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Virtual Teams Throughout the Globe
My assessment of the best practice suggestions regarding privacy at work made in the January 2013 issue of Cosmopolitan magazine is favorable. It is quite clear that social media has had a significant impact on the way that people interact with their co-workers, and on relationships between employees and employers. The key is to utilize that impact in a way that is advantageous to workers. Specifically, the author of this article makes a good point when she indicates that it is best to get to know one's employer on a somewhat personal level, as long as it is done in moderation (Anderson, 2013, p. 76). The point is for one's employer to think favorably of his or her employee, not to become best friends with him or her.
Such sagacity is applicable to virtual teams just as well as to those that operate in a physical environment. Actually, they probably apply even more in the former because the only means of communication is via the internet and the occasional phone call. Thus, employees must take caution to not allow too much of their personal lives to be revealed. In fact, they should only disclose as much as their...
76). The crux of the issue is that when working in a virtual team, it is not as necessary to guard one's privacy as it is when working with others in a physical location -- because one never sees one's co-workers. Therefore, it is all the more critical to take one's cues from one's employer in terms of discerning how much personal information one should reveal about oneself. The point is to maintain one's privacy while not becoming too aloof from one's co-workers, so that they do not feel as though they do not know whom they are working with.
The vast majority of the recommendations for the success of virtual and global teams elucidated in this week's readings were prudent. Dispersion inherently affects a team and the way that it functions. One of the most valuable of the recommendations for the success of such teams includes evaluating "the social skills and self-sufficiency of the potential team members" (Siebdrat et al., 2009, p. 63). Self-reliance is a critical factor to evaluate, because it is disadvantageous to work in a situation in which team members do not do all of their work simply because…
Such sagacity is applicable to virtual teams just as well as to those that operate in a physical environment. Actually, they probably apply even more in the former because the only means of communication is via the internet and the occasional phone call. Thus, employees must take caution to not allow too much of their personal lives to be revealed. In fact, they should only disclose as much as their employers do, as Anderson (2013) indicates (p. 76). The crux of the issue is that when working in a virtual team, it is not as necessary to guard one's privacy as it is when working with others in a physical location -- because one never sees one's co-workers. Therefore, it is all the more critical to take one's cues from one's employer in terms of discerning how much personal information one should reveal about oneself. The point is to maintain one's privacy while not becoming too aloof from one's co-workers, so that they do not feel as though they do not know whom they are working with.
The vast majority of the recommendations for the success of virtual and global teams elucidated in this week's readings were prudent. Dispersion inherently affects a team and the way that it functions. One of the most valuable of the recommendations for the success of such teams includes evaluating "the social skills and self-sufficiency of the potential team members" (Siebdrat et al., 2009, p. 63). Self-reliance is a critical factor to evaluate, because it is disadvantageous to work in a situation in which team members do not do all of their work simply because they are not in a physical environment in which their efforts are well-regulated. I have actually encountered such an experience while involved in group projects for my post-secondary education. It is not uncommon for people to wait for others to do work that they would rather not do themselves. Had I been able to pick the team myself, I would have evaluated the capacity of each member to function autonomously within the team framework and selected members accordingly.
In the near future, I have a team project in which I will have to work with a team distributed throughout the continental United States. One of the most pivotal recommendations that I will implement in this project is the need to "establish and maintain trust throughout the use of communication technology" (Malhotra et al., 2007, p. 61). There is a shared, virtual work space in which members of my team will communicate with one another about the research we are conducting in various locations. It is not enough to have such a work space. Someone should help to establish normative means of communicating in this space so that each team member feels comfortable communicating in it and using it appropriately.
International Regulation of Tourism in Antarctica Since the mid-1980s, Antarctica has been an increasingly popular tourist destination, despite the relative danger of visiting the largest, least explored -- and arguably least understood -- continent on earth. Beginning with the 1959 treaty establishing Antarctica as an international zone free of claims of sovereignty by nation's that had been instrumental in establishing research stations there, there has been almost constant negotiation about how
International Business Competitive strategy is the bedrock on which companies base business decisions to reach their targets and achieve profitability. Formulating and implementing strategies in international business is much more complicated and difficult task than doing so in home or familiar markets. Competitive strategy deals with the development of abilities by a firm to keep ahead of competitors in the fields in which it operates. Firms develop competitive edge in global
International Management: Managing Global Virtual Teams The global fiber optic network and the internet have played a key role in the development of long-distance communication, which has facilitated work interactions among people from all over the world. It offers global platforms through which people can, at the touch of a button, share work and knowledge, compete, play and collaborate with colleagues across national borders. The creation of virtual teams is one
Global Leadership Find a video clip of a global leader exhibiting a specific competency, then define and expand on the competency and explain how you see it displayed. Competent Leader - Steve Jobs: http://www.youtube.com/watch?v=tAdih-bnjBQ This video clip focuses on the illustration of inspiration as a form of leadership competency in relation to global business leadership. It is ideal to note that Steve Jobs' valuable leadership traits base the video clip on an interview.
Global Leadership Prior to denoting a specific plan for outlining how Jiango, a senior vice president for Deronde International, a French fragrance company looking to expand its international interests into emerging markets, it is critical to denote the executive's strengths and weaknesses. Doing so will reveal a significant degree of insight into what the apparent gaps are between him and his predominantly French colleagues and result in creating a course of
International Marketing Dell Technology and Computers market has become the important part of the entire global market. There are number of companies who have already stepped in to this business and thus made it highly competitive. The U.S. market is currently most crowded with the computer manufacturing companies. The major companies are HP, Lenova, Compaq, Apple and Dell. Dell is one among these companies that has well thought out marketing strategies. These