Educational Resources: Commerce / Business


The rise of global virtual teamwork: Implications for human resource management.

The rise of global virtual teamwork.Traditional forms of team work are evolving and creating whole new environments for collaborative work in response to the increasing demands and opportunities created by complex and rapidly changing demographics, markets and information technologies. Organisations are not resisting these changes, but rather embracing them in order to remain competitive and gain advantages in the global marketplace. A good example of this rapid evolution of teamwork is the ever increasing use of global virtual teams (GVT) which now permeate all levels of large organisations; globally dispersed members working together virtually on both core and supplementary organisational operations (Cordery et al. 2009). Such teams bring with them a number of significant challenges for leaders, such as issues arising from geographic dispersion of members, reliance on electronic communications and diversity.
This relatively new and evolving concept of team work can be particularly troublesome for an organisation's Human Resource Management (HRM) department, who may feel pressured to bring their workforce into the "modern world" of virtual collaboration, yet with little to no precedents to follow in regards its implementation may find themselves bewildered and a decrease in organisational performance. The main implication for human resource managers is that traditional HRM techniques, theories and ideas, which some may have been putting into practice for decades, may not apply in a virtual context, at least not in their original forms... Read more...

Gail Kelly - Successfully combining leadership and management.

Gail Kelly - Successfully combining leadership and management.The role of a manager is to cope with the complexity of an on organisation or company, by practising task-orientated functions such as planning, organizing and controlling, dealing with interpersonal conflict, and working to achieve goals set by superiors by means of altering organisational structure (Hitt et al. 2007). But while the role of a manger is largely procedural, the role of a leader within an organisation is to motivate and inspire subordinates, encourage commitment to or convince others of a vision, setting and guiding in direction, and promoting major changes in goals and procedures - an approach that is more "in touch" with subordinates, and thus equally as powerful as a manager (Davidson et al. 2009). But a question that has been frequently debated amongst scholars in recent years is whether or not a person can effectively fulfil both of these roles within an organisation (Hitt et al. 2007), or does it become natural for both of these roles to simply tie together within highly efficient and successful corporations?
Gail Kelly, former CEO of St George Bank and current CEO of Westpac, models such initiative everyday in her managerial career, and undoubtedly proves to us that the previous statements are anything but false. By combining leadership and management in her career, it would seem Kelly has seen nothing but success – St Georges Bank shares soared by $100 million when Kelly was announced CEO, and she later went on to become, and still is, Australia's highest paid businesswoman... Read more...

Individual and organisational values: laying the foundation for motivation in the workplace.

Individual and organisational values: laying the foundation for motivation in the workplace. Over the last decade, the term “values” has become a buzzword for many professionally minded people, in particular those interested in appealing to the masses such as mainstream media outlets and politicians. Ever since the terrorist attacks of September 11, civilians of the Western world have been regularly reminded that such atrocity was an attack against their values, and seemingly never since WW2 have we been reminded so much that we all value freedom and democracy in our day to day lives. While the latter is probably true for most people, public figures like to express values because for most people, they “sell”. That is, they have a significant influence over the way people act in their day to day lives – if it wasn’t for George Bush reminding the millions of American civilians of their value of peace and freedom, the “War on Terror” may not have gained the immense public support that it initially did. Or could the people of America have felt so strongly about such values that they need not have been reminded, and would have acted to defend them anyway?
Nonetheless, the strength of values in such scenario is undeniable, and if we step out of the political arena and into a typical Australian organisation, it becomes clear that the power of values is just as significant in the working environment too. It is for this reason that many Manager’s feel strongly about fostering values both within the individual and within organisations, as doing so effectively can result in workplace efficiency being raised to new heights, in particular in the area of employee motivation...Read more...

Team Roles, Team Development and Team Effectiveness

Team Roles, Team Development and Team EffectivenessTowards the end of the 20th century, Organisational theorists popularized the concept of constructing teams as a managerial solution to the never-ending quest of further raising efficiency and creativity in the workplace. However, it hasn’t taken long for many organisations to realise that effective teams are not a natural phenomena. A team is a group of two or more people who influence and interact with one another, perceive themselves as a social entity within an organisation and who work toward, and are mutually accountable for, achieving shared goals associated with organisational objectives (McShane & Travaglione 2007). Interdependence and need for collaboration holds team members together, however without careful consideration for a team’s design and the environment it will thrive within, a team is essentially nothing more than the overused, four letter word itself. For a team to be effective, attention must be paid to such notions and the team processes that are influenced by them. In addition to this, managers must realise that team effectiveness not only encompasses the extent to which a team achieves organisational objectives, but also to what degree the objectives of its members are achieved too. Only then is a team going to be equipped with the structure and resources required for it to be a sustainable and effective entity...Read more...

 

 


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