©SHRM 2008 Managing Virtual Work Teams by Frankie S. Jones, Ph.D. Employee and Labor Relations.

©SHRM 2008

Managing Virtual Work Teams by Frankie S. Jones, Ph.D.

Employee and Labor Relations

©SHRM 2008

Managing Virtual Work Teams

This module is divided into three lessons:

> Lesson One: An Introduction to Virtual Teams > Lesson Two: Building a Virtual Team> Lesson Three: Managing Conflict Virtually

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Lesson One: An Introduction to Virtual Teams

At the end of this lesson, you will be able to:

• Define “virtual team”.

• Explain why virtual teams are becoming so common.

• Evaluate the challenges and opportunities of leading virtual teams.

• Discuss the competencies and skills required of virtual team members and their leaders.

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What is a Virtual Team?

• Scholars and practitioners differ on the definition of team and the degree of virtuality.

• The common factor is the predominant use of technology.

• Definition: An interdependent group of individuals who predominantly use technology to communicate, collaborate, share information and coordinate their efforts in order to accomplish a common work-related objective.

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Organizational Opportunities

Virtual teams:• Enable organizations to adapt more quickly to the global

economy.• Leverage talent.• Increase the diversity of perspectives.• Decrease travel and mandatory relocation.• Improve work-life balance and job satisfaction.• Decrease operating costs.

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Team Challenges

Manager• Tracks and coordinates project

tasks.• Measures performance.• Gives formative and

motivational feedback.• Distributes information evenly.• Builds trust.• Understands local issues.• Senses team member conflicts.• Spots talent.• Communicates without the use

of nonverbal cues.

Team Members• Access their manager. • Receive formative and

motivational feedback.• Receive information. • Feel trust for team members

and the manager.• Field local challenges of which

the manager and other team members are not aware.

• Have special talents.• Communicate without the use

of nonverbal cues.

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What is the role of the HR Professional?

• Be proactive by recognizing virtual team trends in your organization.

• Be strategic by planning and implementing policies and procedures that support and institutionalize the virtual team.

• Ensure that virtual managers and team members have the competencies, skills and technologies they need to succeed.

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Competencies and Skills

Manager• Coaches and monitors job

performance (performance management).

• Ensures the appropriate use of information technology.

• Manages across cultures.• Aids team members’ career

development and transition.• Builds and maintains trust.• Networks.• Develops and adapts

standard team processes.

Team Members• Effectively manage projects.• Network.• Use technology effectively.• Can self-manage.• Span boundaries.• Have good interpersonal

awareness.

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Case Study Part I

• Scenario

• Small Group Activity (15 minutes)

• Debrief

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Break for 10 minutes

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Lesson Two: Building a Virtual Team

At the end of this lesson, you will be able to: • Understand the similarities and differences experienced by

virtual teams and collocated teams in the team life cycle.• Explain the characteristics of effective teams and how

those characteristics are enhanced or put at risk when the team is virtual.

• Create a kick-off meeting agenda that outlines the ground rules that should be set for virtual teams.

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Team Life Cycle

Phase What virtual managers should do…

Forming Set clear expectations and ground rules, especially about the appropriate use of technology.

Storming Establish guidelines and model appropriate behavior for resolving interpersonal conflicts.

Norming Monitor virtual team processes and standards and adapt them as needed.

Performing Make sure the team has the tools they need to perform their best.

Adjourning Archive lessons learned and recognize team accomplishments.

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Effective Virtual Teams Have:

> Shared team objectives.> Knowledge of what to do.> Equipment to do it.> Ability to do it.> Desire to do it.

Brown, Huettner, and James-Tanny (2007)

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Set Ground Rules

• Team goals and objectives

• Roles and responsibilities

• Formal and informal communication

• Project and task coordination

• Collaboration

• Relationship and trust building

• Performance management

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Case Study Part II

• Scenario

• Small Group Activity (15 minutes)

• Debrief

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Break for 10 minutes

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Lesson Three: Managing Conflict Virtually

During this session, you will learn how to: • List and troubleshoot common conflicts experienced by

virtual teams.• Evaluate the match between technological tools and

work tasks.• Summarize the best practices of managing virtual

teams.

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Common Conflicts

• Uneven knowledge dissemination.

• Mistrust (e-mail lags).

• Misinterpretation (no socio-emotional cues).

• Relaxed inhibitions.

• Reaching consensus is more difficult.

• Longer to make decisions.

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The Wrong Tool for the Task

• Using IM to make complex decisions with several group members.

• Trying to resolve conflict through e-mail.

• Using a videoconference to ask simple questions.

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Lauren’s Agenda

• Getting-to-Know-You Activity

• Team Goals and Objectives

• Technologies We Will Use (open discussion)

• Virtual Community (pictures and bios)

• Status Reporting

• Team Meetings

• One-on-One Meetings

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Conflict: Tool Not Matched with the Task

• One team member complains that other team members use instant messaging to solve complex problems and a resolution is never reached.

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Module Recap Activity

• In pairs, list five things you’ve learned about managing a virtual team.

• Share at least one of your ideas with the class.

©SHRM 2008 Managing Virtual Work Teams by Frankie S. Jones, Ph.D. Employee and Labor Relations.

Documents

Transcript of ©SHRM 2008 Managing Virtual Work Teams by Frankie S. Jones, Ph.D. Employee and Labor Relations.