Introduction Section
Background
A team is defined as a group of members who collaborate on tasks, and shares liability involving performance outcomes (as cited in Wakefield, Leidner, & Garrison, 2008). In organizations these days, virtual teams are becoming essential (as cited in Mukherjee, Lahiri, Mukherjee, & Billing, 2012). When it comes to definitions associated with virtual teams, many exist. Peters et al. (2007) defines a virtual team as a team consisting of members who reside in various locations and utilizes computer technology to communicate and exchange information (as cited in Pinar, Zehir, Kitapçi, & Tanriverdi, 2014). Martins et al. (2004) defined virtual teams as a team consisting of members who work across several boundaries,
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According to Mukherjee et al. (2012), virtual teams gives organizations the opportunity to seize resources, innovation, and knowledge from all over the work. Thus, improving the organizations market flexibility and responsiveness. The benefits of virtual teams within organizations are that they allow for more flexibility to meet demands, opens access to more global resources, and expands their business (as cited in Mukherjee et al., 2012). Additionally, virtual team members reap benefits. Members have an increased sense of flexibility in terms of performing job duties and creating their own schedule (Mukherjee et al., 2012). Also, benefits of virtual teams for individuals include decreased travel costs (as cited in Carte, Chidambaram, & Becker, 2006). Although being on a virtual team include perks for organizations and members, there are still challenges that virtual teams must be cognizant of that can impact …show more content…
The lack of face-to-face interaction in virtual teams different forms of communication such as body language, tone, volume, and hand gestures. (as cited in Hunsaker & Hunsaker, 2008). These signals are important in teams because it aids in feedback and discussion between individuals (Hunsaker & Hunsaker, 2008). Therefore, lacking in these components can work against virtual teams and have a negative effect on the effectiveness of the teams performance. According to Barnwell et al. (2014), it is the team leader who must safeguard that communication is suitable, sensitive to culture, and consistent enough to meet team
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
The Merriam-Webster dictionary defines a team as: “a number of persons associated together in work or activity,” or “a group of people who work together.” In the current information age more companies are relying on teams to solve challenging tasks and to reach more difficult goals. Since a team of professionals with varying expertise can produce solutions that an individual working alone would likely struggle with, it is no wonder teamwork is becoming increasingly valuable to companies across all industries.
Communication, conflict resolution and geographical issues play an important role in enabling team leaders to lead effectively. Kouzes and Posner (2012) outline that good communication allows members of both virtual and non-virtual teams and their leader to exchange ideas that foster collaboration among members. This actually enables team leaders to resolve conflicts that often arise from conflicting ideas, and hence this enhances the development and adoption of solutions to geographical issues like cultural conflicts. A team with good communication, limited conflict and a few issues can excel in nearly every sector of the global economy.
Ethnography: Ainu. Worldview The Ainu, Japan’s native aboriginal people, are very much an isolated people, living now only on the northern island of Japan, Hokkaido. They number, as of a 1984 survey, 24,381, continuing a rise from a low point in the mid nineteenth century due to forced labor and disease, and have largely left their old ways and integrated into standard Japanese society, though even the majority of those still reside in Hokkaido. The animistic religion of the Ainu is firmly enmeshed with every other aspect of the culture.
A work team will be defined for the purposes of this paper by a definition borrowed from Bateman and Snell (2004). A team is formed of people (usually a small number) with complementary skills who trust one another and are committed to a common purpose, common performance goals, and a common approach for which they hold themselves mutually accountable. Teams generally see themselves and are seen by others as a social entity, which is interdependent because of the tasks performed as members of a group.
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.
Thomas, D., Bostrom, R. P., & Gouge, M. (2007). Making knowledge work in virtual teams. Communications of the ACM, 50(11), 85-90. Retrieved June 13, 2008, from EBSCOhost database.
“Human beings have always functioned in face-to-face groups. While the use of teams is on the rise the Wall Street Journal reports that two-thirds of American companies employ them – the face to face aspect of normal working relationships is changing. Electronic communication and digital technologies give people a historically unprecedented ability to work together at a distance.” (Lipnack, J., & Stamps, J., 1997).
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.
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.
Videoconferencing in Virtual Teams, The Business Review, 7(1) p.164-170.
There are four different types of teams. These teams are problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. Problem-solving teams work together to help find methods to improve the work environment or have suggestions to increase employee’s morale. Self-managed work teams organize the responsibilities of the employee’s such as assigning tasks to individuals, scheduling conflicts, and evaluate employee performances. Cross-functional teams are individuals whom all have experience in the same work field. The individuals come together as a team to incorporate their thoughts, designs, and new ideas to accomplish what the company needs to improve or create. Virtual teams are individuals that work together, but only by technology such as the internet, emails, or web cam.
A team is defined as a small number of people with complementary skills, who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable (Katzenbach et at., 2003). Spatz (2000) and Katzenbach et al. (2003) added elements such as complementary skills, commitment, common purpose and goals, common approach or strategy and mutual accountability are the important elements for a real team. Hackman (1990) had the comparable definition where team, which form by two or more individuals with different set of skill to work adaptively to achieve a common purpose and goal.
working together” (pp. 126-127). It is important for schools to develop a culture of collaboration as a core principle within their respective schools. How can these core principles sustain the collaboration model until it becomes a job-embedded culture within the school day? DuFour (2004) indicated there are three big ideas that can help schools develop and sustain the collaborative culture.
-Virtual communication allows an individual to communicate despite engagement in other schedules hence this can well be practiced by employees and their Employers.