| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "DEVELOPING IMPLEMENTING VIRTUAL TEAMS": |
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Developing and Implementing Virtual Teams, 2005.
This paper discusses the concept of virtual teams.
2,486 words (approx. 9.9 pages), 4 sources, APA, $ 87.95
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Abstract
The writer explains that virtual teams are making it possible to bring together experts from remote locations so that they can work together electronically as though they were in the same room. This paper discusses the virtual team concept, keys to implementing it successfully, specialized software that can be used to support it, and suggestions from some managers experienced at using it.
From the Paper
"Virtual teams are making it possible to bring together experts from remote locations so that they can work together electronically as though they were in the same room. This paper discusses the virtual team concept keys to implementing it successfully specialized software that can be used to support it and suggestions from some managers experienced at using it. Virtual teams are justifiably one of the most lauded ... "
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Virtual Teams Management, 2002.
Examines the technology needed to facilitate virtual teams and what unique managerial features this set up entails.
5,712 words (approx. 22.8 pages), 16 sources, APA, $ 137.95
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Abstract
This paper answers the following questions: What are some of the challenges unique to managing virtual teams? What are common causes of failure in virtual team arrangements? How does a manager create a sense of team among people who spend little or no time in the same physical space? What can managers do to foster successful virtual teams?
Table of Contents
Abstract
A day in the Life of a Virtual Team
What is a Virtual Team ?
Challenges in Managing Virtual Teams?
Globalization
Managing Workforce Diversity
Dealing with Temporariness
Causes of Failure in Virtual Team Arrangements?
Battling Remoteness
Overcoming Communication Obstacles
Tackling Geography
Technology Challenges
Leveraging the Differences
Addressing Division of Labor
Successful Virtual Teams Management
Building Trust
Isolation
Building Cohesion and Team Identity
Summary
Works Cited
Other Works Consulted
From the Paper
"A day in the life of a virtual team If you were to spend a day watching a virtual team in action, it might look something like this. Joe, a sales representative managing a five-state territory, began his day in Atlanta, which is over 600 miles from his home office and over 3000 miles from corporate headquarters. Upon leaving his first meeting of the day, he was asked to return the following day, first thing in the morning, to present to executive management. There was only one hitch. In an effort to get executive management to the meeting, Joe promised that the presentation would include existing customer satisfaction testimony, a live demonstration of how the products would effectively solve their technical operations issues, a walk through of a return on investment analysis, a discussion on deployment timeframes, and that there would be time for Q&A with management and developers at the end of the meeting. Joe also had three more meetings to get to that day before he could start to prepare for the next morning."
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Virtual Teams, 2008.
This paper describes the use of virtual teams in organizations.
2,225 words (approx. 8.9 pages), 7 sources, APA, $ 69.95
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Abstract
This paper explains that the emergence of virtual teams is satisfying the needs of different organizations because of globalization, mergers and acquisitions of companies in different geographical locations. The author points out that, with recent developments in the field of communication technology, traditional teams are being replaced by a virtual teams. The paper defines virtual teams as a collection of people, specifically tailored to the task that needs to be completed, relying on electronic forms of communication to accomplish its goals, across time, space and organizational boundaries. The author states that virtual teams reduce costs, permit the organization to work 24 hours a day and enhances the employment of the best people. The paper stresses that developing a virtual work team is not so different from developing a centrally located team.
From the Paper
"Virtual teams are supported by both hardware and software. The common hardware that is used includes telephones, computers, modems or network cards, and communication links such as the telephone system and local area networks (internet access). Several kinds of technologies including video conferencing, groupware software, newsgroups, bulletin boards, electronic mail, and intranets can assist in making work coordination for virtual teams relatively simple and highly effective. Desk top video- conferencing in addition to "traditional" video conferencing are now being used."
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Virtual Teams, 2005.
An overview of the concept of virtual teams and their application to a beer company .
900 words (approx. 3.6 pages), 11 sources, $ 35.95
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Abstract
This paper considers training and development for a virtual team concept for a beer company expanding operations in Italy and Germany, noting how the team concept has become more common in recent years. It looks at how it has been used with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, with teams serving to improve coordination and cooperation, empower people, direct creativity and innovation and cut costs.
From the Paper
"The move by this beer company to expand operations in Italy and Germany will follow the virtual team concept and requires particular emphasis on training and development, especially with reference to the creation of virtual teams. Italy and Germany are selected for their particularly advanced status as countries with strong brewing culture and so with an already-trained workforce for this sort of expansion. Longenecker and Neubert (2000) note how the use of teams has become more common in recent years and has been seen with problem-solving teams, cross-functional planning teams, sales teams, technology integration teams, and so on. Teams serve to improve coordination and cooperation, empower people, direct creativity and innovation, and cut costs. "
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Virtual Teams, 2005.
An examination of the issues concerning the virtual workplace and virtual teams.
3,874 words (approx. 15.5 pages), 17 sources, MLA, $ 105.95
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Abstract
This paper proposes a study to identify the issues and concerns that affect the effectiveness and ability of virtual teams to operate at their highest potential. It looks at how decentralized and independent work centers and factories are an important part of modern organizations and how high levels of accountability and interaction are needed between these different cells or centers. The virtual workplace is defined as one in which the employees work remotely from the organization, that is away from managers and peers.
Outline
PART 1-Relationships
Developing Relationships
Confounding Variables
Relationships that Need to be Studied
Summary
Part II-- Methods and Design
Research Methods and Designs
Strengths and Weaknesses
Research Methods and Designs
Conclusion
Bibliography
From the Paper
"Virtual teams are never in physical proximity with each other. The bonding and familiarity that comes from working together is absent. Virtual teams are very task-focused. (Joinson, 2002) Studies indicate that virtual teams communicate differently as compared to those that interact face-to-face. (Warkentin, Sayeed and Hightower, 1997) In the former case, results and outcomes are very important in establishing the value of the team member. The managing and training of the team is important. Many concepts and tools used in traditional organization can be applied to virtual teams. Virtual teams however, also need more support and guidance than traditional teams. Technology plays a very critical role in the stability and success of the virtual team. Team members have to understand and embrace that the constant learning and training is required to keep up with new technology."
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Virtual Teams, 2002.
Discussing how remote management is quickly becoming a common issue with medium to large companies, and usually occurs when two companies merge or expand.
6,020 words (approx. 24.1 pages), 27 sources, APA, $ 142.95
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Abstract
This paper examines how, with current technological advancement, remote management is becoming a viable option for multi-national companies. It explains that along with remote management, virtual work teams emerge. The focus of the paper is an analysis of the effectiveness of virtual teams. It describes what is needed to support a virtual team and the methods and procedures for organizing a flourishing virtual team.
Table Of Contents
Effective Work Performance Methods
Work Performance Measurement Software
Supporting a Virtual Team
The Importance of Cultural In Remote Management
Corporate Culture
Location Culture
Office Culture
Team Culture
Application of XBRL for Business Reporting
Hardware
Software
Costing
From the Paper
"Remote management is quickly becoming a common issue with medium to large companies, and usually occurs when two companies merge or expand. ?This is how it is supposed to go: Company A meets Company B. At first they bicker, but you know its love. They dance about, they clinch, and they merge. Company AB lives happily ever after and eventually spins off a few little ones. Ahhh?isn?t that sweet? But let?s face it; it doesn?t always go that way.? (Bodnar, 2001). It doesn?t always go that way because of many reasons, but one of the most important reasons becomes remote management. This affects many areas such as a company?s culture and business practices, communications, individual management styles, employee recognition and production, and computer/information systems. For merging and expanding companies to be successful, they must be able to master remote management. The following dialogue will discuss issues with remote management and some ?real-life? solutions that can be applied."
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Virtual Teams, 2005.
Examines the concept of virtual teamwork in the age of modern technology.
700 words (approx. 2.8 pages), 7 sources, MLA, $ 24.95
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Abstract
Global and multinational companies are increasingly relying on virtual teams to perform task and operations. This paper shows that the advent of better and more efficient methods of communication like cell phones, the internet and better media like broadband and Local Area Network (LAN) have made the concept of remote working possible and a reality. The virtual workplace is defined as one in which the employees work remotely from the organization, that is away from managers and peers. The paper explains that teams are very "fickle"-the same conditions and environmental factors may produce different results based on the team members. This problem only gets intensified when teams are not in close physical contact and the bonding and familiarity that comes from working together is absent.
From the Paper
"Decentralized and independent work centers and factories are an important part of modern organizations. High levels of accountability and interaction are needed between these different cells or centers. An advanced level of networking between centers is required. It makes this structure feasible especially since the teams and the work centers are often geographically dispersed. The size of the team, the task for which the team is set up and the roles and duties of individual member of the team all play an important role in ensuring the success of a virtual team."
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Team-Creation and Team-Building, 2004.
This paper is an extensive discussion of the use of teams for organizational operation and management in both the public and the private sectors.
35,210 words (approx. 140.8 pages), 102 sources, APA, $ 249.95
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Abstract
This paper discusses that teams go through various stages of development and changes based on the environment and the task to be undertaken. The paper points out that teams have problems of their own, problems that can ruin or seriously hurt the organization. The paper stresses that methods of decision making, trust and mutual respect, and the level of team member accountability can help improve the morale and performance of the team.
Table of Contents
Introduction
History of Organized Labor and Teams
Building an Effective Team
Team Member Selection and Requirements
Team Development Stages
Characteristics of an Effective Team
Decision Making in Teams
External Factors in Team Dynamics
Performance and Rewards for Team Members
Organizational Environment
Organizational Structures
Organizational Systems
Organizational Knowledge
Organizational Values and Culture
Types of Teams
Classification Based on the Environment for which the Team is Setup
Functional Teams
Hierarchy Teams
Organic Team
Management Teams
Classification Based on the Operational Tasks for which the Team is Setup
Work Teams
Project Teams
Focus Teams
New Product/Service Design Team
Classification of Teams based on the Control and Power Team Members Possess
Self-Managed/Empowered Teams
Controlled Work Teams
Classification Of Team Based On The Objectives For The Organization
Tactical Teams
Problem-Solving Teams
Creative Teams
Learning Teams
Classification of Teams based on Organization Representations
Teams from within the Industry (National/Global)
Teams from within the Organization
Global Diversified Teams
Virtual Teams
Classification of Teams based on the Studies by Researchers in the Field
Communication Needs in Teams
Types of Communication
Mediums Used in Team Communications
Frequency, Volume and Value of Communication
Communication Goals
Managing Conflicts and Team Dynamics
Dissonance and Conflicts
Teams and Conflicts
The Work Environment and Conflicts
Culture and Conflicts in Teams
Need for Controlled Conflict in Teams
Types of Conflict
Conflict Management in Teams
Team Leadership
Leadership based on the Team Classification
Leadership and Trust
Leadership Styles and Team Members Cognitive Abilities
Team Leadership Styles Displayed
Leadership in Global Team Settings
Motivating of Team Members
Social and Biological Impact on Motivation
Motivational Theories
Motivation and Learning Theory
Training of Team Members
Trust in Teams
Conclusion
From the Paper
"Blind trust can be very damaging for team members. This is especially important if the teams are not in close proximity or do not correspond and interact frequently. Teams and team members need to set up boundaries and limits to enable trust building between members of the team. When trust is broken, effective measures have to be undertaken to identify the reason for breaching the trust and the suitable ?punishment? or reprimand that might be needed based on the situation."
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Teams and Team Work, 2007.
This paper discusses the relationship between motivation, group dynamics and team leading.
4,701 words (approx. 18.8 pages), 11 sources, MLA, $ 121.95
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Abstract
The paper shows how motivational techniques have a positive impact on the functioning of groups as well as on the process of team leading. The paper discusses the expectancy theory regarding the theme of motivation. The paper looks at group dynamics and focuses on the five stage model of forming- storming- norming-performing and adjourning. The paper explores leading teams and the need to create effective teams.
Outline:
Abstract
Purpose
Background
Approach
Limitations
Motivation
Group dynamics
Team leading
Recommendations
Conclusion
From the Paper
"The contemporary tendencies in the field of business impose the use of teams and team work in order to render companies more competitive and more successful. Human resources have become a strategic asset for any organization, regardless of its filed of action. Under these circumstances, the importance of a coherent functioning of teams within a company has become fundamental. The direct implication of this fact is to be found in the area of motivation. The expectancy theory provides a complex analysis instrument from this point of view, helping us to understand the relation between the expectations that people have and the amount of effort that they would be willing to make in order to achieve a goal. In addition, the rules of efficient team leading and the control of group dynamics must be underlined as being relevant for the successful running of business."
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Virtual Organizations And Virtual Offices, 2002.
A look at running a virtual organization.
650 words (approx. 2.6 pages), 3 sources, $ 26.95
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Abstract
This three-page undergraduate paper compares and contrasts virtual organizations and virtual offices. The paper discusses the pros and cons of the two and comes to a conclusion.
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Work Teams, 2004.
This paper discusses the advantages and disadvantages of work teams, a group of people who have complementary skills and a higher commitment to common goals.
6,285 words (approx. 25.1 pages), 35 sources, MLA, $ 146.95
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Abstract
This paper explains that, to work effectively, work teams need good structure and guidelines, which is a difficult and very complicated issue to handle for both the team and the management. The author points out that specialization, standardization, and centralization are the primary characteristics in jobs today. The paper relates that virtual teams are never in physical proximity with each other, and so the bonding and familiarity that comes from working together is absent.
Table of Contents
Introduction
Worker Involvement and Management Tools
Advantages of Team Working from the Managerial Standpoint
Example 1: Virtual Teams at Boeing
Example 2: Teams and the Automobile Industry?examples of Saturn and Chrysler
Disadvantages of Team Working from the Managerial Standpoint
Example 1: Impact of Teams on the Electronic Industry
Example 2: Failure at Improving Performance Rating and Negative Effects on Evaluations
Conclusion
From the Paper
"The Japanese first initiated the quality revolution in the 1960?s with the help from many American thinkers like Deming and Juran. Japan is a country of limited natural resources and optimization of all available resources was critical for profitability. Japan also entered the international market with many of their products only to realize that many of the products did not match the standards expected in the U.S. and Western Europe. The Japanese industry was also going through excessive restructuring and layoffs were creating a severe morale problem among the workforce. Toyota first introduced the concepts of Just-in-Time (JIT) production system and Total Quality Management (TQM) was also gaining popularity. Up to that point, most organizations used the concept of Acceptable Quality Limits (AQL) for their manufacturing and production. Lower inventories require better quality work and therefore the worker requires better training."
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Technimanagement Report: Teams at Texas Instruments, 2002.
Discusses the concept of the work team and the use of work teams at Texas Instruments.
1,400 words (approx. 5.6 pages), 7 sources, $ 53.95
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Abstract
The concept of the work team has grown in its application in the past decade. This discussion analyzes the use of work teams at Texas Instruments (TI). All TI employees receive team training to prepare them for work as team members. However, teams are only developed when they are the most appropriate solution to the problem-at-hand. Most importantly, TI is committed to self-directed work teams not simply work teams.
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Building Self-Managed Teams, 2004.
An overview of how to build and manage self-managed teams within an organization.
800 words (approx. 3.2 pages), 4 sources, APA, $ 28.95
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Abstract
Self-managed teams are teams within an organization that are supervised by the team members themselves. This paper examines how, before implementing self-managed teams as a business strategy, organizations must first determine their purpose, their advantages, and how best to build and sustain them, to determine if it is an effective strategy for their unique organizational goals. As such, this paper reviews the current research on self-managed teams to determine these factors. In the end, this paper concludes that self-managed teams have a variety of purposes, have numerous advantages, and are fairly straightforward to build and sustain. The writer points out that these factors make self-managed teams a worthwhile endeavor for a variety of organizations hoping to gain a competitive advantage in their industry.
From the Paper
"By implementing self-managed teams, organizations can replace their hierarchical thinking. Self-managed teams take the collective team?s knowledge, skills, and motivation and turn it into a commanding synergistic tool for the organization. Self-managed teams, the researchers found, not only increased employee satisfaction with their work, but also increased employee commitment, improved management-employee communications, increased efficiencies, and reduced costs. (Rudolph & Sashkin, 2002)"
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High Performance Teams, 2007.
This paper discusses the importance of teams and teamwork within a business and looks at problems in the creation of high performance teams.
3,445 words (approx. 13.8 pages), 19 sources, MLA, $ 97.95
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Abstract
In this article, the writer notes that obstacles between various business units are being broken down by reinventing and streamlining various business processes. The writer points out that the aim is to create work flows which are horizontal in nature so that one can see a reduction in vertical work flows. Business teams are at the central point of these new horizontal work flows. The writer discusses that although teamwork has shown to produce dramatic results, building successful team structures, particularly at the primary level, has shown to be a problem for many companies. In this paper the writer synthesizes the challenges and barriers to creating high performance teams composed of outsourced and non-outsourced resources.
Outline:
Introduction
Challenges in Creating High Performance Teams for Non-Outsourced Resources
Challenges in Creating High Performance Teams for Outsourced Resources
Understanding of Team Background and History
Participation with the Team Members
Proper Communication
Cohesiveness
Constructive Atmosphere
Setting up of Adequate Standards
Lack of Understanding of Structure and Organization
Conclusion
From the Paper
"Barsoux writes that cultural differences strongly influence team performance. For instance, workforce in Germany believes that trust is about keeping one's word. Dependability is considered equivalent to trustworthiness. Meeting deadlines and promises is considered to be vital for building trust. If a project is not going to be completed upon the given time and date, then it is expected that this news is given in advance so that the other alternatives can be considered. However, in United States consistent eye contact is considered to be a strong indicator of trust. It shows respect and sincerity towards others. In India and Pakistan, on the other hand, eye contact indicates aggression towards another person. Therefore, managing cultural differences are a huge challenge in this global economy."
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High-Performance Teams, 2005.
Explores the attributes of high performance and defines a model for superior team development within organizations possessing similar geographic, diverse, and resource allocation metrics.
4,658 words (approx. 18.6 pages), 15 sources, MLA, $ 120.95
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Abstract
This paper begins by discussing the characteristics of a high-performance team. Next, an examination of the organizational effects, as well as, team dynamics and external influences is evaluated. Further, the paper explores the high-performance team, discussing its importance related to organizational success, loyalty, and longevity. In addition, this research paper focuses on current motivating team factors, and the evolution of high-performance team organizational philosophies.
Outline:
Abstract
Statement of the Problem
Research Question
Significance of Study and Organizational Benefit
Research Design and Methodology
Characteristics of a High-performance Team
1.1 Defining the High-Performance Team
1.2 Evolution of the High-Performance Team
1.3 Differences Between High-Performance Teams and the Traditional Grouping of Logical Skill Sets
2. High-performance Teams Require High-performance Personnel
2.1 The Importance of Selecting the Right People
2.2 Establishing the Criteria for Staff Selection
2.3 Matching Skill Sets With Roles, Responsibilities, and Assignments
2.4 Understanding Diversity and High-Performance
3. Team Environment
3.1 Why Collaboration and Professional Dialog are Important?
3.2 Aligning Risk Taking with Management
3.3 Understanding Various Techniques to Promote Team Dialog
3.4 Why is a Collaborative Project Team Environment Important
Transformation to a High-Performance Team.
4.1 The Importance of Defining High-Performance Project Team Goals
4.2 What are the Methods Used to Gain Team Members' Commitments
4.3 The Importance of Strategic Leadership on High-Performance Project Teams
5. Organizational Benefit Derived from High-performance Teams
5.1 Organizational Reputation and Public Perception
5.2 Organizational Loyalty
5.3 Increased Organizational Success
5.4 High-Performance Team Influence and the Traditional Team Concept
6. Summary /Conclusion
References
From the Paper
"Finally the high-performance approach helps \managers spot opportunities for what Andrew Grove, in his book High Output Management calls leverage. By broadening the attention to include action strategies that maximize ability and support in the work settign (the more tangible of the performance factors), the high-peformance approach shows manager how to gain a substantial spillover impact on effort (the more tangible of the factors), the high-performance approach show managers how to gain a substantial spillover impact on effot ( the least tangibile of the factors). When people have the necessary abilities and support to do their jobs, it is likely that feeligns of personal competency will provide a lot of motivation to work hard and do these jobs well. However, in spite of the significant positive impact of HPWSs, only about 13% of American companies have actually implemented HPWSs (White, 1994), and even then, there is little research on the impact of HPWSs in the service sector. "
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