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Implementing Virtual Teams : A Guide to Organizational and Human Factors.

By: Contributor(s): Material type: TextTextPublisher: Oxford : Taylor & Francis Group, 2004Copyright date: ©2004Edition: 1st edDescription: 1 online resource (206 pages)Content type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9780566089671
Subject(s): Genre/Form: Additional physical formats: Print version:: Implementing Virtual TeamsDDC classification:
  • 658.4022
LOC classification:
  • HD66 .E49 2004
Online resources:
Contents:
Intro -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Acknowledgements -- Introduction -- PART I: When Should We Use Virtual Teams? -- 1 The Move Towards Virtual Working -- 2 What are Virtual Teams? -- 3 Why Virtual Teams? -- 4 What Have Traditional Teams Taught Us? -- PART II: What We Need to Know When Implementing Virtual Teams -- 5 Technology for Virtual Teams -- 6 Why Not Virtual Teams? -- 7 Are Certain Jobs More Suited to Virtual Working than Others? -- 8 Virtual Team Complexity -- 9 Managing Virtual Workers -- 10 Success Strategies -- 11 Communication Strategies -- 12 Supporting the Virtual Team -- 13 Implementing Change -- 14 Survey of Virtual Teams in UK Industry -- PART III: Case Studies of Virtual Teams in Industry -- Introduction -- Conclusions from case studies -- PART IV: Guidelines and Tools for Virtual Team Success -- Introduction -- 1 Produce Personal Profiles -- 2 Develop Virtual Socializing Skills -- 3 Agree a Code of Conduct Protocol -- 4 Agree a Communication Protocol -- 5 Produce a Meetings Protocol -- 6 Generate a Project Implementation Plan -- 7 Plan for Training and Competency -- 8 Produce a Reporting and Recording Protocol -- 9 Design a Central Knowledge Base -- 10 Agree a System for Performance Measurement -- 11 Set a Strategy for Team Evaluation -- 12 Develop Recognition and Reward Policies and Systems -- PART V: Epilogue -- In Conclusion -- Further Resources -- Index.
Summary: Many organisations worldwide are currently exploring the potential gains to be made from working with virtual teams. Although many different things are meant by use of 'virtual' (and indeed by 'teams'), usually it denotes groups of people with common purpose and goals working in different locations and often different time zones; they will be interconnected via a variety of telecommunications networks, perhaps including the Internet and intranet, video conferencing, shared white boards, as well as telephone, mail and email. For organisations implementing such virtual teams there is a great need for guidance, in terms of the organisational structure and support which needs to be put in place. This book offers a practical guide to developing virtual teams, providing both an overview of what is involved and also a clear simple framework around which organisations can build their own implementation process. Although the different support technologies are discussed (at a generic level), the thrust of the book is on the organisational and human factors issues which must be addressed to make virtual teams a success. It contains detailed case studies to show how virtual teams work and where they can go wrong.
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Intro -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Acknowledgements -- Introduction -- PART I: When Should We Use Virtual Teams? -- 1 The Move Towards Virtual Working -- 2 What are Virtual Teams? -- 3 Why Virtual Teams? -- 4 What Have Traditional Teams Taught Us? -- PART II: What We Need to Know When Implementing Virtual Teams -- 5 Technology for Virtual Teams -- 6 Why Not Virtual Teams? -- 7 Are Certain Jobs More Suited to Virtual Working than Others? -- 8 Virtual Team Complexity -- 9 Managing Virtual Workers -- 10 Success Strategies -- 11 Communication Strategies -- 12 Supporting the Virtual Team -- 13 Implementing Change -- 14 Survey of Virtual Teams in UK Industry -- PART III: Case Studies of Virtual Teams in Industry -- Introduction -- Conclusions from case studies -- PART IV: Guidelines and Tools for Virtual Team Success -- Introduction -- 1 Produce Personal Profiles -- 2 Develop Virtual Socializing Skills -- 3 Agree a Code of Conduct Protocol -- 4 Agree a Communication Protocol -- 5 Produce a Meetings Protocol -- 6 Generate a Project Implementation Plan -- 7 Plan for Training and Competency -- 8 Produce a Reporting and Recording Protocol -- 9 Design a Central Knowledge Base -- 10 Agree a System for Performance Measurement -- 11 Set a Strategy for Team Evaluation -- 12 Develop Recognition and Reward Policies and Systems -- PART V: Epilogue -- In Conclusion -- Further Resources -- Index.

Many organisations worldwide are currently exploring the potential gains to be made from working with virtual teams. Although many different things are meant by use of 'virtual' (and indeed by 'teams'), usually it denotes groups of people with common purpose and goals working in different locations and often different time zones; they will be interconnected via a variety of telecommunications networks, perhaps including the Internet and intranet, video conferencing, shared white boards, as well as telephone, mail and email. For organisations implementing such virtual teams there is a great need for guidance, in terms of the organisational structure and support which needs to be put in place. This book offers a practical guide to developing virtual teams, providing both an overview of what is involved and also a clear simple framework around which organisations can build their own implementation process. Although the different support technologies are discussed (at a generic level), the thrust of the book is on the organisational and human factors issues which must be addressed to make virtual teams a success. It contains detailed case studies to show how virtual teams work and where they can go wrong.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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