Experience also suggests that teams do better when

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Experience also suggests that teams do better when encouraged to set their own goals for both performance and behavior, and this reduces confusion, ambiguity, and conflict. Using goal setting and task design can also help with interdependence and compensate for feelings of disconnectedness (Hertel et al., 2007). Clearly, goals must first reflect the outcomes sought by the organization, but the personal and interpersonal goals of the members must be respected as well at least as long as they are functional and not disruptive. Leaders and members must also be aware of the importance of setting the right tone for the group. An atmosphere of openness and honesty is one of the most important factors in setting the stage for a group being successful. However, conflict will and must arise in any group, and this is helpful too. To keep the conflict functional and productive, leaders must encourage members to voice differences of opinion and disagreements, but also instruct them as to how these issues will be addressed and managed. Managers must do everything possible to ensure that communication is open, frequent, accurate, and as rich as the situation and circumstances will support. Similarly, leaders must encourage and support frequent, honest, and helpful feedback, as well as frequent formal and informal communication sessions to make sure that all members are involved and productive, and to deal with any issues that might be lurking below the surface. By clearly communicating expectations, and making sure that the rewards support the accomplishment of those expectations, managers can have a substantial impact on the performance of the teams and the quality of their products.
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Journal of Business & Economics Research March, 2010 Volume 8, Number 3 80 Managers today will need to have a new mindset about work, jobs, teams and performance. Most managers think in terms of specific jobs with identifiable outputs. Today, however, much work is done in teams and this requires a different approach to management. Adding the virtual component to teams requires an even more radical change of mindset. Mangers must now think in terms of setting up the most important type of work unit for the job at hand and the technology available. Getting the right people to work together on a specific project may mean that the manager may have to go to the virtual team model to accomplish his/her goals. Virtual teams are not always the answer, but FtF teams are not either. Fitting the type of team to the task at hand will be a new management skill that will have to be mastered in organizations today (Nydegger, 2009). Some other changes in managerial perspective will also be needed. For example, all teams are and will be people-oriented they have to be. However, the ways in which managers relate to the team members will be somewhat different in virtual teams. They will need to trust team members to work and get their jobs done without direct supervision, and while this may be a leap of faith for some, it is necessary. If the manager feels that they have
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  • Spring '17
  • Ma
  • Virtual team, Journal of Business & Economics Research

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