Culture

2011 ◽  
pp. 32-49
Author(s):  
Mark A. Rennaker ◽  
Dan Novak
Keyword(s):  
Power Distance ◽  
Cultural Patterns ◽  
Team Leaders ◽  
Social Unit ◽  
Team Members ◽  
Face To Face ◽  
Multiple Factors ◽  
Multiple Dimensions ◽  
Distributed Team ◽  
Over Time

Culture represents a pattern of beliefs, values, assumptions, and behaviors that both develops and persists over time within a social unit. Cultural patterns might be observed at multiple levels including beliefs or assumptions (Schein, 2004), multiple layers including corporate or global (Marquardt & Engel, 1993), multiple factors including religion and family (Marquardt & Engel, 1993), and multiple dimensions including power-distance and uncertainty avoidance (Hofstede, 2001). The multiple locations and individual cultures represented by distributed team members suggests that creation and enhancement of culture by distributed team leaders is more complex than in face-to-face teams. Culture-building tools available to leaders include primary embedding mechanisms such as what leaders pay attention to and who leaders recruit, along with secondary embedding mechanisms including philosophies and creeds (Schein, 2004).

Trust in Distributed Teams

2011 ◽  
pp. 98-112
Author(s):  
Stephen Rylander
Keyword(s):  
Professional Relationships ◽  
Distributed Teams ◽  
Team Members ◽  
Face To Face ◽  
Distributed Team ◽  
Basic Need ◽  
The Individual ◽  
Team Model

Creating and maintaining trust amongst distributed team members is required for an organization to benefit from a distributed team model. Where face-to-face interactions were once the only model to gradually create trust, different models are required for a team that is not co-located. This chapter examines the basic need for trust, how the individual comes before the team, barriers to trust, and prepares the reader to examine his or her own situation to improve or create a new team based on trusting professional relationships.

The Effect of Cultural Dimensions on the Development of Intra-Team Trust in Global Virtual Teams

2011 ◽  
pp. 64-81
Author(s):  
Kurt D. Kirstein
Keyword(s):  
Virtual Teams ◽  
Power Distance ◽  
Virtual Team ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Team Leaders ◽  
Global Virtual Teams ◽  
Team Members ◽  
Widespread Adoption ◽  
Team Trust

The widespread adoption of global virtual teams has been driven by an unprecedented need to draw upon talents of employees from around the globe in a manner that is both organizationally and financially feasible. The success of these teams depends largely on the levels of intra-team trust and collaboration they are able to establish throughout the life of their projects. Team members on global virtual teams may differ substantially on a number of cultural dimensions including preferences for individualistic versus collective teamwork, power distance, uncertainty avoidance, and contextual communication. This chapter will investigate how these four cultural dimensions are likely to impact intra-team trust within a global virtual team. Suggestions that team leaders can utilize to address these cultural dimensions are also presented.

Developing Trust within International Teams

2016 ◽  
pp. 385-404
Author(s):  
Kurt D. Kirstein
Keyword(s):  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Team Leaders ◽  
Team Members ◽  
International Team ◽  
Team Trust

The widespread use of international teams has been driven by an unprecedented need to draw upon varied talents of employees from around the globe in a manner that is both organizationally and financially feasible. Despite the importance of technologies to enable such teams, their success depends largely on the levels of intra-team trust and collaboration they are able to establish throughout the life of their projects. Team members on international teams may differ substantially on a number of cultural dimensions including preferences for individualistic versus collective teamwork, power distance, uncertainty avoidance, and contextual communication. This chapter will investigate how these four cultural dimensions are likely to impact trust within an international team. Suggestions that team leaders can utilize to address these cultural dimensions are also presented.

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.

Power Values and Power Distance Moderate the Relationship Between Workplace Supervisory Power and Job Satisfaction

2020 ◽  
Vol 19 (3) ◽  
pp. 135-141
Author(s):  
Kenneth D. Locke
Keyword(s):  
Job Satisfaction ◽  
Multilevel Modeling ◽  
Power Distance ◽  
European Social Survey ◽  
Social Survey ◽  
The Relationship ◽  
Workplace Power ◽  
Over Time

Abstract. Person–job (or needs–supplies) discrepancy/fit theories posit that job satisfaction depends on work supplying what employees want and thus expect associations between having supervisory power and job satisfaction to be more positive in individuals who value power and in societies that endorse power values and power distance (e.g., respecting/obeying superiors). Using multilevel modeling on 30,683 European Social Survey respondents from 31 countries revealed that overseeing supervisees was positively associated with job satisfaction, and as hypothesized, this association was stronger among individuals with stronger power values and in nations with greater levels of power values or power distance. The results suggest that workplace power can have a meaningful impact on job satisfaction, especially over time in individuals or societies that esteem power.

Prescription in Locker Box (PILBOX): Remodeling of the Medication Collection Process (Preprint)

2020 ◽  
Author(s):  
Lim Jit Fan Christina ◽  
Goh Boon Kwang ◽  
Chee Wing Ling Vivian ◽  
Tang Woh Peng ◽  
Goh Qiuling Bandy
Keyword(s):  
Cross Sectional Study ◽  
Ease Of Use ◽  
Prescription Medications ◽  
Pharmacy Staff ◽  
Cross Sectional ◽  
Team Members ◽  
Face To Face ◽  
Ranking Score ◽  
Study Team ◽  
Willingness To Use

BACKGROUND Traditionally, patients wishing to obtain their prescription medications have had to present themselves physically at pharmacy counters and collect their medications via face-to-face interactions with pharmacy staff. Prescription in Locker Box (PILBOX) is a new innovation which allows patients and their caregivers to collect their medication asynchronously, 24/7 at their convenience, from medication lockers instead of from pharmacy staff and at any time convenient to them instead of being restricted to pharmacy operating hours. OBJECTIVE This study aimed to determine the willingness by patients/caregivers to use this new innovation and factors that affect their willingness. METHODS This prospective cross-sectional study was conducted over 2 months at 2 public primary healthcare centres in Singapore. Patients or caregivers who were at least 21 yo and turned up at the pharmacies to collect medications were administered a self-developed 3-part questionnaire face-to-face by trained study team members, if they gave their consent to participate in the study. RESULTS A total of 222 participants completed the study. About 40% of them participants were willing to use the PILBOX to collect their medications. Amongst the participants who were keen to use the PILBOX service, slightly more than half (i.e. 52.8%) of them were willing to pay for the PILBOX service. The participants felt that the ease of use (3.46±1.21 i.e. mean of ranking score ± standard deviation) of the PILBOX was the most important factor that would affect their willingness to use the medication pick up service. This was followed by “waiting time” (3.37±1.33), cost of using the medication pick up service (2.96±1.44) and 24/7 accessibility (2.62±1.35). This study also found that age (p=0.006), language literacy (p=0.000), education level (p=0.000), working status (p=0.011) and personal monthly income (p=0.009) were factors that affected the willingness of the patients or caregivers to use the PILBOX. CONCLUSIONS Patients and caregivers are keen to use PILBOX to collect their medications for its convenience and the opportunity to save time, if it is easy to use and not costly.

scholarly journals A Survey on Robotic Technologies for Forest Firefighting: Applying Drone Swarms to Improve Firefighters’ Efficiency and Safety

2021 ◽  
Vol 11 (1) ◽  
pp. 363
Author(s):  
Juan Jesús Roldán-Gómez ◽  
Eduardo González-Gironda ◽  
Antonio Barrientos
Keyword(s):  
Augmented Reality ◽  
Access To Information ◽  
Team Leaders ◽  
Team Members ◽  
Multiple Tasks ◽  
Different Types ◽  
Complete Survey ◽  
Virtual And Augmented Reality ◽  
Robotic Technologies

Forest firefighting missions encompass multiple tasks related to prevention, surveillance, and extinguishing. This work presents a complete survey of firefighters on the current problems in their work and the potential technological solutions. Additionally, it reviews the efforts performed by the academy and industry to apply different types of robots in the context of firefighting missions. Finally, all this information is used to propose a concept of operation for the comprehensive application of drone swarms in firefighting. The proposed system is a fleet of quadcopters that individually are only able to visit waypoints and use payloads, but collectively can perform tasks of surveillance, mapping, monitoring, etc. Three operator roles are defined, each one with different access to information and functions in the mission: mission commander, team leaders, and team members. These operators take advantage of virtual and augmented reality interfaces to intuitively get the information of the scenario and, in the case of the mission commander, control the drone swarm.

Empathic Communication Skills Across Applied Undergraduate Psychology Courses: A Replication Study

2021 ◽  
pp. 009862832199543
Author(s):  
Catherine M. Reich ◽  
Lara J. LaCaille ◽  
Katherine E. Axford ◽  
Natalina R. Slaughter
Keyword(s):  
Communication Skills ◽  
Communication Competence ◽  
Learning Gains ◽  
Face To Face ◽  
Helping Skills ◽  
Empathic Communication ◽  
Health Related ◽  
Psychology Courses ◽  
Undergraduate Psychology ◽  
Over Time

Background: Although undergraduate psychology curriculum should cultivate performance-based skills to prepare students for helping professions, little work to date has addressed this standard. Objective: This research replicates the methods used in a previous study by examining pre-post changes in empathic communication skills and perceived communication competence across two applied psychology courses: Basic Helping Skills and Internship. This study extended this work by also exploring learning gains from different formats (i.e., face-to-face vs. online), internship types (mental health-related vs. not mental health-related), and the longevity of learning gains. Method: Psychology students ( N = 171) completed a measure of communication competence and provided written empathic responses on a vignette-based performance measure at the start and end of the semester. Results: Students perceived their communication skills as improving over time; however, only students in the Basic Helping Skills course showed improved empathic communication skills, especially when the instruction was in a face-to-face format. Students with previous skill training maintained their learning gains over time. Conclusion: Student empathic communication improves most with face-to-face instruction in Basic Helping Skills rather than an internship experience. Teaching Implications: For the development of empathic communication skills, prerequisite requirements for Internship and instructive scaffolding for the application of skills may be recommended.

scholarly journals How May Virtual Communication Shape Cooperation in a Work Team?

2004 ◽  
Vol 26 (1) ◽  
Author(s):  
Andreas Flache
Keyword(s):  
Social Relationships ◽  
Work Teams ◽  
Work Team ◽  
Online Interaction ◽  
Negative Effects ◽  
Virtual Communication ◽  
Team Members ◽  
Face To Face ◽  
Interaction Task ◽  
Simulation Results

AbstractThis paper addresses theoretically the question how virtual communication may affect cooperation in work teams. The degree of team virtualization, i.e. the extent to which interaction between team members occurs online, is related to parameters of the exchange. First, it is assumed that in online interaction task uncertainties are higher than in face-to-face contacts. Second, the gratifying value of peer rewards is assumed to be lower in online contacts. Thirdly, it is assumed that teams are different in the extent to which members depend on their peers for positive affections, operationalized by the extent to which team members are interested in social relationships for their own sake, independently from their work interactions. Simulation results suggest both positive and negative effects of team virtualization on work-cooperation.

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.

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