Presentation on theme: "Virtual teams These are teams that work together and solve problems through computer-based interactions. What are some benefits? Drawbacks? They save time,"— Presentation transcript:
1Virtual teamsThese are teams that work together and solve problems through computer-based interactions.What are some benefits?Drawbacks?They save time, travel expenses, time efficient without interpersonal difficulties. Information gets out quickly, closer customer relations (time efficiency), full time and part-time employees together working together seamlessly, recruitment of talent anywhere, working from home more often. They can also be expanded easily, information shared can be stored online for easy updates and access.There are negatives: no face-to-face interaction can hurt communication process, no real connection to the team.
2Virtual TeamsVirtual teams should begin with social messaging that allows members to exchange information about themselves to personalize the processMembers should be given clear roles so they can focus while working alone and know what others are doing.Members must join and be a part of the team with positive attitudes that support a willingness to work hard to meet team goals.
3Self-Managing work teams Members of a self-managing work team are given the power to decide how they do their jobs and share their work.They plan and schedule their own work, they train members in different tasks, set and attain their own goals.Sometimes, these teams can even hire and fire who they want.
4Self-Managing Work Teams Members are held collectively accountable for performance results.Members have discretion in distributing tasks within the team.Members have discretion in scheduling work within the team.Members are able to perform more than one job on the team.Members train one another to develop multiple job skills.Members evaluate one another’s performance contributions.Members are responsible for the total quality of team products.PARTICIPATION IS VERY IMPORTANT
5How teams workThe way members interact and work together to transform inputs into outputs-Communication -Decision making-Norms-Cohesion-ConflictOrganizational Setting - Resources -Technology-Structures-Rewards-InformationNature of task-Clarity-ComplexityTeam Size-Number of membersMembership Characteristics-Abilities-Values-Personalities-DiversityGroup ProcessAccomplishment of desired outcomes-Task performance-Member satisfaction-Team viabilityTeam EffectivenessInputsThroughputsOutputsFeedbackEffective teams achieve high levels of task performance, membership satisfaction, and future viability.They are open systems.Do you remember open systems?Teams are exactly like bigger scale organizations that are open systems. They take inputs…whatever they are. They turn those inputs into outputs through the group processes. The outputs are going to contribute to the processes…the reaction will change how they do things.
6Group INputsThe nature of the task affects how well a team will be able to complete a job.If a task is clearly defined, it is easier to combine work efforts.If a task is complex, more information needs to be exchanged and there is more intense interaction.Organizational setting also affects how team members relate to each other. -Technology, resources, structures, rewards, and information are going to affect that.Team size will impact relationships. Too big, and relationships struggle. Too small, and you lose out on problem-solving skills.An even-number could result in ties for voting.
7Group ProcessGroup process is the way that team members work together to accomplish tasks.This includes communication, decision making, conflict resolution, etc.The Team effectiveness Equation is:Team effectiveness = quality of inputs + (process gains – process losses)
8Team diversityThis could relate to values, personalities, experiences, demographics, cultures, or anything else.The more similar the membership, the easier it is to manage relationships.The more complex the diversity, the greater mix of ideas, perspectives, and experiences. This helps with problem-solving.DIVERSE TEAMS TEND TO BE MORE CREATIVE THAN HOMOGENOUS ONES.
9Stages of team development There are 5 stages in the life cycle of any team1. FORMING – Orientation and interpersonal testing2. STORMING – Stage of conflict over tasks and working as a team3. NORMING – Consolidation around task and operating agendas4. PERFORMING – Stage of teamwork and focused task performance5. ADJOURNING – Stage of task completion and disengagementOk. Pick a partner…one group of three. You must read the paragraph for your stage. You must come up with a scenario and act it out for at least a minute. Be creative.
10Very poorVery good1. Trust among members2. Feedback mechanisms3. Open communications4. Approach to decisions5. Leadership sharing6. Acceptance of goals7. Valuing diversity8. Member cohesiveness9. Support for each other10. Performance normsWhere you DON’T want to beWhere you DO want to be
11NORMS AND COhesiveness A norm is a behaviour, rule, or standard that members are expected to follow. When they are violated, there should be sanctions, up to and including being kicked out.Teams that have positive performance norms tend to do better.Managers are there to develop norms that achieve objectives. How do they do this?
12Norms and Cohesiveness Act as a positive role modelReinforce the desired behaviors with rewardsControl results by performance reviews and regular feedbackTrain and orient new members to adopt desired behaviorsRecruit and select new members who exhibit the desired behaviorsHold regular meetings to discuss progress and ways to improveUse team decision-making methods to reach agreement.
13Norms and Cohesiveness Cohesiveness is the degree to which members are attracted to and motivated to remain part of a team.People in highly cohesive teams value membership and want to keep relations with other members.Low performanceStrong commitments to negative normsHigh performanceStrong commitment to Positive normsTeam CohesivenessSo. Interestingly, if members of a team like each other, so, if there is high levels of cohesiveness, then they will be very interested in maintaining negative norms. Ideally, you end up with a team with high performance team…where there is a a strong feeling of togetherness and a commitment to the norms of the groups. So how do we achieve this as a manager?Low to moderate performanceWeak commitments to negative normsLow performanceWeak commitments to positive normsPerformance Norms
14Norms and cohesiveness Managers must:1. Induce agreement on team goals2. Increase membership homogeneity3. Increase interactions among members4. Decrease team size5. Introduce competition with other teams6. Reward team rather than individual results7. Provide physical isolation from other teams.Homogeneity is how similar a group is.