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Реализация концепции проблемного обучения на занятиях по английскому языку…
Гуманитарный вестник
# 7·2017 11
2. Are highly virtual teams less effective? According to one study,
«there is no conclusive research evidence that virtuality in and of itself
consistently leads to less productive teamwork … the quality of task-
related processes appears to be a significant factor in deciding whether
dispersion becomes a liability or an opportunity»
[20, с. 15]
.
3. What are the advantages of highly virtual teams? There are many
advantages of working in highly virtual teams. Such teams can: 1) connect
the best talents from different locations, creating «super teams» from
around the world; 2) enable organizations to offer round-the-clock service
to customers; 3) maximize team members’ working time by avoiding
wasteful travel; 4) communicate at any time and in a highly focused way
with a variety of communication tools, making communication efficient;
and 5) help organizations to reduce the cost of office space if team mem-
bers work from home — at least part of the time.
Strategies for success in highly virtual teams. The following points are
based on the model described by Jeremy Comfort and Peter Franklin in
their book «The Mindful International Manager»
[21]
. (1) Build the right
team: choose the right team members and create a sense of «we».
(2) Have a very clearly defined vision and purpose. (3) Organize tasks and
plan deadlines in an effective, efficient and realistic way. (4) Define roles
and responsibilities. (5) Give support to team members who need it.
(6) Have effective performance management processes.
The following virtual risks can be the following
[21, с. 35]
. (1) Con-
flicts of priority. People in international teams normally have to combine
their international team duties with responsibilities in their local office.
Local tasks are often given priority, which can lead to less effective work
in the virtual team. (2) Strategic disconnect. Virtual team members need to
engage with these international strategies, for example, the introduction of
a centralized IT system, even if such solutions do not offer obvious benefits
to the local team. (3) Leadership without authority. This requires the abil-
ity to build relationships and to persuade people through logical argu-
ments and, sometimes, through the use of coercion to overcome resistance.
(4) Deal effectively with strangers. Highly virtual teams often have few
opportunities to meet face-to-face. This means that team members are, in
effect, working with «strangers». Effective virtual team members deal with
the «stranger» problem by following three main micro-strategies: accel-
erating mutual understanding; showing care; adopt an effective virtual
communication style, so called «smart virtual style».
Студенты знакомятся со всем собранным материалом, анализи-
руют и интерпретируют его, выдвигают гипотезы и записывают свои
мысли, идеи, выводы с последующим их обсуждением в группе.
Важно, чтобы данная самостоятельная работа проходила на англий-
ском языке. После окончания работы над проблемной ситуацией
преподаватель знакомит студентов с конкретным профессионально