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FlashCards por joel_clement34, atualizado more than 1 year ago
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Criado por joel_clement34
mais de 9 anos atrás
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| Questão | Responda |
| Virtual Organizations | New - Breakdown geographical barriers - enabled by information and communication technology - Offering: cost reduction, flexibility, market reach 24 hour service |
| VO definition | A flexible network of independent entities linked by information technology to share skills, knowledge and access to others' expertise in nontraditional ways." |
| Main Characteristics of VOs | Lack of physical structure (bricks & mortar) Reliance on communication technology Mobile work Hybrid forms Boundary-less and inclusive Flexible and responsive |
| Implementing visualization | Telecommuting Telecentres Mobile Working Hot-desking Hotelling Virtual Teams |
| Telecommuting Tele Centres Mobile Working | - Location away from usual work place,not necessarily at home (computers and telecommunications equipment) - Satellite offices outside of major cities, provide equipment not available in a home office - Working environment of mobile workers (pagers, laptops, portable devices) |
| Hot-desking Hotelling Virtual teams | No permanently assigned offices/ desks (Assigned computer on arrival) Client provides employee with a desk and facilities Collaboration between employees from geographically dispersed locations (email, groupware, video conferencing) |
| Drive for Virtual Organisation | Need for process innovation Sharing of core competencies Start-up, retirement,m turnover voids Globalization Mobile workers Global economy |
| Driver for Virtual Organisation | Cost reduction (efficiency/effectiveness) Problems with traveling (Cost; security, time wastage, environment impacts) Pace Development of requisite technologies for the truly virtual organization |
| VO- assisting technologies | - Unstructured information/ knowledge exchange (email, groupware) - structured information exchange (intranets, online databases, analytical tools, data-warehousing) Computer to computer exchange may be through traditional electronic data interchange (web-based XML) |
| Issues with VO | - Staff capability Security issues Development cost/difficulty Infrastructure needs, especially globally/developing world communication and trust management + legal challenges and other emerging issues |
| Tutorial 1 Define virtual organization | flexible network linked by information and communication technologies |
| Main characteristics of VO | Lack of physical structure Mobile work Hybrid Boundary-less flexible and responsive reliance on technology |
| Potential benefits of VO | Cost reduction Flexibility 24 hours |
| Potential problems or issues | Security Trust infrastructure training |
| Driving of VO | Need for process innovation Sharing of core competencies Start-up, retirement,m turnover voids Globalization Mobile workers Global economy |
| What are the typical approaches for implementing virtual organisations | Telecommuting Tele centre Mobile working Hot-desking Hotelling Virtual teams |
| Driving Business Pressures | Cost Human Resources Organizational Factors |
| Cost | Pros:Eliminate company moves Avoid travel Real estate savings Cons: Virtual meetings lack trust/focus/communication/efficiency Hot-desking - employee morale, equality, lack of personal space, ergonomics, storage |
| Human resources | Right person for the job (no limit of potential employee pool/ outsourcing) better safety and security (nothing in 1 location) work/life balance Cons: language cultural differences/ not always positive effect from working at home potential for weaker relationships inequality for those allowed to telecommute and those not |
| Organizational Factors | Tying together decentralized company mergers and acquisitions regional representatives (closer to customer base) sales reps |
| Communication issues with VO | Communication inclusion (who do I CC) Misunderstandings - slang Body language vocal inflections tone of communication |
| Technical issues | sophisticated and complex infrastructure expense and operational lifespan of S/W & H/W High degree of training required to support the environment |
| Managerial issues | Abuse of corporate time managing from a distance employee self-motivation defining goals |
| Business Case categories | Defence - defends organization from pressure to go in particular direction Traditional - generally includes activities where there are relatively tangible financial returns to be had Strategic - fundamental shifts in corporate strategy New Economy - attempting to increase capacity to learn and innovate in a dynamic and hyper competitive market environment |
| Benefits of VO | Collaboration savings revenue growth customer satisfaction knowledge of customer issues through getting close to customers improved decision making eliminate much of travel give better access to information give easier access to remote people ability to focus investment on innovation |
| Business case components | Exec summ Intro Problem define As-is and to-be alternatives assumptions benefits estimates/measures cost estimates risk assessment financial analysis recommendations approach/timeline |
| Tutorial 2 Three main components of cost reduction achieved through visualization | Avoid travel Moving Real estate |
| Typical HR advantages | Work/life balance Right person Better safety and security |
| Organizational advantages | Tying together decentralized company mergers and acquisitions regional representatives (closer to customer base) sales reps |
| Why prepare business case for virtualization effort | Decide whether the cost is appropriate and effective |
| Lecture 3 Agenda | Bricks, Clicks, & Pure play Organisational design models Changing nature of work |
| 4 Types of organisation design | Function (machining, assembly, finishing) Product (audiovisual, white goods, furniture) Geography (Asia-pacific, Europe, middle east) Market (Government, large clients, retail) |
| Mechanistic or Organic | Mechanistic - hierarchical (tall) Organic (fluid, fewer authority, fewer regulations, location of authority can change) |
| Mechanistic vs Organic | |
| Matrix Structure | |
| New organisational structures | Flat structure Customer-centric Self-organising teams Network organisation Virtual organisation |
| Flat structure | No middle management (Reduces costs, improve customer satisfaction, communication) BUT: more responsibility and workload for manager |
| Customer-centric structure | Customer participates in production co-production virtual customer communities |
| Self-organising teams | Complete responsibility for production make their own managerial decisions loosely-coupled (freedom, autonomy, less demarcation) Set up when companies are seeking innovation |
| Network Organisation | Large organisation with many alliances a lot of trust between partners outsourcing |
| VO | version of network organisation focusing on IT networks that rely on electronic communication rather than hierarchical (mechanistic) control to provide coordination Partners so well integrated that they appear as a single organisation |
| CHANGES IN NEW ORGANISATIONAL STRUCTURES Delayering Outsourcing Atomisation Control without ownership | - replacement of middle management with other forms of coordination - parts of the value chain are produced by other organisations - disaggregation of large divisions into smaller units - own production process without owning productive assets |
| Casualisation Horizontal linkages Devloution Faint Boundary lines | - people employed for specific project - self-organising clusters of individuals - decision-making pushed to the interface of the organisation and customer - people move from group to group |
| Characteristics of three types of organisation? | Bricks & Mortar Bricks & Clicks Pure play |
| Traditionally, large organisations can be structured based on function, product, geography, or market. Discuss the four resulting structures, their advantages and disadvantages | Hierarchical (mechanistic) |
| Lecture 4 Types of Teams | Networked teams Parallel Teams Project/Product-Development Teams Work/Production teams Service Teams Management Teams Action Teams |
| Networked Teams Parallel Teams Project/Product-Development Teams | N - Individuals who collaborate to achieve a common goal or purpose P - Work in short term to develop recommendations for an improvement in a process P/P - conduct projects for users/customers for a defined period of time. Tasks usually no-routine results are specific and measurable |
| Work/Production Teams Service Teams Management Teams Action Teams | W/P - Perform regular and ongoing work usually in one function S - support customers or the internal organisation in typically a service/technical support role around the clock M - work collaboratively on a daily basis within a functional division of a corporation A - offer immediate responses activated in emergency situations |
| Dispersion | lack of proximity can negatively effect communication decrease closeness time zones and cultural differences |
| Success factors in leading VTs | Proactive management of performance of team members appropriate methods of communication and collaboration sensitivity to cultural and language differences management of member's work assignments building and maintenance of trust adaptive approach to management |
| Factors of Proactive Performance management | Accountability for team output continued coordination of member with leader and other members need for explicit expectations / shared understanding |
| Factors of Proactive Performance management | Vision, mission and strategy development negotiated accountability between members have tangible performance measures share best practices |
| Factors of Proactive Performance management | providing information and timely feedback formal performance appraisal through negotiated performance scale |
| Choice of communication and collaboration methods | Compatibility Degree of group decision making Infrastructure 'gaps' in different countries |
| Task/ Technology fit | media richness bandwidth issues synchronus vs asynchronus |
| Team lifecycle stages | Forming Storming Norming Performing |
| Forming | realistic project team previews coaching from experienced team members shared understanding and sense of team identity develop a clear mission acquire senior manager support |
| Storming | Provide face-to-face team building sessions provide training on conflict resolution encourage conflicting employees to work together to find common ground provide diplomacy and mediation to create compromise solutions |
| Norming | Create customized templates or team charters specifying task requirements - set individual accountabilities, completion dates and schedules establish procedures for information sharing - distinguish task, social and contextual information design procedures- and design procedures appropriate for each - assign a team coach with skills for managing virtually |
| Performing | - Ensure departmental and company culture supports virtual team work - Provide sponsor support and resources for the team to perform |
| VT management best practice | - face to face meetings - appropriate technology - clear work processes (timelines) - flexibility - communicate clear objectives - understand cultures |
| Leadership structures | |
| Setting up VT | Foster team identify (launch meeting, communication protocols - availability) - standards for communicating (email, response time) - foster spontaneous communication (facebook) |
| Setting up VT | Assess time, resources and technology already available determine member's current access and skills assess technology compatibility assess fitness for purpose |
| Setting up VT | Establish goals SMART (specific, measurable, attainable, relevant, time bound) Assign tasks create timeline team plan |
| Setting up VT Meetings | Give adequate lead time for prep Create an agenda meeting facilitator - concise, timely and inclusive management |
| Management competencies | Build commitment, not control focus coordinate and communicate connect, not gate-keep manage by results, not by sight coach, not handle dialogue, not dictate blend technology and people understand team personalities and backgrounds |
| Lecture 11 Management Requirements | Broad view (whole) strategies central focus + coordination strong emphasis on human factors depends on communication strong focus on knowledge |
| General Managers do? | Planning Organizing Staffing Directing Coordinating Reporting Budgeting POSDCoRB |
| New tasks for GM of VO | Communication Assessment Learning Valuation |
| Communication Assessment | C - Ensuring that knowledge flow are efficient and timely A - match VO's goals with structure on a dynamic basis |
| Learning Valuation | L - constant replenishment of VO's stock of knowledge V - continuous reassessment of knowledge assets in terms of their current and future value |
| Virtual management Gaps | Skills gap (KM, technical, relationship) Network Gap (flexible and organic) Knowledge management (seldom conceptualized as an asset) Boundaries gap Coordination gap (should be flexible rather than top/down or bottom up |
| Types on intangible capital | - Knowledge capital - Human capital - Organizational Capital |
| Knowledge capital | action based (knowledge available to firm which can be actively employed) |
| Human capital | brain's knowledge capabilities are intangible - most development in people takes place on the 'mental plane' Investment in human capital equate |
| Organizational Capital | embodied in the persons composing the organization (rather than its technology or machines) and cannot be appropriated in any indvidual |
| Knowledge management (Types of knowledge) | Macro and Micro Embedded and detached Marketable and non-marketable Personal and group Transferable and non-transferable |
| Macro and micro | Ma - possessed by society or culture at large Mi - specific, specialist (competitive advantage) |
| Marketable and non-marketable | Determined by degree of specificity and embeddedness (some knowledge may not be marketable but still mission critical) |
| Personal-group knowledge | Degree of transfer-ability between individuals, personal knowledge heavily flavoured, group knowledge is preferred (less susceptible to subjective assessment) |
| Fundamental CSF (critical success factors) | Shared purpose Trusting relationship Willingness to share risk Mutual benefit derived from the existence of the VO |
| Models of virtuality | Co-alliance Star Alliance Value Alliance Market Alliance |
| Co-alliance Star alliance | Co - Shared partnership, equal, knowledge resources, skills, alliance may change with market opportunities St - coordinated networks of interconnected members reflecting core. surrounded by satellite organisations, core controls communications |
| Value alliance Market Alliance | Alliances based on product chain value (extended relationships) Come together to coordinate manufacture, marketing, selling, distribution of diverse set of products (Aust. E market) |
| Overall virtual concerns | Security Reliability Legal Priorities of group, individual, organisation |
| Security | Privacy Content assurance Source validation Cross-application consistency Hostile code protection |
| Reliability technology | how will the internet evolve new technologies available |
| VO's and law | jurisdiction issues, tax consequences, ip rights |
| Prioritisation of needs | Trust, flexibility, learning, rewards (individuals, group, organisation) |
| Tutorial Questions (11) | Discuss the commonalities of traditional and virtual organisation management. What are five of the virtual management gaps? Explain each one. Describe the structures of the co-alliance model, star-alliance model, value-alliance model, and market-alliance model. How do security issues of traditional organisations differ to those of virtual organisations? |
| Web servicing XML and outsourcing (9) Outsourcing | contracting another party conduct a service that would otherwise be done in-house (back-office vs front-office) functional outsourcing (mailroom, payroll) Business process outsourcing |
| Outsourcing motivation | Cost, lack of skills, process is difficult, cheaper |
| Pro's and cons of outsourcing | Pro - flexible, cost, quality, core competency focus, risk less Con - managerial control, knowledge/skill |
| Decision matrix | |
| XML | Extensible markup language (facilitate data sharing, flexible specification of meaning of data, a standard) |
| Web service is | any program that is callable by another program across the web in a way that is (platform-independent and language-independent) Uses infrastructure standards (xml, soap, wsdl, uddi) |
| Traditional vs Web | T - within enterprise - procedural W - between enterprises - message driven |
| Web application vs web service | User-to-program interaction (static integration of components Web service (program-to-program interaction) possibility of dynamic integration |
| Web service characteristics | XML based Messaged based Language independent Dynamically located Dynamically assembled Internet Industry standards |
| Web services for Vo's | platform neutral accessible in a standard wat accessible in interoperable way relatively cheap simplify integration outsourcing |
| Web services for Vo's contd | inter-operable - connect across heterogeneous networks economical - recycle components, no installation automatic accessible - legacy assets and internal apps are accessible on the web scalable |
| SOAP | simple object access protocol (soap is an XML notation for describing how messages are assembled and transmitted over http between service consumers and service providers |
| WSDL | web services description language - enables automation of communication details between communicating partners discoverable through registry |
| UDDI | universal description, discovery and integration (White pages [address, contact], yellow pages [industrial categories] , green pages technical information about services]) |
| Lecture 6 Technology Communication support? | Collaboration/communication tools monitoring tools (depending on team purpose) access to various databases knowledge management systems |
| Underlying technologies required | TCP/IP - Transmission Control Protocol/Internet protocol DNS - domain name servers HTTP - hypertext transfer protocol FTP - file transfer protocol SSL - secure sockets layer HTML - hypertext mark-up language XML CSS - cascading stylesheets Intranets Firewalls |
| Groupwork characterisitcs | Different places Different times Same or different organizations Permanent or temporary |
| CSCW | Computer-supported cooperative work or collaborative computing |
| Group Support Systems GSS | Information retrieval Information sharing (parallelism, anonymity) Information use Support participants (improve productivity and effectiveness) |
| Groupware | Electronic brainstorming videoconferencing group scheduling voting service electronic meeting services |
| time/place | |
| Synchronous | Desktop and real-time EMS (electronic meeting systems) video conferencing audio conferencing instant messaging |
| asynchronous | Email voicemail google docs |
| check pictures email, bulletin boards | display, chat, emeeting, data conferencing |
| Group Ware | dropbox, google docs, novell groupwise, webex |
| Questions Why communication important for collaborative computing Methods currently used for nonverbal communication in collaborative computing why is it useful to describe work in terms of time/place framework explain how anytime/anyplace meetings differ from same place same time meetings? describe the kinds of support groupware can provide? discuss criteria that you would use for selecting technology that will support your virtual team? discuss the possible uses of facebook to support virtual work? | Soz Lou Lou |
| Lecture 5 - Communication and trust (Virtual teams success Group effectiveness is a function of?) | environment factors (turbulence, industry characteristics) design factors (task autonomy, rewards supervision) Process factors Group psycho-social traits |
| Communication vs collaboration | Communication - mere exchange of information Collaboration - act of shared creation and or shared discovery |
| Communication contexts | Historical - assumptions from similar communications Cultural - audience, beliefs, and values Physical = place, time, lighting Psychological - emotions, mood Social - size and relationship |
| Effect of task type | Some tasks less effective electronically - consensus formation however divergent tasks are better) |
| Choice of medium factors | urgency, permanency, privacy, complexity, formality, experience, emotional impact. |
| Communication barriers | differences in perception, information overload, message complexity, differing status, unethical communication, physical distractions. |
| Conflict resolution | Assertiveness vs cooperativeness |
| strategic intentions | competing accommodating compromising avoiding collaborating (win-win) |
| Principles in negotiation and collaboration | Separate people from problem focus on interests, not positions invent options for mutual gain insist on objective criteria |
| Conflict resolution and collaboration | Collaboration can occur in conflictual and difficult situations it is not necessary to begin with similar viewpoints for successful collaboration collaboration requires considerable communication skills. |
| Team design and collaboration | teams are individuals that delegated separate tasks designed to achieve an appropriate end. working jointly is not enough for successful collaboration |
| Task functions and maintenance functions | T - initiating, opinion-seeking and -giving summarizing M - harmonizing and compromising encouraging, diagnosing, standard setting |
| Dimensions of trust | integrity, competence, consistency, loyalty, openness |
| Trust lost | act inconsistently to what they said personal gain withhold information half-truths close minded |
| Trust built | team player, practice openness, be fair, |
| Questions 1. Briefly summarise the key communication issues raised in the case study provided with this week's tutorial 2. which of the four commentators do you concur with 3. Seven principles of trust? 4. what methods and processes could be implement to ensure trust developed amongst members 5. five dimensions of trust? how can we build trust in these dimensions 6. how different levels of the power-distance index can create potential conflicts and degradation of trust in the team | d |
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