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essays on the importance of communication in virtual teams
essays on the importance of communication in virtual teams
essays on the importance of communication in virtual teams
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In this day and age, technology plays a big role in the everyday lives of people. Whether it be through the use of the cell phone or the computer, technology is vital for communication in work or in school. With various international organizations opening branches in different parts of the world, communication is key to the success of the company. Thus the birth of virtual teams. A virtual team is a group of people who communicate to other virtual teams across the world through the internet whether it be through Skype, email, etc. Virtual teams are “ a self -managed knowledge work team, with distributed expertise, that forms and disbands to address a specific organizational goal.” (Kristof et al. 1995, p. 230)
On the other hand, trust, which is a term commonly used for virtual teams is basically, based on, and described to be the reliance on someone to keep their word on the arrangements and responsibilities agreed upon (Piccoli & Ives, 2003). Often times, in completing a task, one may be asked to work with or for someone, and the trust between the parties involved plays an important role in the success or failure of completing that assigned task. It is no wonder, then, that trust is a significant factor and variable in determining the productivity and success of a virtual organization. Given that most transactions within the organization are made virtually, or with no face-to-face communication, trust may oftentimes be harder to come by. Trust in the virtual team setting is described as the confidence that a member, or members, of the team have in another or each other that allows them to work in line with all the responsibilities asked of him or her. When trust is present within the virtual team, members are able to confide...
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...etrieved from
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Jarvenpaa, S., Shaw, R.S., & Staples, D.S. (2004). Toward contextualized theories of trust:
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Kanawattanacha, P., & Yoo, Y. (2002). Dynamic nature of trust in virtual teams. Journal of
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Piccoli, G., & Ives, B. (2003). Trust and the unintended effects of behavior control in virtual
teams. MIS Quarterly, 27. Retrieved from http://www.jstor.org/stable/30036538
Weiss, M.M., Massey, A.P. & Song, M. (2001). Getting it together: Temporal coordination and
conflict management in global virtual teams. The Academy Management Journal, 44.
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The increasing number of knowledge intensive research and development companies have turned to virtual teams in the recent past in order for them to generate the greatest competitive advantage from limited resources and labor. The geographically distributed teams must communicate via technology, and this has grown in prevalence as compared to the traditional teams in which all members were collocated and communicate face to face. Thus many organizations turn to virtual teams to reduce operational costs, embracing faster problem solving and innovate.
...recognize development of trust within an organization is both an opportunity and ongoing challenge. Trust creates the groundwork for effective communication, employee motivation, and retention. Trusting relationships lead to synergy, interdependence, and respect.
The most effective commanders through their leadership build cohesive teams. Mutual trust, shared understanding, and accepting prudent risk serve as just a few principles for mission command. Mutual trust is the foundation of any successful professional relationship that a commander shares with his staff and subordinates. The shared understanding of an operational environment functions, as the basis for the commander to effectively accomplish the mission. While my advice for the commander on what prudent risks to take may create more opportunities rather than accepting defeat. Incorporating the principles of mission command by building cohesive teams through mutual trust, fostering an environment of shared understanding, and accepting prudent risk will make me an effective adviser to the commander, aid the staff during the operations process, and provide an example for Soldiers to emulate.
Engendering trust is an important factor for organizational success and the welfare of its employees; however, encouraging and maintaining trust can be difficult and demanding at times. Trust is essential to an effective team. A team lacking trust isn't really a team at all, it's just a group of people who work together. They unsuccessfully communicate with one another effectively, fail to share important information, and they often don't cooperate or work well with one another. As a result, they are not cohesive, nor do they collaborate efficiently as a group.
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 aim of this experiment was to determine if conformity would be occur in the virtual world. It was predicted the majority of people would conform when online because the internet offers a degree of anonymity which leads to a need of acceptance because of deindividuation.
Due to trust’s fragility, a breaking of trust can come do to a number of seemingly insignificant circumstances. Such circumstances include a member coming late to a meeting, not being prepared, presenting illogical and not well thought-out ideas, inconsistency in behavior, holding back opinions, etc. In order to avoid such circumstances, team members must have a clear vision of their goal and have a certain degree of zeal concerning the purpose of their task. To create these two ideals, it is suggested that the first activity a group collaborates to achi...
Videoconferencing in Virtual Teams, The Business Review, 7(1) p.164-170.
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.
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.
In conclusion, we feel as if we built trust in our team. Seeing as how we’re leaders in our own way, we each created a culture of trust among ourselves. Once we got to know each other personally and shared some personal information about ourselves, our families, hobbies, and other interests, that’s when we started to develop a bond and all the trust built up between us. And this paper assessed our group’s 3-5 major strengths and weaknesses and what successful strategies we hope to add to our team to build a more effective team in the future. Thank you for reading.
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.
Trust is built by trusting team members and communicate about any issues that arises in the team. You would make commitment and believe in your ability to get the job done.
Together we chose three important concepts: leadership, followership, and trust. Leadership characteristics and behaviors are often discussed, but that of followership is much less common (Jerry, 2013). The study of followership is many times overlooked, although research on leadership is abundant (Satterlee, 2013). The fact is, a leader cannot lead without followers, thus is why followership is important (Satterlee, 2013). Point blank, there is no leadership without followership, but still the topic of followership rarely arises (Hoption, 2014). As defined by Mayer, Davis, and Schoorman, trust is “the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party as a positive expectation that another will not act opportunistically” (1995, as cited in Satterlee, 2013, p.