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CHARACTERISTICS OF virtual teams
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Introduction
On Monday, November 14, 2011, Terry Burnham, Shawn Carlson, Roger Chikamura, Heidi Davidson and Natasha DeJesus were assigned membership of Team 1 for a virtual team project. The purpose of the project was to conduct a leadership analysis of a world-renowned leader, to be presented in the form of a narrated PowerPoint presentation. Areas of organizational behavior to be analyzed include: leadership of diversity practices; leadership values, personality and decision-making; leadership of organizational culture; leadership of follower motivation; and overall success as a leader.
Team 1, by mutual consent, chose to use e-mail as the primary means of communication. Although, the planning and execution of the project, was carried out efficiently and considered a success by all members of the team, there are still a number of lessons that were learnt for future projects.
Virtual Teams
According to Kurland and Bailey (1999) a virtual team “consists of team members who are geographically dispersed and who come together by way of telecommunications technology. Each team member may be located in a traditional office setting, but the offices are not proximate to one another” (p. 56). This definition is supported by Berry (2011) who adds that the two main differences between virtual and regular teams are that the members of virtual teams may be dispersed geographically and rely predominately on computer-mediated communication.
As stated by Robbins and Judge (2011) virtual teams face a number of particular challenges. Members experience very little social interaction and do not feel the benefit of the usual give-and-take experienced by teams. They tend to be more task-orientated and members often report less satisfactio...
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...n be taken away from this project is that virtual teams work well when members are motivated and focused. But, had one, or more, members been uncommunicative, unreliable, or comfortable with the use of email as a primary means of communication, the team may have struggled to reach its goal. Other means of communication would have been required, and a more authoritarian form of leadership needed to keep the whole team focused.
References
Berry, G. R. (2011). Enhancing Effectiveness on Virtual Teams. Journal Of Business Communication, 48(2), 186-206. doi:10.1177/0021943610397270
Kurland, N.B., & Bailey, D.E. (1999). Telework: The advantages and challenges of working here, there, anywhere, and anytime. Organizational Dynamics, Autumn, 53-68.
Robbins, S.P., & Judge, T.A. (2011). Organizational behavior (14th ed.). Upper Saddle River: Pearson Prentice Hall
Lin, C., Standing, C., & Liu, Y. (2008). A model to develop effective virtual teams.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
As the technological advances in the quality of video conferencing has continued to improve, it has allowed organizations to communicate in real-time even though they are on opposite sides of the world. Unilever, a parent company of numerous household brand names, is one such global company. They have had almost every major innovation project in the past two years conducted via video conferencing. Unilever managers are trained and expected to clarify the goals amongst virtual teams. However, preparing employees to operate in an agile way isn't easy. The major traps are introducing concepts too quickly, not giving it time to develop and introducing changes without sufficient training for managers who still don't trust employees to be self-reliant.
... such as communication, leadership, and groups and teams including virtual teams. Its engaging experience allowed for interactive learning and a thorough analysis of the interrelationship between effective communication and the beneficial outcomes of shared leadership in groups and teams. Through my individual experience as an observer assisted with my experience as a group member, the development of groups according to Tuckman’s model and ineffective methods such as barriers to communication and shared leadership possibly reduced the inefficiency in the first simulation. By implementing specific strategies such as minimizing intra-group conflict, adopting positive leadership attitudes and assigning roles to team members, group cohesion and team dynamics can be optimized in order to increase individual and team performance as reflected through our results.
As a result of this new frontier, organizations are converging to allow employees to flower their creative energies by permitting them to work virtually. This type of virtual team building allows members of the team to positively use a repertoire of communication networks facilitated by technology. Although technology is not hassle-free, the positive aspects far outweigh the negative aspects. As a result of communication issues being related to human factors, virtual members must be able to communicate effectively to establish trust to gain consensus, agreement and the ability to influence. To positively establish trust, communication should be done synchronously through shared whiteboards, application sharing, video/audio conferencing and virtual meeting rooms so that all team members are getting the same information. As a result of the team synchronously collaborating, they can now positively asynchronously communicate through document sharing tools, group calendaring and newsgroups. Any negative aspects can be overcome by the trust that the team members have with each other. Positive problem solving can for the most part be done quickly through voice mail or instant messaging. Furthermore, positively managing a virtual team means being able to solve problems electronically by e-mail or voice mail. Additionally, video conferences can be scheduled weekly to gather all team members to engage in the project team building. Although virtual teams are a flexible way to work, problem solving can be, for the most part, done in a timely fashion and any negative qualities can be dealt with on an as needed
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Kirkman and collegues (2004) investigated the relationship between team empowerment and virtual team performance and found team empowerment to be positively associated with virtual team performance. Frequently cited performance outcomes include productivity, innovation, and customer service.
Duarte et al, 2006, ‘Mastering virtual teams: strategies, tools, and techniques that succeed’, Ed: 3th. Published: John Wiley and Sons, ‘pg.202
Lack of visibility may cause virtual team members to feel less accountable for results, therefore explicit facilitation of teamwork takes on heightened importance for virtual teams. Temporal coordination mechanisms such as scheduling deadlines and coordinating the pace of effort are recommended to increase accountability.
McShane, S.L., Olekalns, M. & Travaglione, A. 2013, Organizational Behavior: Emerging Knowledge, Global Insights 4th ed., McGraw-Hill, Sydney.
Remaining focused on the overall goals and objectives of a project can become an issue if these are not consistently restated by managers or team leaders. Without the advantage of regular and ad hoc personal meetings, members of virtual teams may misinterpret, inadvertently change, or lose focus on the goals of the project. Because of this, individuals are charged with a greater responsibility to remain focused on both expected outcomes and objectives (Chinowsky & Rojas, 2003).
Virtual teams…. What are they? Well, virtual teams are groups of geographically and/or organizationally dispersed coworkers who use a combination of telecommunications and information technologies to accomplish an organizational task (Williams, 2016). Layman’s terms, its people who work together but do not work in the same office. They may never meet face to face, or may once and a while meet face to face. Erin gives his advice based on study and research in an article called “The Four Keys to Success with Virtual Teams”. He starts the article out with a basic explanation as to why there are more virtual teams these days, I am assuming that there are even more now that it has been five years since this article has been written. Basically
The lack someone in the office who is able to check in and ensure work is getting done in a timely manner, employees in a virtual environment could focus on non-work activities. Organizations are also open to hackers because all work and communication are through technology as well as the loss of control for managers because work is completed remotely. Some strategies to transition from a traditional working environment to a virtual team are designate a capable individual, establish a task force, identify a vision, identify business requirements, provide training and user awareness, and set a face-to-face kick off meeting if possible. (Pang) The biggest factor in a new management mind set is collaboration happens in an ongoing boundaryless
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Virtual teams are growing in high demand because of these positive aspects: cost savings: this creates affordability for the virtual teams. The organizations are able to reduce the cost of property expenses, office space rentals and travel. Many organizations outsource their operations to lower production cost also decreases with the reduced raw material cost, operational costs and lower wages of the employees in these geographic locations. Another being, new opportunities: as many opportunities arise from these growing virtual efforts. These opportunities are created for people who are less mobile and are not able to relocate due to several reason whether it be family requirements or physical challenges. It also, gives many others who cannot physically be present in person but can still support the organization