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Hans Gaertner

Führen auf Distanz stößt in der Chefetage auf wenig Gegenliebe - HR-Managemen... - 0 views

www.haufe.de/...enig-gegenliebe_80_123192.html

virtualcollaboration leadership

shared by Hans Gaertner on 11 Apr 13 - No Cached
  • Hans Gaertner on 11 Apr 13
     
    Study from Com Team: Leading virtually still lacks broad acceptance in Germany, Austria and Switzerland. While most managers and staff accept cost reduction as a major benefit, the "always on" consequence and increased pressure result in a negative assessment.
Hans Gaertner

Gruppenarbeit: Welche Kompetenzen virtuelle Teams voranbringen - HR-Management - Person... - 1 views

www.haufe.de/...ms-voranbringen_80_173424.html

virtuell Kompetenzen

shared by Hans Gaertner on 11 Apr 13 - No Cached
  • Hans Gaertner on 11 Apr 13
     
    Artikel in German
  • Hans Gaertner on 11 Apr 13
     
    Hay Group did a survey on virtual teams: only 34% of the participants were happy how their companies appreciate the challenges they face when they work virtually.
hnauheimer

SharePoint App Market - 0 views

www.sharepointappmarket.com

collaboration enterprise2.0 tools

shared by hnauheimer on 21 Dec 11 - No Cached
  • hnauheimer on 21 Dec 11
     
    We are your #1 classified ad listing site for SharePoint Apps. Become a free member and start listing your SharePoint Apps within minutes. You can manage all ads from your personalized dashboard.
Stephan Dohrn

5 Reasons You Need to Meet in Person | Inc.com - 0 views

www.inc.com/...ou-need-to-meet-in-person.html

communication collaboration trust meeting face2face

shared by Stephan Dohrn on 03 Mar 12 - No Cached
  • My clients are just like yours: They want to Skype, email and text. But here's why you still need face time.
  • 1. You're off the record.
  • 3. Make an impression.
  • ...3 more annotations...
  • 2. Make use of not-so-small talk.
  • 4. Read the body language.
  • 5. Learn where the action is.
Stephan Dohrn

collaborative communicator - test and description (cisco) - 1 views

www.collaborativecommunicator.com

collaboration personality communication leadership

shared by Stephan Dohrn on 12 Mar 13 - No Cached
  • Become a collaborative communicator and work successfully across projects, teams, platforms and boundaries. Engage effectively in this new, harmonious way to work by gaining a deeper understanding of:
Stephan Dohrn

Virtual Teamwork - Long Distance Collaboration | Ravenwerks - Global Ethics, Etiquette ... - 0 views

www.ravenwerks.com/...rk-long-distance-collaboration

collaboration distributed teams virtual leadership effectiveness

shared by Stephan Dohrn on 22 Feb 13 - No Cached
  • “virtual teamwork”- interacting using technology; has its advantages and disadvantages over “actual teamwork” – interacting in person. As a manager, you have to decide how to leverage the good parts and mitigate the bad parts.
Stephan Dohrn

What Employees Worldwide Have in Common - 0 views

businessjournal.gallup.com/...mployees-Worldwide-Common.aspx

productivity leadership engagement workplace employees gallup

shared by Stephan Dohrn on 16 Sep 12 - No Cached
  • Regardless of country or region, employee engagement is linked to personal wellbeing, but there are significant variations
Sari Stenfors

Perceived Proximity in Virtual Work: Explaining the Paradox of Far-but-Close - 1 views

oss.sagepub.com/979

virtual perceived proximity work

shared by Sari Stenfors on 29 May 11 - No Cached
  • One's colleagues can be situated in close physical proximity, yet seem quite distant. Conversely, one's colleagues can be quite far away in objective terms, yet seem quite close. In this paper, we explore this paradoxical phenomenon of feeling close to geographically distant colleagues and propose a model of perceived proximity (a dyadic and asymmetric construct which reflects one person's perception of how close or how far another person is). The model shows how communication and social identification processes, as well as certain individual and socio-organizational factors, affect feelings of proximity.
Sari Stenfors

Avatars at Work and Play: Collaboration and Interaction in Shared Virtual Environments ... - 0 views

ebookee.org/-Cooperative-Work-_170559.html

virtual collaboration avatars work

shared by Sari Stenfors on 25 May 11 - No Cached
  • Description: Avatars at Work and Play brings together contributions from leading social scientists and computer scientists who have conducted research on virtual environments used for collaboration and online gaming. They present a well-rounded and state-of-the-art overview of current applications of multi-user virtual environments, ranging from highly immersive virtual reality systems to internet-based virtual environments on personal computers. The volume is a follow-up to a previous essay collection, The Social Life of Avatars, which explored general issues in this field. This collection goes further, examining uses of shared virtual environments in practical settings such as scientific collaboration, distributed meetings, building models together, and others.
Stephan Dohrn

Is Multitasking Evil? Or Are Most of Us Illiterate? | Britannica Blog - 0 views

www.britannica.com/...l-or-are-most-of-us-illiterate

multitasking rheingold attention education literacy skills collaboration productivity

shared by Stephan Dohrn on 26 Jul 11 - Cached
  • there is an as-yet undocumented literacy in the relatively unexplored middle, a partially mental and partially technical skill at deploying the appropriate attentional style with the appropriate media at the appropriate time
  • the need to balance a defense against becoming overloaded by the overwhelming influx of mediated information with a need to know the most accurate and fresh information that will be professionally and personally useful.
Stephan Dohrn

Practical Radicals | Fast Company - 0 views

www.fastcompany.com/...radicals.html

leadership change employees

shared by Stephan Dohrn on 21 Sep 11 - Cached
  • Meyerson defines tempered radicals as employees who operate on a fault line. They are committed to the organization that they work for. To some measure, moreover, they want to advance on their employer's terms; their company's success is theirs too. At the same time, though, they are at odds with their company. Marginalized by gender, race, or ideology, they identify with causes that defy the dominant culture. While they feel bound to their organization's goals, they also aim to stay true to their own personal ideals. And so they pursue change, constantly challenging the status quo.
hnauheimer

Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness - 0 views

orgsci.journal.informs.org/...473.abstract

collaboration virtual teams productivity distributed teams

shared by hnauheimer on 12 Oct 11 - No Cached
  • hnauheimer on 12 Oct 11
     
    Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several propositions. Implications for research and practice are also outlined.
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