ECOM201 Introduction to E management
As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures.
Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart.
As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team.
1)What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation?
2)What should Rebeca had to do for each virtual worker and why?
3)What were the special situations with the Korean and the Japanese workers?
4)What the virtual leaders and the virtual members need to exercise?
5)How can the virtual teams be as effective and productive as their traditional equivalents?