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    The document discusses how to effectively manage diverse and virtual teams. It recommends exploiting diversity by valuing different backgrounds and perspectives, though this may lead to disagreements. It suggests using technology like electronic workspaces and video conferencing to simulate in-person discussions and resolve conflicts. It also advises creating subteams to foster relationships, and having leaders negotiate members' time commitments to hold the virtual team together through shared information and a common purpose. Potential concerns include communication issues, clashes over expertise, and distractions pulling members from the group's goals.

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    42 views6 pages
    The document discusses how to effectively manage diverse and virtual teams. It recommends exploiting diversity by valuing different backgrounds and perspectives, though this may lead to disagreements. It suggests using technology like electronic workspaces and video conferencing to simulate in-person discussions and resolve conflicts. It also advises creating subteams to foster relationships, and having leaders negotiate members' time commitments to hold the virtual team together through shared information and a common purpose. Potential concerns include communication issues, clashes over expertise, and distractions pulling members from the group's goals.

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    The document discusses how to effectively manage diverse and virtual teams. It recommends exploiting diversity by valuing different backgrounds and perspectives, though this may lead to disagreements. It suggests using technology like electronic workspaces and video conferencing to simulate in-person discussions and resolve conflicts. It also advises creating subteams to foster relationships, and having leaders negotiate members' time commitments to hold the virtual team together through shared information and a common purpose. Potential concerns include communication issues, clashes over expertise, and distractions pulling members from the group's goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    42 views6 pages

    Aggi

    Uploaded by

    uttam.nift
    The document discusses how to effectively manage diverse and virtual teams. It recommends exploiting diversity by valuing different backgrounds and perspectives, though this may lead to disagreements. It suggests using technology like electronic workspaces and video conferencing to simulate in-person discussions and resolve conflicts. It also advises creating subteams to foster relationships, and having leaders negotiate members' time commitments to hold the virtual team together through shared information and a common purpose. Potential concerns include communication issues, clashes over expertise, and distractions pulling members from the group's goals.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Flag for inappropriate content
    Download as pptx, pdf, or txt
    of 6

    Exploiting Diversity

    Diverse background as a strength Collaboration among group members Encourage conversations Reach a common point/view

    Concerns: Communication Clash of perspectives Disagreements over matters within ones areas of expertise.

    Technology to simulate reality


    Posting of WIP electronically Conferences used to discuss disagreements only Relied on virtual work spaces more user friendly Well structured plan for the concalls. Using Virtual conversations through threaded discussions. Using Instant Messaging(IM)

    Concerns E-mail Video conferencing Members to stick to protocols.

    Holding Team together


    Creating coherence among group members Sharing of information Creation of subteams which helps in getting to know each other better Team leaders to negotiate in advance the extent to the teams claims on a members time Identification of commonalities create loyalties to the group.

    Concerns Mistrust, uninformed managers Allure of other interesting but unrelated work Ability of the team to use common language

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