Virtual Teams: Projects, Protocols and ProcessesDavid Pauleen Idea Group Inc (IGI), 2004. gada 1. janv. - 352 lappuses Virtual teams are a relatively new phenomenon and by definition work across time, distance, and organizations through the use of information and communications technology. Virtual Teams: Projects, Protocols and Processes gathers the best of academic research on real work-based virtual teams into one book. It offers a series of chapters featuring practical research, insight and recommendations on how virtual team projects can be better managed, as well as in depth discussion on issues critical to virtual team success, including the place of virtual teams in organizations, leadership, trust and relationship building, best use of technology, and knowledge sharing. |
No grāmatas satura
1.–5. rezultāts no 88.
ii. lappuse
... Printed at: Mehdi Khosrow-Pour Jan Travers Amanda Appicello Michele Rossi ... E. Chocolate Avenue, Suite 200 Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533 ... electronic or mechanical, including photocopying, without written permission ...
... Printed at: Mehdi Khosrow-Pour Jan Travers Amanda Appicello Michele Rossi ... E. Chocolate Avenue, Suite 200 Hershey PA 17033 Tel: 717-533-8845 Fax: 717-533 ... electronic or mechanical, including photocopying, without written permission ...
4. lappuse
... electronic documents or schedule meetings), but predominance is the key word here. Virtual teams perform most of ... print or electronic forms without written interdependence and the shared responsibility among team members. “A small ...
... electronic documents or schedule meetings), but predominance is the key word here. Virtual teams perform most of ... print or electronic forms without written interdependence and the shared responsibility among team members. “A small ...
5. lappuse
... electronic meetings across space and work asynchronously across time (Dennis et al., 1988), GDSS sessions are ... print or electronic forms without written as similar phenomena. Because the issues faced by telecommuters are permission of ...
... electronic meetings across space and work asynchronously across time (Dennis et al., 1988), GDSS sessions are ... print or electronic forms without written as similar phenomena. Because the issues faced by telecommuters are permission of ...
9. lappuse
... e-mail, and more advanced ones such as desktop videoconferencing, collaborative software, intranets, and workflow ... print or electronic forms without written meaning such as tone of voice, facial expression, and body permission of ...
... e-mail, and more advanced ones such as desktop videoconferencing, collaborative software, intranets, and workflow ... print or electronic forms without written meaning such as tone of voice, facial expression, and body permission of ...
18. lappuse
... e-mail, while others had no prior experience with it. To address this problem, training and technical support were ... print or electronic forms without written and technical support) helped alleviate the complexity associated with the ...
... e-mail, while others had no prior experience with it. To address this problem, training and technical support were ... print or electronic forms without written and technical support) helped alleviate the complexity associated with the ...
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Virtual Teams: Projects, Protocols and Processes David J. Pauleen,David Pauleen Fragmentu skats - 2004 |
Bieži izmantoti vārdi un frāzes
ability action activities appropriate boundaries building challenges chapter characteristics clubs collaborative communication complex context coordination Copying or distributing Copyright corporate create cultural discussed distance distributing in print e-mail effective electronic forms employees environment example exchange expectations experience face face-to-face factors forms without written functional global goals Idea Group Inc identified implementation important improve increase individual interaction interviews involved issues Journal knowledge knowledge sharing learning literature located means meetings metateam motivation nature objectives organizational participants performance person positive practices presented Press print or electronic problems procedural project manager relationships responsibilities Review reward Science skills social strategies structure success suggested task team leaders team members theory tion traditional trust understanding University virtual organizations virtual teams York