and reward
Interpersonal skills




Building Team Relationships

Building Team relationships motivates employees
to perform at their best and increases workplace
productivity.

The following are the ways to build Team
Relationship
Bringing out best in a Team
Being dependent o each other
Relationship- Building even outside of Work
Empowered Teams

Empowerment refers to the sharing of power and authority to
make and implement decisions with non-managerial
employees.

Types of Empowered Teams
Project Teams
Total Customer satisfaction Teams
Work unit Teams
Important for Empowered Teams
Authority
Interaction
commitment



LEADERSHIP ON TEAMS
Alan Keiths Definition: Leadership is ultimately about
creating a way for people to contribute to making something
extraordinary happen.

Qualities for Effective Leadership:
Listening
Gathering information
Refocusing
Supporting
Directing
Checking and Testing understanding
Building on ideas.

Cross Cultural Diversity in Teams
Cross cultural team work is the essential ingredient for
effective organization of functions, both at the national and
international levels . It promotes collaboration as also
innovation.

Types of cross cultural Teams
Token Teams - eg : group of Indians and ONE American
starts a business in Japan
Bicultural Teams eg: TEN Indians and TEN Chinese starts a
project at Hongkong
Multi cultural Teams : eg : 5 Indians, 5 kiwis, 5 Russians and
5 English starts a oil refinery in Middle East.
Group Thinking as a Decision
Making

Characteristics of group Decision Making process
Nature of Problem
Acceptance of Decision
Quality of Decision
Climate of decision Making
Time availability


Effective Decision Making Techniques
for Teams And Groups
Group/team decision Making techniques


Brainstorming Nominal group Technique Electronic
Meeting D
No criticism Meet as Group
E
say welcome need to speak on ideas
L
Quantity is desirable discussion for clarity
P

H

I
CHANGE AGENTS
Change agents 2 kinds
Internal consultants
External Consultants

Role of change consultant
Need to understand the Industry and organization standards
Analyze the existed practices
Compare employee pulse with employers brain
Change requirement
Companys resources status
Hierarchy of the company
Existed HRD practices and identifying new OD interventions
Research about Industry practices
Co-ordination with internal change agents
Respect towards Top management interests
Making communication channels, and tools identification
Act as a bridge between and employer and employee


A sensor of Business environment
Vertical to horizontal functioning
Leadership at all levels
Manager as a catalyst
Shorter time-frame zone
Balancing work and personal life
Maximization of information flow

Strategy formulation
Human resource management
Marketing and sales
Negotiation/conflict resolution
FREEZE CHANGE
Providing support to sustain in embedded change

IMPLEMENTATION CHANGE

MANAGING TRANSITION
Internal change for improvement

COMMUNICATION EFFICIENCY
Developing awareness/winning confidence

CHALLENGING THE STATUS QUO
String the environment of psychological discomfort

DEVELOPING VISIONARY LEADERSHIP
Creating shared vision

PREDICTING AND MANAGING RESISTANCE
Mobilizing commitment

DEVELOPING PROCESS OF CHANGE/CULTURE








THE
END