Ever since the rapid rise of the Internet and the associated exponential growth of online business, the topic of remote teams has become inevitable, and with the onset of our global pandemic remote working both grew exponentially whilst also becoming "normalized". Remote working is one of numerous evidences of the spread of Globalization generally. Vendors produce increasingly advanced solutions for mobile and web communications, start-ups create virtual collaboration solutions that sometimes seem to border on science fiction, and journalists extol the exploits of organizations that achieve extraordinary results with teams distributed in the four corners of the world.Yet understanding of what a remote team actually is - let alone how to make it work optimally - seems to be as varied as the number of people discussing the matter. Is a remote team one that never meets face-to-face? Is it one in which the team leader has no line-manager control over the other team members? Or is it a team that only exists as an electronic entity on the web, and that disappears when the power is turned off? We can understand those through this book.Here are a few topics in the book: -What Is A Remote Team-Pros And Cons Of Remote Working-Looking From A Leadership Perspective-How To Manage Team PerformanceAnd so much more!!!All of the characteristics above, and more, are possible even if they are not necessarily represented in any one remote team. This may explain the difficulty of reaching a consensus about the definition of a remote team. Yet defining a remote team, or in fact defining team "virtuality" may be simpler than many people think.The definition is linked to the notion that remote teams exist because organizations want to access competence, and experience globally without restrictions such as immigration control. This can mean the bypassing of geographical barriers, but also the need to manage differences in culture, language and local hierarchy.In addition, remote teams may also include team members that are not employees of the same organization, a factor that immediately escalates the number of different combinations possible. Essentially, we are moving beyond the notion of whether a team is or is not remote, to one where we need to define the degree of virtuality - how virtual a remote team is.We can still apply measurements and make suggestions about how to identify particular levels of virtuality that make a remote team workable. However, we are no longer working with a dictionary definition of a remote or virtual team: we are working with a cursor, or rather several cursors that slide back and forth along different dimensions of virtuality.A first definition of a remote team is therefore, that it is a team that in some way operates outside the boundaries of the traditional, one-physical-location team.Whether one remote team can be said to be "more" or "less" remote than another team, then depends on whether the two teams have extended beyond the traditional limits in the same way. As we will see further on, a team whose members work in neighboring buildings, and who have different cultural backgrounds, may turn out to be no less remote than a team physically spread over the five continents, but whose members all originate from the same country or culture.Read this book to understand further about Remote Teams.BUY NOW!