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Managing a Virtual Team: Implementing a Reward and Recognition System

Added on -2019-09-16

This article discusses the challenges of managing a virtual team and implementing a reward and recognition system to ensure project success and team motivation. It covers criteria for determining team effectiveness, structuring the system, administering it, and reviewing its effectiveness. It also addresses concerns about team member participation and compensation for subject matter experts.
| 2 pages
| 547 words

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Assume you are managing a virtual team for the first time in your career. Your project is the fifthhighest priority in the organizations portfolio management system, which has 55 different programs and projects, so it is receiving extensive attention from management. The project is launched to develop and deliver a new product within two years, and the schedule is urgent because management wants to ensure that the product makes it into the marketplace before the company’s competitors release a similar product of their own.To help ensure your project success, management has appointed a senior-level governance board to oversee its progress. This board meets with you monthly, and you are expected to consult withits members between meetings if any significant issues or risks arise. Unfortunately, economic conditions prevent you from having direct interaction with your project team, which is made up of 25 members located on three different continents. Your company does not have a video conferencing system, and most communications will be asynchronous except for occasional conference calls held at pre-arranged times.You want to ensure that your project is a success and that your team members are pleased and motivated by their work on the project. Therefore, you meet with your governance board to ask ifyou can implement a team-based reward and recognition system for the project. The board members agree that although other programs and projects in the organization do not have similar systems in place, implementing a reward and recognition system might be a good idea. If the system is ultimately deemed beneficial, it could then be applied to other programs and projects inthe organization as well.You are pleased the governance board is supportive of your idea, and you decide to conduct a teleconference with your team to explain the concept to them. During the teleconference, you usea nominal group technique by giving each team member an opportunity to respond with ideas about the reward and recognition system. You then ask your team to formulate a draft plan for the system. One team member volunteers to lead this effort.Questions:1.What criteria should be used to determine team effectiveness?2.How should this team-based reward and recognition system be structured?3.Who should determine how to administer the system—e.g., the team itself, the project manager, the project sponsor, the governance board? What are the advantages and disadvantages of involving each of groups listed?4.If a team member disagrees with the approach, can he or she opt out of the system without fear of reprisal, or does everyone need to participate for the system to be effective?5.How often would a review of the system be conducted to ensure it’s effective? Who would conduct this review, and how would the review be done?

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