The authors' embed their approach to "the management and training of personnel working in virtuality" (p. ix) in the performance management and continuous quality improvement paradigm. This book describes a customer-driven performance management model for virtual organizations and the initial training needed to implement it.
Virtual organizations are described in Chapter 1, beginning with the example of organized crime. The next three chapters provide the rationale and description of a customer-driven performance management system as the model for a virtual organization. This results-oriented model provides a tool for establishing standards for selection, training and development, and rewards for and recognition of virtual employees.
The next two chapters identify specific selection and training issues for virtual workers. The following chapter offers 10 guidelines, each illustrated with a short case study that summarizes the key issues of working virtually. These guidelines stress that the development of virtual teams is a process and highlight aspects, such as trust, flexibility, and good communication, that are important to the process. The final chapter considers future implications for employees and managers in virtual organizations.
In looking at the different elements of virtual organizations, the authors discuss the benefits of virtual work for both the organization and the employees. They provide basic criteria for selecting virtual employees, planning initial orientation and training, and addressing resource and technology needs for working virtually Suggestions focus on preparing employees for this different type of environment, including potential difficulties they may encounter as virtual workers. However, little attention is given to the planning, delivery of training, or professional development beyond the initial orientation of virtual work groups.
Trust and inclusion are two important aspects that are emphasized throughout the book. Strategies are discussed for building trust, both among the virtual workers and with the employees in "brick and mortar" offices, and for integrating virtual workers into the larger organization. Training for managers and other "traditional" employees also is emphasized as a necessary component for successfully developing feelings of trust and acceptance among all employees in an organization.
For readers who are just beginning to explore the idea of virtual work, this book will offer some useful insights. Because many of the essential characteristics and resources needed for successful virtual employees also apply to virtual learners, both educators and learners thinking about distance education also may find portions of this book helpful. In my own work, several other books also have been useful in providing detailed diagrams and checklists for working with virtual teams; one of these is Mastering Virtual Teams: Strategies, Too& and Techniques that Succeed by D. L. Duarte and N. T. Synder (Jossey Bass, 1999).
Deborah Lavin Colky is assistant professor and chair of the graduate program in training and development at Roosevelt University Michael T. Colky is president of Just Results, Inc. William H. Young III is professor and chair, Department of Leadership and Development, College of Education, University of South Florida.
Judy Milton
Doctoral Student
Department of Adult Education
University of Georgia
