Topic outline

  • How to Operate in Global Diverse and Virtual Teams

    This course is designed to provide an up-to-date knowledge on how to operate in global diverse and virtual teams for all level 2 employees.

    How to Operate in Global Diverse and Virtual Teams

    • Training Methodology & Objectives

      Training Methodology

      This Trainee-centered course includes the following training methodologies:-

      • Talking presentation Slides (PPT with audio)
      • Simulation & Animation
      • Exercises
      • Videos
      • Case Studies
      • Gamification (learning through games)
      • Quizzes, Pre-test & Post-test

      Course Objectives

      After completing the course, the employee will:-

      Apply and gain a comprehensive knowledge on how to operate in global diverse and virtual teams Understand how diversity impacts the workplace and how communication can be adapted to be used in the cross-cultural and global settings
      Be able to define the different types of diversity and culture and explore the different types of stereotypes that cause cross-cultural misunderstanding Understand the cultural dimensions used by Hofstede and how they differ for the various cultures working in the K-group
      Understand and practice how to communicate and work effectively with cross cultural and virtual teams including work style differences Understand the various communication styles used in cross cultural and different global settings and be able to vary own style accordingly
      Discuss virtual team and what constitutes a team as well as team concepts and phases of team development Apply bonding, development, managing the team, team dynamics, context of the team and the organization
      Carryout team building and identify the various types of team building, barriers to team building, group intercommunication formula and the common characteristics of high performing teams Manage a team during projects, develop your team and identify the conditions favorable for development of high performing teams
      Define virtual teams, work across boundaries and focus areas of virtual teams Illustrate the structure of a virtual team and discuss cultural differences, technical expertise and performance
      Employ virtual team management and identify the challenges of managing virtual teams and the various types of virtual teams Carryout performance management and team development as well as explain the advantages and disadvantages of virtual teams
      Use virtual team technology, discuss diversity filter and potential stereotyping and manage diversity Recognize diversity and change as well as apply tips to diversity change success, leadership of a virtual team and managing people and leadership
      Perform personality profiling, identify the 4 temperaments and their characteristics, compare the emotions and deal with others Manage people and apply motivation, binary thinking, conflict resolution and conflict management styles
      Carryout listening, empathizing, clarifying the issue, seeking permission and resolving the issue Employ problem solving and decision making as well as implement the solution and performing the actual implementation
      • Course Description

        Virtual teams have become the new normal as a consequence of globalization and talent shortages. To foster growth and innovation, companies increasingly rely on global virtual teams, with compelling benefits for the workplace and marketplace. 
        In the workplace, organizations benefit from deploying and developing their best internal talent, promoting a global perspective, deciding how to best allocate resources, building local stakeholder commitment, and improving innovation capabilities
        In the marketplace, benefits range from understanding cultural norms at the local level and improving forecast accuracy, to better customer retention, identifying and addressing risks and benefits, and achieving scale and local relevance.
        Traditionally, global teams were assembled based on obtaining the right mix of functional skills (marketing, manufacturing, finance, and compliance, for example), without being purposeful about other diverse factors, including cultural background, gender, race, ethnicity, and age. In fact, considering these diversity factors can provide the essential spark that leads to breakthrough thinking and provides greater career visibility for diverse talent.

        This E-Learning course is designed to provide an up-to-date knowledge on how to operate in global diverse and virtual teams. It covers the virtual team, team concepts and phases of team development; the bonding, development, managing the team, team dynamics, context of the team and the organization; the various types of team building, barriers to team building, group intercommunication formula and the common characteristics of high performing teams; managing a team during projects; developing your team; the conditions favorable for development of high performing teams; working across boundaries and focusing areas of virtual teams; the structure of a virtual team; and the cultural differences, technical expertise and performance.

        Virtual teams have their own set of challenges to overcome in order to be effective and to accomplish their goals.  This explains why most dispersed teams need specific time and effort given to developing team-building skills in order to be more successful.

        Managing a virtual team is considered to be one of the toughest tasks in today’s organisations and many of these teams are seen to fail.  In addition to the usual challenges of managing a diverse group of individuals, the manager of a virtual team is faced with further challenges including different time zones, shifting team membership, managing at a distance, lack of time and the use of communication technology.

        During this interactive course, participants will learn the virtual team management; the challenges of managing virtual teams and the various types of virtual teams; the performance management and team development; the advantages and disadvantages of virtual teams; virtual team technology, diversity filter and potential stereotyping; manage diversity; the diversity and change; the tips to diversity change success, leadership of a virtual team and managing people and leadership; the personality profiling; the 4 temperaments and their characteristics; comparing motions and dealing with others; managing people; the motivation, binary thinking, conflict resolution and conflict management styles; listening, empathizing, clarifying the issue, seeking permission and resolving the issue; problem solving and decision making; implementing the solution and performing the actual implementation.

        • Module 01 - Introduction and Beginning of Teams

          Contents:
            • How to Operate in Global Diverse and Virtual Teams
            • Course Objectives
            • Module 1: Introduction and Beginning of Teams
            • What is a Virtual Team?
            • Increase in Number of Virtual Teams
            • What Constitutes a Team?
            • Team Concepts
            • Why You Need to be an Expert at Collaboration and Teamwork?
            • Phases of Team Development
            • Bonding
            • Development
            • Managing the Team
            • Team Dynamics
            • The Context of the Team
            • The Organization
            • The Team Identity
            • The Individuals
            • Case Study #1: Daniel
            • Video: How to Be Present When Connecting Virtually
            • Module Quiz
          • Module 02 - Team Building

            Contents:
              • Types of Team Building Exercises
              • Barriers to Team Building
              • Group Intercommunication Formula
              • Common Characteristics of High Performing Teams
              • Managing a Team During Projects
              • Develop Your Team
              • Know the Conditions Favorable for Development of High Performing Teams
              • Why do People Want to Join Teams?
              • Case Study #2
              • Activity/Game 1 Your thoughts On Virtual Team Working
              • Video: Building Traits of a Good Virtual Team Member
              • Module Quiz
            • Module 03 - Virtual Teams – a Definition

              Contents:
                • Being Not There!
                • Time Zones
                • Little or no Face to Face
                • Working Across Boundaries
                • Focus Areas of Virtual Teams
                • Structuring a VT
                • Cultural Differences
                • Technical Expertise and Performance
                • Short Term and Long Term VT Teams
                • Task versus Relationship
                • Encouraging the Relationship
                • Case Study #3 Issues With Working in Virtual Teams
                • Activity 2: Virtual Teams
                • Video: Interview
                • Module Quiz
              • Module 04 - Virtual Team Management

                Contents:
                  • Types of VT Teams
                  • Networked Team
                  • Parallel Teams
                  • Project Development Teams
                  • Work, Production or Functional Teams
                  • Service Teams
                  • Offshore ISD Teams
                  • Management of the Team
                  • Preparations
                  • Launch
                  • Performance Management
                  • Team Development
                  • Disbanding and Re-Integration
                  • Advantages of Virtual Teams
                  • Disadvantages of Virtual Teams
                  • Case Study # 4
                  • 4.1 The Effects of Distance on Communication
                  • 4.2 Developing Trust in Virtual Teams
                  • 4.3 The Importance of Clear Communication
                  • Video: The 7 Cs of Communication
                  • 7 Cs of Communication
                  • Module Quiz
                • Module 05 - Virtual Team Technology

                  Contents:
                    • Technology and Common Ground in Virtual Teams
                    • Video: How To Collaborate Effectively If Your Team Is Remote
                    • Technology and Common Ground in Virtual Teams
                    • Case Study # 5 - Appropriate Use of Technology
                    • 5.1 What Technology Should be Used and How?
                    • Activity 4: Different Tools Used for Communication
                    • Table 3: Synchronous or Asynchronous? Discussion
                    • Module Quiz
                  • Module 06 - Diversity

                    Contents:
                      • The Diversity Filter
                      • Potential Stereotyping
                      • Diversity in Sport
                      • Managing Diversity
                      • Hofstede Research
                      • Hofstede Dimensions
                      • Advice on the Hofstede Findings
                      • Power Distance
                      • Individualism vs. Collectivism
                      • Masculinity vs. Femininity
                      • Uncertainty Avoidance Index (UAI)
                      • Pragmatic versus Normative (PRA)
                      • Indulgence versus Restraint (IVR)
                      • Key Points
                      • Apply This to Your Life
                      • Video: Managing Virtual Team Schedules
                      • Module Quiz
                    • Module 07 - Dimension

                      Contents:
                        • Dimension Maps of the World: Individualism
                        • Dimension Maps: Power Distance
                        • Dimension Maps: Masculinity
                        • Dimension Maps: Uncertainty Avoidance
                        • The Last Two Dimensions
                        • Dimension Maps: Long-Term Orientation
                        • Dimension Maps: Indulgence
                        • The Dimensions Explained
                        • Case Study # 7 Assessing for Teamwork Skills
                        • Video: Case Study # 7
                        • Activity: The Employer’s Tale
                        • Module Quiz
                      • Module 08 - Leadership of a Virtual Team

                        Contents:
                          • Managing People and Leadership
                          • The 4 Temperaments and their Characteristics
                          • Typical Blends
                          • Describing the Temperaments
                          • Popular Sanguine
                          • Perfect Melancholy
                          • Let’s Get Organized
                          • Comparing the Emotions
                          • Opposites Attract!
                          • Powerful Choleric
                          • Let’s Get Moving!
                          • Peaceful Phlegmatic
                          • Let’s Relax
                          • Unique Blends
                          • On Track to Change
                          • Let’s Organize Popular Sanguine
                          • Let’s Cheer Up Perfect Melancholy
                          • Let’s Tone Down Powerful Choleric
                          • Let’s Motivate Peaceful Phlegmatic
                          • Understanding and Dealing with Others
                          • Using Strengths
                          • Dealing with Sanguines
                          • Dealing with Melancholies
                          • Dealing with Cholerics
                          • Dealing with Phlegmatics
                          • Managing People and Leadership
                          • How are Managers Different from Leaders?
                          • Differences between managers and leaders
                          • Managers and Leaders
                          • Managing the Men or People Resource
                          • Motivation and People
                          • Video: Supporting Remote Team Members
                          • Maslow Hierarchy of Needs
                          • Herzberg Theory of Satisfaction and Motivation
                          • Once you Have Made a Promise, you Should Keep it
                          • Binary Thinking
                          • Phases of Learning
                          • Sources of Power for Leadership
                          • Career Anchors - What We Really Like!
                          • Conflict Resolution
                          • Conflict Management Styles
                          • The Tortoise (Withdrawing, Avoiding)
                          • The Shark (Aggressive, Forcing)
                          • The Teddy Bear (Aggressive, Forcing)
                          • The Fox (Compromising)
                          • The Owl (Confronting or Problem-Solving)
                          • Preparing for Conflict
                          • Using LECSR to Resolve Conflict
                          • Listening
                          • Empathizing
                          • Clarifying the Issue
                          • Seeking Permission
                          • Resolving the Issue
                          • Summary
                          • Problem Solving and Decision Making
                          • Problems Can be Classified in Three Ways
                          • There are Three Ways to Approach Problems
                          • Problem Solving Styles
                          • The Accommodators
                          • The Divergers
                          • The Assimilator
                          • The Convergers
                          • The Problem Solving Model
                          • Solving Problems the “Right” Way/Problem Solving Techniques
                          • Decision Making
                          • How to Implement the Solution and Performing the Actual Implementation
                          • Case Study # 9 Bad Examples of Using Star
                          • Table 1 Bad Examples of STAR
                          • Activity: Look Back in Wonder
                          • Discussion
                          • Module Quiz
                        • Module 09 - Decision Making Traps

                          Contents:
                            • Misdirection
                            • Sampling
                            • Bias
                            • Averages
                            • Selectivity
                            • Interpretation
                            • Jumping to Conclusions
                            • The Meaningless Difference
                            • Connotation
                            • Status
                            • Lessons Learnt from Virtual Teams
                            • Pitfalls for Virtual Teams
                            • Lessons Learnt
                            • Actions to be Taken
                            • The Causes Of Conflict In The Virtual Workplace -Video
                            • Case Study #10 Group Exercises at Assessment Centres
                            • Activity 4: Day at an Assessment Centre
                            • A Day at an Assessment Centre - Video
                            • Discussion
                            • Case Study 1: Open University Assessment Centre Activity
                            • Further Examples of Assessment Centre Activities
                            • Activity: What Are Observers Looking For?
                            • Video: Barclay’s Bank
                            • Table 2 Interview Panel Feedback
                            • Module Quiz
                          • Post-Test

                            Kindly complete the post-test to assess your knowledge about the topic after the course.