Five Steps to Leading Your Team in the Virtual COVID-19 Workplace

Newman, Sean A.; Ford, Robert C.

doi:10.1016/j.orgdyn.2020.100802

Cited by 161 publications

(138 citation statements)

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“…В то время как многие компании и их руководители уже справились с первоначальной проблемойкак сделать удаленную работу реальностью, многие сейчас задумываются о дальнейшем переходе на дистанционный формат, так как отдельные специалисты могут работать с такой же эффективностью удаленно, при том, что у компании сократятся расходы на содержание офисных помещений. Даже если сотрудники смогут медленно вернуться в свои офисы, высока вероятность того, что у многих сотрудников и организаций в будущем значительное количество сотрудников будет работать на дому [7].…”

Section: таблица 1 препятствия применения технологий виртуальной реалunclassified

Application of virtual reality technology in Russian business: problems and ways to overcome them

Naumova¹,

Timoshenko²

2021

TDSE

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Тенденции развития науки и образования Результаты анализа являются информационной базой для разработки и принятия управленческих решений направленных на повышение объемов производства и реализации продукции. *** Наумова О.А., Тимошенко А.В. Применение технологии виртуальной реальности в российском бизнесе: проблемы и пути их преодоления Самарский государственный экономический университет (Россия, Самара

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Section: таблица 1 препятствия применения технологий виртуальной реалunclassified

Application of virtual reality technology in Russian business: problems and ways to overcome them

Naumova¹,

Timoshenko²

2021

TDSE

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“…For many reasons the management of virtual teams is different than managing employees in a traditional face-to-face office environment. Though some benefits of virtual work, such as better work-life balance by working from home, more efficient use of time gained by not commuting to the office, and increased access to the best talent that can be located anywhere are mentioned, some unique challenges, faced by virtual employees, remain (Newman & Ford, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Changes in Managing Projects Due to Covid-19 in the Czech Republic

Smolíková

2021

International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering"

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Purpose – this paper investigates the changes in managing and leading the projects due to COVID-19 in the Czech Republic. Research methodology – a literature review, qualitative analysis based on conducted interviews with project managers in the Czech Republic. The main research objective is to obtain best practices and lessons learned from project managers in the IT sector. Findings – the findings are based on interviews with project managers and reflect the reality in the Czech Republic in the field of project management. It describes what the project teams and project managers had to face during the pandemic. Findings are derived from the research and presented at the end of the paper. Research limitations – the limitation of this paper is related to the research location, which was in the Czech Republic. The author suggests to extend the sample of data and include other countries in future investigations. Practical implications – findings provide recommendations for successful project management in the future projects. Originality and value – can be found in the recommendations for companies and lessons learned that can be used in managing new projects.

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“…Therefore, the main focus of recommendations for managerial implications is aimed at establishing a balanced mode of communication with employees. Such a mode should combine, if possible, online and face-to-face meetings, team and individual communication, formal and informal communication, regular informing of employees about tasks and achievements, encouragement of employees' initiative and joint leadership [8,20,21]. The effectiveness of virtual interaction is increased by using online team coordination tools to share task progress and important updates.…”

Section: Organizational-managerial Effectsmentioning

confidence: 99%

“…Recommendations for solving the problem of trust to the manager, the team and the organization are related to ensuring the transparency of the audit and expert decision-making, and to the regularity and transparency of the audit. Trust is also positively affected by the possibility of personal contacts with employees and the manager [21,22]. Among organizational and managerial effects one can emphasize those that manifest themselves in the self-organization of their own remote work.…”

Section: Organizational-managerial Effectsmentioning

confidence: 99%

Organization of remote work in the context of digitalization

Sheveleva

Rogov

2021

E3S Web Conf.

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The analysis of the remote work organization indicates the certain reserves in the field of professional activity, manifested in three groups of effects: individual-personal, social-psychological and organizational-managerial. Individual-personal effects are connected with the professional’s personality transformation under the influence of professional environment digitalization: a change in the emotional side of the activity, experiencing a lack of information about the colleagues’ work, feedback about their role in the overall result. As a result, there appears a fear of missing out; a decrease of analytical thinking and critical perception of professional situations; an increase of physical and psychological fatigue and emotional burnout. Social-psychological effects are due to the peculiarities of interaction in digital technologies conditions, which generates new and modernizes the existing social and cultural communication norms and network etiquette. At online conferences the ratio of visual and auditory components of nonverbal communication changes, the role of listening increases, and there is a greater focus on content in comparison with face-to-face communication. The differences in labor productivity at different communication modes are revealed. Informal interactions, the sense of professional and organizational involvement are reduced. The work-life balance is disturbed. Organizational and managerial effects of remote work are associated with the implementation of labor regulation, control and assessment, staff motivation, forms of employment, organizational membership and commitment, job satisfaction, trust in teams, the composition and structure of work teams, leadership, organization of workplaces and business communications. Many of the organizational factors are closely interconnected.

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Five Steps to Leading Your Team in the Virtual COVID-19 Workplace

Cited by 161 publications

References 0 publications

Application of virtual reality technology in Russian business: problems and ways to overcome them

Application of virtual reality technology in Russian business: problems and ways to overcome them

Changes in Managing Projects Due to Covid-19 in the Czech Republic

Organization of remote work in the context of digitalization

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