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7 Essentials for Managing Virtual Teams

7 Essentials for Managing Virtual Teams - 10 edition

ISBN13: 978-1935551904

Cover of 7 Essentials for Managing Virtual Teams 10 (ISBN 978-1935551904)
ISBN13: 978-1935551904
ISBN10: 1935551906
Cover type: Paperback
Edition/Copyright: 10
Publisher: University Readers
Published: 2010
International: No

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7 Essentials for Managing Virtual Teams - 10 edition

ISBN13: 978-1935551904

Dana E. Jarvis

ISBN13: 978-1935551904
ISBN10: 1935551906
Cover type: Paperback
Edition/Copyright: 10
Publisher: University Readers

Published: 2010
International: No
Summary

Virtual teams are fast becoming an integral strategy for multinational corporations to accelerate their goal achievement. These teams provide a vast array of financial, sales, marketing, information technology, human resources and consulting services. Virtual teams serve as a source of competitive advantage to corporations by providing a diverse workforce with multi-faceted expertise. In order to harness the collective energy of virtual teams, managers benefit from insights in The 7 Essentials for Managing Virtual Teams. This resource provides practical knowledge, skills and tools for Virtual Team Managers to effectively engage teams around the world. Each ''Essential'' is built from the research on virtual teams, case study analysis, leader interviews and relevant firsthand experience. The ''Essentials'' are: Building and Sustaining Trust, Stimulating a Culture of Excellence, Establishing Purposeful Goals, Accelerating Peak Performance, Proactively Engaging Employees, Embracing Dynamic Change and Maximizing Technology. Underlying the ''Essentials'' is the realization that even within a virtual and high technology environment, people remain at the core. Ultimately, by deploying the ''Essentials'' for people on virtual teams, managers will leverage opportunities to reach the full potential of their mission and goals. Dana E. Jarvis, MPA, MSW, is an adjunct professor and former U.S. Marine with over 17 years of leadership and management experience in face-to-face and virtual environments. His collaborative approach has engaged diverse stakeholders via projects in management consulting, learning and development and human resources. Major project outcomes led by Dana include corporate universities, performance management systems, leadership programs, and a values-based cultural initiative. His graduate business courses integrate theoretical and practical applications of topics on leadership, business ethics, diversity, management and assessment. He has contributed articles for

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