C11AI1 APPLIED INTERNATIONAL MARKETING 2013 Case Study Assignment: Assessment = 25% Brief – Leo Burnett Company Ltd: Virtual Team Management This briefing note accompanies the case IVEY 9B03M052 – The Leo Burnett Company Ltd.: Virtual Team Management. The case tracks 2.5 years in the development of a virtual team. The team’s members include employees of a global manufacturer of health and beauty products (OBC) and employees of an advertising agency (Leo Burnett) in three countries (England
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Managing Virtual Teams 1. Introduction Virtual teams have emerged to mitigate the challenges of managing teams that are distributed across different regions‚ and are a sustainable component of global business. A project manager managing a virtual team would have to integrate communication strategies‚ project management techniques including human and social processes in order to support the team‚ (Kimball‚ 1997). The author is a project manager assigned to lead a virtual team of 300 volunteers
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Building a virtual team Saturday August 26‚ 2012 Building a virtual team A virtual team is a group of individuals who work across time‚ space and organizational boundaries with links strengthened by webs of communication technology. Several key factors can cause a virtual team to succeed or to go down the drains such as lack of interest‚ lack of directions and difference of work ethic. We can describe the key challenges and pitfalls to virtual teams as such: Some virtual team lack of clear
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1. Are virtual teams likely to be a passing fad? Why. Or why not? I personally don’t believe that virtual teams are a passing fad. Over the past couple of years a lot of things have changed but one thing that has been constant is the use of technology and the importance it plays in the workplace. Like my company‚ we have a number of locations and we work on various projects utilizing virtual teams. Especially since a lot of bigger companies are global‚ virtual teams allows for more reasonable collaboration
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CHALLENGES OF GEOGRAPHICALLY DISTRIBUTED TEAMS The more virtual your teamwork is‚ the more demanding it becomes. Collaboration across locations‚ time zones and cultural boundaries increases the demands on organization and management. Mobility and temporary project work may complicate employees’ own work management and leisure time arrangements. Mediated communication offers opportunities for virtual collaboration. Yet team members also need to be aware of the pros and cons of various communication
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GLOBALIZATION AND TECHNOLOGY I think that if we want to talk about globalization first of all we must define what the globalization is. Globalization is a process of interaction and integration among the people‚ companies‚ and governments of different nations‚ a process driven by international trade and investment and aided by information technology. This process has effects on the environment‚ on culture‚ on political systems‚ on economic development and prosperity‚ and on human physical well-being
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Managing Communication within Virtual Intercultural Teams Christine Uber Grosse Thunderbird‚ The American Graduate School of International Management Abstract As global companies rely more on virtual teams to conduct short and longterm projects‚ business students need to be prepared to manage the communication of intercultural teams. Communicating across cultures using technology can be a difficult task. Best practices in managing the communication of virtual intercultural teams are identified from interviews
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Based on the attached case study (Second Chance)‚ discuss the following questions. 1. What do you think Keith Lam would do‚ given his role and the circumstances? Why? 2. What should be done? Support your views with relevant leadership theories and (if applicable) real life experiences. Please note that you will be graded according to the following criteria: 1. Understanding theories and concepts (demonstrate understanding of theoretical frameworks) 2. Reflection and Interpretation (able
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the new leader of a team that included 10 individuals. To her surprise‚ not only were these team members diverse in terms of their functional training and expertise‚ but they also represented a variety of culture backgrounds and only three were located in her office building. She quickly learned that 7 of 10 individuals actually worked from their home countries that included Japan‚ China‚ Mexico‚ Australia‚ Germany‚ Colombia‚ and Egypt. Up until this point‚ this "virtual team" collaborated on projects
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adoption are important for choosing the collaboration tool(s) appropriate for communicating and collaborating in any team. Teams who choose the use of an inappropriate tool(s) could cause faulty communications or an inadequate exchange of information hindering their creativity. (Nemiro‚ 2004) COLLABORATION TOOLS Violino (2007) presents several online collaboration tools teams are taking advantage of in order to share information‚ communicate‚ debate‚ research‚ design‚ develop products‚ and many
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