VIRTUAL LEARNING: Features
- Entertaining and fun Participative and motivational Simulation of real situations Role-playing Learning from mistakes Finding foundations for failure of expectations
TELECOMMUTING
- From the point of view of the teleworker
- Schedule flexibility Assessed only through the results of your homework Operate from home Greater interaction with the family Need to efficiently manage your time
- From the point of view of the company, consider in telework policies and programs:
- Tasks to be entrusted to the teleworker Organizational context Domestic context (home and family) The individual's personality, experience and preferences
- Advantages for the company:
- Reduce costs Increase productivity
PERSON-TECHNOLOGY RELATIONSHIP
- Digital (what is said) versus Analog (how it is said) Fear that technology will modify human relationships, creating an unattainable ideal of relationship, at a “face-to-face” level Possibility of inventing an image other than one's own Interact with people who handle related topics
CYBERGROUPS
Group definition:
- A set of people united by a common interest who follow certain rules that maintain their relationship over time
Definition of cybergroup or virtual community:
"A group of people united by a common interest (an issue that keeps the group together) who communicate with each other through computers and interact relatively continuously over time following a series of pre-established rules"
THE VIRTUAL COMPANY
Sole proprietorship and temporary companies Temporary and self-managed groups of individuals committed to a common task. New kind of economy, where the fundamental unit is no longer the company but the individual.
Tasks are not assigned or controlled by management; They are carried out autonomously by independent contractors (freelancers, e-lancers).
"The virtual company is made up of people who work in the different organizations that comprise it"
THE VIRTUAL ORGANIZATION
- Traditional management
Efficiency and control, closely related concepts
- The managerial dilemma in the virtual organization
-How do we manage to direct people we don't see?
- Trusting them
The virtual organization is based more on trust than control. For virtuality to work, you need trust; technology alone is not enough.
HUMAN CAPITAL IN THE VIRTUAL ORGANIZATION
A) Employee characteristics:
- trained personnel, with a high level of preparation with general and specialized knowledge demanding in their multicultural and multi-language planning with a desire to belong and get involved, or with a desire for independence with full dedication or controlling their free time
..// Human capital in the virtual organization
B) Virtual manager
Roles: Qualities:
- Leader 1. Conviction communicator 2. Decision making entrepreneur 3. Flexibility coordinator 4. Coordination visionary 5. Tenacity of bond 6. Creativity Ability to learn Improve the attitudes and aptitudes of their subordinates
..// Human capital in the virtual organization
C) Qualities of the leader:
- self-confidence sense of mission continually learn vocation to serve radiate positive energy awareness of others in balance in their lives view life as an adventure are synergistic exercise for self-renewal
Culture in the Company
Virtual
Tools to get people from different organizations to get involved and integrate into virtual structures
- Technology Symbology Language:
- unification of terminology language that allows identification with the group to which it belongs
