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Characteristics for virtual teams
Characteristics for virtual teams
Paper on managing virtual teams
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Virtual teams were almost unheard of a decade ago, but today they are an integral part of every organization. The recent “offshore outsourcing” trend and the growth of the Internet and similar globally linking technologies are major contributor to the increase in the use of virtual teams. Virtual teams are made up of people working on interdependent tasks and interacting largely via communication technology to achieve a common goal without concerns of time and space. Such teams carry out many critical functions, including information collection and dissemination, decision making, and implementation.
Virtual teams present new challenges to business leaders. Cultural, geographic, and time differences make it challenging for a leader to provide
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Such teams are used more and more by companies and other organizations to cut travel, relocation, real estate, and other business costs. This is particularly so for businesses that use virtual organizations to build global presence, outsource their operations, or need less common expertise or skills from people who are reluctant to travel or relocate from their home locations. Virtual teams are governed essentially the by same fundamental principles as traditional teams. Yet, there is one critical difference. This difference is the way the team members communicate. Instead of using the full spectrum and dynamics of in-office face-to-face exchange, they now rely on special communication channels enabled by modern technologies, such as e-mails, faxes, phone calls and teleconferences, virtual meetings, and alike. Due to more limited communication channels, the success and effectiveness of virtual teams is much more sensitive to the type of project the group works on, what people are selected, and how the team is managed. Not every type of project is suitable for a virtual organization. One challenging case is projects that rely heavily on sequential or integrated work, as often the case in manufacturing. In particular, when each person’s work depends much on what someone else is doing at the same moment (like in a sports team), there is an ongoing heavy exchange of information in real time, and/or the tasks has to go through a strict sequence of workers within a short time. Not everyone can perform well in a virtual team environment. The members should be self motivated and able to work independently. They need to be able to keep working effectively without much of external control or structure. The next important quality is strong result-orientation. Unless the person shows clear results, there is nobody around to see how intense
Lojeski’s Virtual Distance Leadership Model As technology improves, businesses expand and recruitment pools decrease, organizations contemplate ways to, not only reduce the overhead costs of doing business but, to attract new talent in a competitive employment marketplace (Darleen, 2012). To do so, many organizations have redefined what it means to ‘go to work’, in terms of not only the act of getting there, but how work is accomplished and where (Lojeski & Yuva, 2008). A study conducted three years ago by the Society For Human Resource Management (SHRM) reported that almost half of the organizations surveyed utilized virtual teams (Minton-Eversole, 2012). Anyone who conducts business using mobile technology devices is considered
Green River could use the advances of technology to create virtual teams to support the overall mission of Green River. I think the managers of the different areas and not for the small work teams should use it.
Today’s organizations operate in a challenging and global environment, which has forced them to become leaners, reduce production cycles, and improve production and communication technology where essential employees and content expertise have been consolidated. Organizational leaders currently do not have definitive evidence of management styles that they should seek to ensure members of a culturally diverse virtual team develop leadership, trust, and accountability. Virtual team management effectiveness will be evaluated under the five main types of management styles (Robert Tannenbaum & Warren H. Schmidt, 1958 & 1973) and other modern styles. These management styles or theories are the autocratic, democratic, bureaucratic, paternalistic, and laissez-faire. However, there are other more “modern” management styles or lead...
When we think of the word team, individually many different ideas may come to mind about what a team really is. Some may think of an NFL team (Tennessee Titans), an NBA team (Sacramento Kings), or a NASA astronaut team with such pioneers as Edwin Aldrin, Jr. and Neil Armstrong as members. You might even think of the U.S. Navy, Air Force, Army, Coast Guard, or Marines as teams. In fact they all are, and they have a great deal in common as teams. However, for the purposes of this paper I will examine the characteristics of work teams, as they apply to organizations and I will supply answers to the following questions: What is a team? Where did the team concept come from? What are the types of teams? What are the advantages and disadvantages of having teams in organizations? What does it take to make a team effective?
A virtual team is a group of people working interdependently via various types of electronic media across organizational and geographical boundaries for a shared purpose (D’Souza & Colarelli, 2010). Research indicates virtual teams are becoming increasingly popular in organizations across the United States and the world (D’Souza & Colarelli, 2010; Rusman, van Bruggen, Sloep, & Koper, 2010). These teams vary in size, degree of geographic dispersion, prior shared work experience, nature of assignment, and expectations of a common future (Rusman et al., 2010). Although virtual teams have potential advantages like the removal of physical boundaries, the ability to form new partnerships, and optimization of competencies (Chinowsky & Rojas, 2003), they also introduce many challenges that may not be as prevalent in traditional teams.
The methods of communicating for a virtual team consist of different tools than used by a traditional team because “…awareness of others’ activities is more difficult and requires some degree of technological intervention” (Fussell et.al., 1998, p. 276). A virtual team needs to use alternative tools because it has members working from different geographical areas and possibly at different times. A traditional team meets face to face, whereas a virtual team needs the use of technology to operate and interact efficiently. Teleconferencing, video conferencing, faxing, e-mail, and instant messaging are some of the tools available to a virtual team.
Lipnack, J., & Stamps, J. (1997). Virtual teams: Reaching across space, time, and organizations with technology (p. 262). New York, NY: Wiley.
Virtual corporations have some major characteristics (Judith, 2002, quoted in Byrne. n.d.) as following state: technology, excellence, opportunism, trust and no borders. Technology makes distance no longer a problem while entrepreneurs or companies far away from, due to the computer networks link people all over the world. Excellence was showed by each partner bringing its core competencies to the corporation, which can exert all advantages. Companies make alliances for specific market opportunity and this is a more efficiency work way than any others. Members in a virtual organization must trust their partners due to they meet the need by cooperating. The new communication ways were brought by computer networks, which blur the traditional hierarchies and boundaries.
Relocation constraint : Many jobs are not reachable for a person because he is not willing to relocate. In this case a person may loose a better offer or a company loose a better employee. Thus virtual teams give provide win-win situation for both employers and employee. Thus for a company with virtual office , relocation won't be a problem for attracting best talent and for employee also can go for job he want and without any geographic limitation.
Virtual teams – virtual team is one of the most popular teams in every organization because in virtual team the member are separated in different nation and use technologies to communicate to accomplish their goal on the time.
Teams have been around for many years. It is vital for members who are a part of any team to work together so that their labor is not in vain. A major advantage for working cohesively as teams is greater output and interpersonal skills. The drawback of not working in uniformity can lead to project delays and time constraints. Organizations create teams with the purpose of fulfilling certain obligations and acquiring business success. Roming (1996) states that togetherness and dependability means that members within the team assist each other and the team. Which in turn, yields a better-quality product.
Videoconferencing in Virtual Teams, The Business Review, 7(1) p.164-170.
In today’s workplace teamwork is an essential part of success. We have more and more business that are incorporating teamwork in some type of way. They are effectively implementing ways on how to create effective teams, teamwork and team building. They are also creating a work culture that values collaboration. Teamwork, is about people working together and working towards reaching their common goal.
Teamwork is defined as, “the process of working collaboratively with a group of people in order to achieve a goal.” (Business Dictionary, n.d.) Ultimately, it provides us with a sense of accomplishment and a feeling of unity amongst each other. It allows us to create healthy relationships, and bond further with our peers, and generally, it’s a necessity for our lives. Teamwork aids us with developing imperative life lessons and skills. It also helps us gain a new perspective, and discover our strengths and weaknesses. Personally, I believe that I work well in a team, and I possess the skills of a good leader. Regardless, some individuals
Virtual environment technologies are developed with intended purposes and goals to achieve. Virtual environments are intended to advance various fields and efforts made in the development of virtual environment technologies are expected to bear fruits. Nevertheless, these expectations are not always met as some of the virtual environment technologies end up not realizing their intended purposes, and consequently, they do not meet expectations. In his article, Stanney (1995) acknowledges that often, virtual environments fail to realize their full potential. According to the article, this can be attributed to various human factors, issues that hinder the virtual environment technologies from achieving the intended purposes. In the article, the