Companies have taken steps towards deeper and more meaningful technology integration. Meaning, virtual teams have become the new way to form and develop teams. David Kauffman and Golan Karmi's article titled: "How Team Leaders Can Use ICT to Improve Trust Among Virtual Teams to Increase Collaboration?" suggest trust building can lead to effective team building in virtual teams via the use of ICTs. "This improvement in the level of team trust through proper use of ICTs will allow achieving a higher level of collaboration within the virtual team" (Kauffmann, 2015, p. 204). ICT stands for Information and Communication Technologies. ICT factors may enable communication by taking advantage of already available tools like the internet and social media. The aim of the article is to offer through search, strategies and tools leaders can use to grow trust in virtual teams.
The authors begin by defining trust. The first definition they give is, "Trust, or more precisely perceived trustworthiness, is a crucial ingredient of effective and productive collaborations" (Kauffmann & Karmi, 2015, p. 204). They emphasize the importance of trust by suggesting organizations are built on trust and not on force. To remain competitive, organizations must be innovative, dynamic, and adapt fast to new scenarios. The introduction concludes with stating the role of the team leader is to develop trust and how team leaders can utilize ICTs for improving trust within virtual teams and consequently, improve the outcome...
"...one party's willingness to be vulnerable to another party based on the belief that the latter party is competent, open, concerned and reliable" (Kauffmann & Karmi, 2015, p. 205). The literature review expands the idea of trust through exploration of team and virtual team. They discovered a working a definition of team as an identifiable set of two or more individuals interacting adaptively, dynamically, and interdependently towards a valued, common goal/aim/mission that have been tasked specific functions/role to perform and who possess a limited time of membership.
The section continues with identifying traditional teams as face-to-face teams that work within the same space-time. Virtual teams unlike traditional teams have six main discontinuities, culture, geography, work practices, time, technology, and organization. Virtual team unlike traditional teams or even temporary teams, have limited to no physical contact making it harder to establish bonds and strong relationships that lead to the building of trust. This then leads to a difficult time developing proper communication. While the literature review included trust again, the next section team leader, used functional leadership theory to base their definition of a team leader.
Team leaders are what enables growth and communication in a team. As Kauffmann &Karmi state, "...team leaders must foster a climate of trust among their team members" (Kauffmann & Karmi, 2015, p. 207-208). Leaders are the social problem solvers responsible for diagnosing any potential problem that may impede group progress as well as assist in organizational aim attainment through generation, planning, and execution of appropriate solutions. The literature review continues by explaining the difficulties of virtual teams such as the absence of…
The documents we provide are to be used as a sample, template, outline, guideline in helping you write your own paper, not to be used for academic credit. All users must abide by our "Student Honor Code" or you will be restricted access to our website.
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
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
Virtual Teams Resolving the Dilemmas of Teamwork in Virtual Teams The continual adoption of virtual teams by enterprises globally are making the dilemmas of teamwork more challenging than ever, exacerbated by cultural, distance and time constraints. These dilemmas are made all the more challenging based on the pace of change accelerating, uncertainty over economic conditions and the continual turbulence in global economies. Further complicating virtual teams is the lack of transparency within
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
Team Conflict Development and Team Dynamics Organizational tasks are becoming increasingly complex and more involved; teams have become valuable for easier and more effective accomplishment of tasks (Chekwa & Thomas, 2013). Teamwork has turned out to be a crucial driver of organizational productivity in the contemporary workplace (Breugst et al., 2012; Martinez-Moreno et al., 2015; Lee et al., 2015); this to a large extent explains why employers are ever more looking
To violate or doubt the intentions of team members is to invite isolationism, and eventually the balkanization and break up of the group if it goes on too long (Sager, 2008). This is a delicate balance for any manager to keep, as they are expected to get significant results from their team weekly yet if a virtual team member is not producing the approaches to getting greater productivity vary