Developing Project Team Cohesiveness in a Virtual Environment

2016 ◽  
pp. 136-159
Author(s):  
Lisa Toler
Keyword(s):  
Cultural Differences ◽  
Virtual Teams ◽  
Technical Skills ◽  
Project Managers ◽  
Relationship Building ◽  
Clear Understanding ◽  
Open Communication ◽  
Team Cohesiveness ◽  
Team Members ◽  
Insight Into

As more projects require the specialized technical skills of those who work in virtual environments due to dispersed geographic locations, project managers of these distributed virtual teams (DVT) must gain insight into achieving project success amongst team members who hold varying operational and world perspectives. When organizational managers decide to implement virtual teams (VT), can they develop strategies to overcome the lack of social interaction, cultural differences, and preconceived notions that can hinder the development of a collaborative and cohesive team? In addition, leading DVTs in a manner that encourages collaboration, diversity, competency building, open communication, and overcoming feelings of isolation must be met in this technology-based environment. This chapter addresses the dilemma of managers in which they must have a clear understanding of what communication and relationship-building techniques and management systems are best suited.

Developing Project Team Cohesiveness in a Virtual Environment

2016 ◽  
pp. 403-426
Author(s):  
Lisa Toler
Keyword(s):  
Cultural Differences ◽  
Virtual Teams ◽  
Technical Skills ◽  
Project Managers ◽  
Relationship Building ◽  
Clear Understanding ◽  
Open Communication ◽  
Team Cohesiveness ◽  
Team Members ◽  
Insight Into

As more projects require the specialized technical skills of those who work in virtual environments due to dispersed geographic locations, project managers of these distributed virtual teams (DVT) must gain insight into achieving project success amongst team members who hold varying operational and world perspectives. When organizational managers decide to implement virtual teams (VT), can they develop strategies to overcome the lack of social interaction, cultural differences, and preconceived notions that can hinder the development of a collaborative and cohesive team? In addition, leading DVTs in a manner that encourages collaboration, diversity, competency building, open communication, and overcoming feelings of isolation must be met in this technology-based environment. This chapter addresses the dilemma of managers in which they must have a clear understanding of what communication and relationship-building techniques and management systems are best suited.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

FACTORS CAUSING PROBLEMS IN MANAGING CONSTRUCTION PROJECTS IN A COUNTRY UNDER MILITARY OCCUPATION: Contractors’ Perspective

2016 ◽  
Vol 05 (07) ◽  
pp. 01-07
Author(s):  
Akram Subhe Suleiman ◽  
Jafar Subhi Hardan Abahre
Keyword(s):  
Construction Industry ◽  
Construction Projects ◽  
Project Managers ◽  
Project Manager ◽  
Military Occupation ◽  
The Political ◽  
Clear Understanding ◽  
Team Members ◽  
Political Situation ◽  
The Impact

An exhaustive literature search revealed that not much research has been done on factors causing problems in managing a construction project in a country under military occupation like Palestine. So, it is the main goal of this research is to identify these factors which could be used by the decision makers to select the appropriate project manager who bosses the suitable skills and competencies to deal with these problems. The study is a step toward determining means to improve the effectiveness of projects through identifying project manager competencies. It is important for Palestinian construction industry to progress in terms of project success; the problems that face the project managers must be determined and identified, in order to achieve the best results with less risk. A clear understanding of such problems helps the Palestinian construction industry of finding the suitable solutions to overcome these problems. A questionnaire survey was carried out to achieve the main aim of this research. The respondents were engineers have more than 3 years in the position of project manager in the Palestinian construction industry. The survey was based on factors drawn from findings of another researches in different countries, together with special factors identified as potentially affecting Palestine. The results identified many factors created problems; they were clustered in eight groups. These groups were arranged according to respondents in descending order as follows: the political situation of Palestine, lack of consultants` technical competencies, lack of resources, insufficient planning, team members uncommitted, conflicts between departments, breakdowns in communications, and changes in goals. As a result of this study one could conclude that managing a project in Palestine is as difficult as the complication of the political situation of the country. The project manager should have a complicated mixture of skills and competencies from dealing with Israeli occupation to dealing with stakeholders to lack of resources and unclear goals. The study has recommended to the Palestinian government to improve the regulations and laws to meet the impact of closure and segmentation of the Palestine.

Virtual Prowess

2014 ◽  
pp. 270-289
Author(s):  
Shelly R. Roy
Keyword(s):  
Virtual Teams ◽  
Virtual Worlds ◽  
Instant Messaging ◽  
Leadership Skills ◽  
Research Literature ◽  
Relationship Building ◽  
Team Members ◽  
Practical Applications ◽  
Supportive Environment ◽  
E Mail

With support from the research literature, this chapter argues that in order to lead effectively in virtual environments, and to achieve virtual prowess, the leaders of Virtual Teams (VTs) need (a) relationship building skills, which include (1) trust, (2) embracing diversity, (3) fostering a team spirit, and the ability to (4) motivate team members. The leaders of VTs must also possess (b) technical skills, which include the ability to use (1) video conferencing software, (2) Instant Messaging (IM) and chatroom software, (3) e-mail, (4) virtual worlds and avatars, and (5) be able to communicate effectively. In addition, leaders of VTs must use their (c) leadership skills and lead with (1) trait emotional intelligence, (2) be able to create an open and supportive environment, (3) lead by example, and (4) resolve conflicts. These four keys, their corresponding skills, as well as their practical applications, are discussed in this chapter.

IT Project Managers' Perceptions and Use of Virtual Team Technologies

2011 ◽  
pp. 25-43
Author(s):  
Catherine M. Beise ◽  
Fred Niederman ◽  
Herb Mattord
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Collaborative Work ◽  
Communication Technologies ◽  
Fortune 500 ◽  
Project Managers ◽  
Team Members ◽  
It Project ◽  
Information And Communication

This chapter presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, “virtual” describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.

Requirements Engineering During Virtual Software Development

2002 ◽  
pp. 89-99 ◽  
Author(s):  
Jo Hanisch
Keyword(s):  
Information System ◽  
Software Development ◽  
Requirements Engineering ◽  
Virtual Teams ◽  
Project Managers ◽  
Social Aspects ◽  
Team Members ◽  
System Project ◽  
Virtual Setting ◽  
Different Cultures

There has been growing interest in virtual teams, and more specifically in virtual software development. Requirements engineering, which is seen as a crucial phase in software development provides another dimension when software development occurs in a virtual setting. While formal software development methods are the obvious first choice for project managers to ensure a virtual information system project team remains on track, the social aspects of requirements engineering cannot be ignored. These social aspects are especially important across different cultures, and have been shown to affect the success of an information system. This chapter proposes a framework indicating that project managers need to encourage a balance between formal methods and social aspects in requirements engineering to suit the virtual team members.

Managing Communication within Virtual Intercultural Teams

2002 ◽  
Vol 65 (4) ◽  
pp. 22-38 ◽  
Author(s):  
Christine Uber Grosse
Keyword(s):  
Virtual Teams ◽  
Business Students ◽  
Team Leaders ◽  
Open Communication ◽  
Team Members ◽  
Face To Face ◽  
Global Companies ◽  
Short And Long Term ◽  
Good Relation ◽  
Distance Work

As global companies increasingly rely on virtual teams to conduct short- and long- term projects, business students need to be prepared to manage the communication of intercultural teams. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technol ogy and how to build relationships via technology. Virtual team members need to choose an appropriate communication channel for their purposes and be sure to balance distance work with face-to-face communication. Team leaders should encourage open communication and brainstorming, and avoid assignment of blame. Other strategies for success include: 1) develop a network of good relation ships built on trust and understanding, 2) show respect for other cultures and lan guages, and 3) understand how diversity strengthens the team.

scholarly journals Methodology Proposal for Increasing Swift Trust within Virtual Teams in the Inception Phase of a Project Life-Cycle: Project Manager’s Perspective

2015 ◽  
Vol 1 (1-2) ◽  
pp. 95-109
Author(s):  
Bojan Morić Milovanović ◽  
Tomislav Krišto ◽  
Stjepan Srhoj
Keyword(s):  
Life Cycle ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Team Building ◽  
Project Managers ◽  
Team Members ◽  
Trust Development ◽  
Project Life Cycle ◽  
Swift Trust ◽  
Project Life

AbstractThis paper proposes team building methodology for project managers in virtual teams as means to develop swift trust between new team members in the inception phase of the project life cycle. Proposed methodology encompasses activities within the first three days after the team formation and proposes the measuring tools for monitoring and managing trust development within the project team. Aim of this paper is to provide new insights to various decision makers potentially interested in increasing the performance of project teams operating in virtual environment, such as: investors, business owners and project managers working in virtual environment.

Mediating Complexity

Virtual Teams ◽  
2011 ◽  
pp. 255-279 ◽  
Author(s):  
David J. Pauleen ◽  
Lalita Rajasingham
Keyword(s):  
New Zealand ◽  
Virtual Teams ◽  
Virtual Team ◽  
Relationship Building ◽  
Boundary Crossing ◽  
Working Relationships ◽  
Team Leaders ◽  
Organizational Boundaries ◽  
Interpersonal Dynamics ◽  
Team Members

Virtual teams are playing an increasingly important role in organizations. However, virtual teams’ increasing team member interaction beyond traditional organizational boundaries has outpaced our understanding of their interpersonal dynamics and unique communication characteristics. Research shows that the development of interpersonal and group communications between team members is an important factor in effective working relationships; however, little research has been done on the effects of crossing organizational, cultural, and time and distance boundaries on relationship building in virtual teams. This chapter reports on a field study of New Zealand-based virtual team leaders working with boundary spanning virtual teams. From a team leaders’ perspective, boundary-crossing issues (organizational, cultural, language, time and distance) can affect relationship building in many important ways. These effects are explored and the implications for practice and research are also discussed.

Leading Virtual Teams

2016 ◽  
pp. 196-209 ◽  
Author(s):  
Daniel Cochece Davis ◽  
Nancy M. Scaffidi-Clarke
Keyword(s):  
Real Estate ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Geographic Distance ◽  
Building Relationships ◽  
Team Members ◽  
Face To Face ◽  
Effective Relationships

Virtual teams are increasingly common as marketplaces become more global. They offer advantages to employers, including increased time and travel savings, decreased real estate costs, and larger applicant pools. Yet, conflict is inherent in virtual teams, and leaders within virtual teams must confront debilitating conflicts due to technological issues, cultural miscommunication, and restructuring their communication. Though some elements are similar to handling conflict in any team situation, five group factors are especially subject to conflict and manifest differently in effective virtual teams: strategically selecting team members, building effective relationships, fostering trust, facilitating communication, and achieving team goals. Managing any team presents leaders with challenges regarding building relationships, facilitating communication, overcoming barriers and achieving team goals. However, adding geographic distance, cultural differences, and a lack of continuous face-to-face interaction exacerbates these challenges.

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