Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from essay:
The team must develop a system for sharing information so that nothing relevant to solving the problem is lost" (p. 360). This level of collaboration can be challenging even with traditional teams, though, but Roebuck et al. emphasize that what may appear irrelevant to one team member may be the key to achieving the team's goals. Therefore, it is important for team members to become accustomed to sharing as much information with each other as possible so that a cohesive whole can be created from the disparate pieces. While this level of knowledge sharing may appear to be unnecessary, Roebuck et al. suggest that this is one of the most important elements in creating an effective virtual team. (Roebuck et al., 2004).
Addressing the Challenges of Virtual Team
While the challenges are significant, they can be resolved in part through the use of the tools and technology that characterize most virtual teams today. For example, most virtual teams depend on communication and information technologies, including organizational intranets, team conference calls, e-mail exchanges, video conferencing, and groupware applications to provide the collaborative forum for information sharing (Kerber & Buono, 2004). In addition, many virtual team members still meet on a face-to-face basis from time to help iron out any problems they may be experiencing and to help forge improved relationships and levels of trust ( (Kerber & Buono, 2004).
Other ways that can be used to help overcome the challenges associated with virtual teams include the following:
1. Teams need to establish ground rules to help the team members interact and determine what kind of behavior is expected. These ground rules will assist in preventing misunderstandings and disagreements.
2. Team members should determine some criteria for virtual dialogue, such as when to check e-mail and how often to respond to e-mail messages. The team should also set up how to exchange documents from meetings and when to hold mandatory meetings.
3. Standing behind the team and all of its members is vital to the trust relationship. Responses need to be given to all members of the team in the same amount of time. This builds integrity within the team by ensuring that no one believes that he or she is being left out or ignored by other team members. This also allows everyone to check and correspond with each other if any controversial items come up.
4. It is important to know other team members on a personal as well as professional level to understand their difficulties and work around their special needs.
5. Trust means that one has faith in people's competence; only then can one rely on the results of their work. To demonstrate competence takes time and in virtual teamwork it takes even more time to show one's competence. Proficiency is more difficult to verify at a distance.
6. People working in a virtual team must trust information and information channels. Partial, incorrect, misleading, and late sources of information are all sources of mistrust (Roebuck et al., 2004, p. 360).
The research showed that virtual teams are also known as distributed work groups and are distinguished from traditional teams by being separated by space and in many cases time as well. Although some virtual teams meet on a face-to-face basis from time to time, the research showed that the vast majority of their work is accomplished through telecommunications technologies. The research also showed that virtual teams are becoming increasingly commonplace and more has been learned about how to maximize their effectiveness by addressing the challenges that accrue to this type of teamwork format. Some of the most important challenges identified in the review of the literature involved communications and how best to achieve collaborative outcomes when team members do not have the ability to discern nonverbal clues. In the final analysis, virtual teams are becoming an important part of many organizations' approach to making the most of the human resources they have available for achieving their goals, and the supporting technology continues to improve.
Eom, S.B. & Lee, C.K. (1999). Virtual teams: An information age opportunity for mobilizing hidden manpower. SAM Advanced Management Journal, 64(2), 12-13.
Kerber, K.W. & Buono, A.F. (2004). Leadership challenges in global virtual teams: Lessons from the field. SAM Advanced Management Journal, 69(4), 4-5.
Management: Via E-Mail How to Successfully Manage Virtual Teams. Contributors: Marcia A. Reed-Woodard - author. Magazine Title: Black Enterprise. Volume: 38. Issue: 5. Publication Date: December 2007. Page Number: 76.
Using a Simulation to Explore the Challenges of Communicating in a Virtual Team. Contributors: Deborah Britt Roebuck…[continue]
"Virtual Teams Because All Organizations" (2009, December 08) Retrieved October 23, 2016, from http://www.paperdue.com/essay/virtual-teams-because-all-organizations-16581
"Virtual Teams Because All Organizations" 08 December 2009. Web.23 October. 2016. <http://www.paperdue.com/essay/virtual-teams-because-all-organizations-16581>
"Virtual Teams Because All Organizations", 08 December 2009, Accessed.23 October. 2016, http://www.paperdue.com/essay/virtual-teams-because-all-organizations-16581
Virtual Team Coordination Communication is more difficult for a virtual team because relationships are more geographical distributed, more asynchronous, temporary, more multicultural, and more likely to extend outside the organization (Kokko, Mar 2007). Collocated teams are demographically located, members have usually worked together for a period of time and already know each other, which help to build relationships, and meetings are face-to-face interaction. Virtual teams may not have face-to-face interactions, which
When portals are designed to the specific requirements of Web 2.0 design objectives, companies with virtual teams are finding they can attain higher levels of shared task ownership as well. This is because there are significantly greater levels of trust overall throughout an organization based on the collective contributions of every member of a virtual and in-office team when they share their knowledge and information together (Mancini, 2010). Portals
Team Norms," author Karten (2003) discussed the importance of social norms in improving performance in teams within a business organization. Technically, Karten defined it as a concept "that concern(s) how team members will interact, communicate, and conduct themselves as members of the team" (par. 1). Moreover, team norms are reinforced primarily in groups with specific characteristics, such as those who are known to have high perceived social cohesion and
Virtual Team Management What would be the best way to structure this large virtual team? Virtual teams are unique in that they possess the ability to transcend typical geographic boundaries. This innate characteristic allows the team to be both more productive and efficient in regards to their overall objectives. With 300 individuals however, the task of effective organization can be daunting. This is particularly true, as each member will only be working
An important limitation of the study was that team members and their experiences of team leadership were not included in the study. A team leader's perception of effective communication may, for example, not be experienced in the same way as a team member receiving the communication. On the other hand, the results of effective team work appear to imply that certain categories of communication are experienced as more effective than
Virtual teams that gain the highest levels of performance first get their many processes in place first, and then move through the iterative stages of defining their information, collaboration and shared process ownership needs first, and then layer in specific technologies to automate these processes. Only by taking a very process-centric approach to defining technology needs will virtual teams be successful in their use of collaboration, synchronization, and project management applications. The processes need to form
The U.S., Army Logistics Network has defined specific pricing and costing levels by rank, and strives to push accountability and responsibility as far down the chain of command as possible. As nearly every officer who acts as a buyer within the purchasing and procurement teams has been trained on the fundamentals of accrual-based costing, cost-based accounting, supplier management and supply chain planning, each is given a set of metrics