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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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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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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QUESTIONS: 1‚ The key problems of Johnson are cross-functional teams‚ skunk works‚ team members not harmonious‚ and the time was no longer a luxury. Cross-Functional Teams: Johnson would be the new leader to develop a new product. Skunk works: A major challenge facing companies is how to diffuse the spirit of innovation throughout the entire organizational culture. Team members not harmonious: Johnson discovered that the team members appeared to be some infighting among the three members of
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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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Face-to-face vs. Electronic Communication We’re living in an age where e-mail‚ Facebook and digital connections are the rule‚ and face-to-face interactions start to become the exception. With the ability to exchange information via e-mail‚ chat and presentations over the web‚ face-to-face interactions with people seem to be unecessary. This is a harmful assumption that many people make. Without face-to-face communication intimacy is lost‚ there is greater misunderstanding‚ and people become
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department of a company and all team members are located on-site. Now‚ take all the stresses and difficulties normally associated with a project and scatter the team members all over the place; possibly in different countries and time zones. Wow‚ now it is really difficult and challenging to meet the three main goals of Project Management: time‚ cost and performance. With the scattering of the team‚ you have thus created the Virtual Team and the need for Virtual Project Management (VPM). Peterson
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and more...have taken the place of good old fashioned‚ face-to-face communication leading to many interpersonal difficulties and miscommunications in today’s workplace. You may be thinking...Why improve my interpersonal skills when most businesses do 99% of communication by telephone‚ teleconferencing‚ videoconferencing‚ e-mail‚ and on rare occasions‚ snail mail. A popular way of thinking today...but‚ is it really the correct way? "Face-to-face communication remains the most powerful human interaction
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Nothing can replace the value of face-to-face communication. However in a growing business‚ traveling to meet with customers and team members is not always feasible or economical. We communicate over email and phone‚ but even then‚ messages get misinterpreted and a sense of personal connection is never truly established or maintained. In fact‚ it’s said that over 90% of how we communicate is through nonverbal cues like gestures and facial expressions. With that said‚ one cannot underestimate the
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