Attaining results from a team consisting of members likely spread across vast distances is an increasingly difficult task without taking advantage of the necessary resources available for distance collaboration. Several factors are taken into consideration when building an effective team. Creating a team out of a group of people who come from a variety of backgrounds is not an easy task because group members must first learn how to collaborate as a team before they can even consider completing a project together. Teams have a clear purpose with defined roles for each of its participants. Collaboration with the use of technological resources comes into play when a team consists of members spread out geographically. Realizing the strengths of each team member as well as the resources that are available is essential to a team’s success. How a team works together affects its ability to complete a project or task cooperatively. “Each person in a group could have different ideas about the best way to solve a given problem” (Working Together, 171). Team members must “learn to be open to new ideas and develop skills in listening, questioning, and consensus building” (Working Together 173). A lack of trust among team members constrained their individual and collective voices, restricting the sharing of knowledge, experience, and opinions” (Working Together, 174). With a foundation of trust within a team, the groundwork for open communication is built. However, communication barriers may lead to disharmony among team members. Building trust and creating an atmosphere that fosters open communication enables team members to feel comfortable voicing their opinion. Without this, some team members may be “afraid to express a contrary point of ... ... middle of paper ... ...ed for resources that are available for distance communication across several formats has become more important than ever. Creating a team composed of a group of people across great distances is only possible when the team has a clear objective, uses the resources available for distance collaboration as well as recognizes the strengths of each of its members. In our task-driven society, time is more precious than ever; therefore, time management within a team is essential. Results are attained only when individuals of a group are dedicated to the success of the team. Works Cited Managing Teams. Apollo Library. Retrieved November 17, 2013, from http://www.apollolibrary.com/Library/ltt/download/ManagingTeams.pdf. The Team Working Together. Apollo Library. Retrieved November 17, 2013, from http://www.apollolibrary.com/Library/ltt/download/TeamWorkingTogether.pdf
Teamwork has become increasingly more popular in organizations. In order for teams to be successful it is important that individuals have the tools necessary to align their tasks with a shared goal. Teams must be able to provide the necessary feedback and support to continue to improve the process and outcomes that define a team’s goal. Teams, just like people, are made up of characteristics. Successful teams are able to work interdependently by providing a clear set of goals, good leadership, support, appropriate tasks, accountability and rewards (Levi, 2014, p.29). Team value is determined not simply by the project outcome but in whether individuals can work together collectively to incorporate different perspectives, and provide the support and motivation to one another when there is a conflict (Levi, 2014, p. 126). Individual and team accountability begins with a clear understanding of the role each member of the team has and what expectations have been set for the team to achieve its goal.
Abstract Communication and trust are essential for teams to function properly and achieve their end goals. A framework for communication lines must be laid out in advance, as well as a combined contract that defines what the team expects to accomplish as a whole as well as individually. Trust must be built over time. Each team member must respect each other and follow through with assigned tasks to strengthen trust within the group. If communication and trust break down within a team, the team will not progress and will cease to function.
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
Heller, R . (2010). A COST-BENEFIT ANALYSIS OF FACE-TO-FACE AND VIRTUAL COMMUNICATION: OVERCOMING THE CHALLENGES. Graduate Research Assistant for CAHRS
At times cultural diversity and large groups find it difficult to accomplish task submitted where as smaller teams work well. A team should be formed stormed and continuously normed about the goals for the team to be effective
In today’s competitive world it 's a very big challenge to create a successful team in an organization, but after adding people with the multi-cultural backgrounds it becomes the quite challenging for most of the organizations and managers to handle the team efficiently. The need of multi-cultural team in any organization is increasing day by day as when the managers bring together these people with the different diversities, the outcome can be innovative, satisfactory and more concentrated results can be achieved. Nowadays the organizations have become more diverse and hence working in a multi-cultural team has become a principle. Multicultural teams are the answer to today 's complicated and ruthless worldwide environment. If a diverse team
R. Roosevelt Thomas, Jr. once said, “Creating and managing a diverse workforce is a process, not a destination” (Alyn). Diversity is something that we come across everyday of our lives. Leading a culturally diverse team should be done carefully, not to discriminate or show bias for one decision making style verses another (Laroche, 2003).
Virtual teams are a great way to facilitate teamwork in situations where people are not able to be sitting in the same physical office together. Virtual teams are the same as regular brick and mortar teams with one exception, the way in which the team members communicate. Instead of the usual face-to-face exchange, the virtual teams rely on email, faxes, phone calls, and teleconferences to communicate with their team members. Creating a plan to ensure that the team’s performance meets the intended goal is important to the team’s success. The plan will consist of the over all time frame, the communication methods and styles, as well as how to deal with each members performance and any dysfunction that may take place.
Imagine being assigned to constructing a large square with a piece of rope with a group of people who have never met each other, in addition to being blindfolded. To form this square, they have to talk through the entire process. They have to rely on each other to make the square. Each one of them needs to listen and trust one another. There are numerous books about team building activities that focus on trust. Cross-functional teams profoundly count on trusting each other in accomplishing the overall target. Quickly overcoming distrust among peers requires faith and repetition. Trust between a member and a team can be created through mutual communication, supportive of member’s suggestions, respected a human life, and a fairness along
Teams benefit organizations by combining people who can achieve goals faster and more effectively through collaboration than can individuals working alone. These teams bring together individuals from different departments or functional areas in order to conduct their operations and address problems making the most efficient use of their resources. New technology allows employees in different geographic locations to collaborate with tools such as Google Docs, Skype a video-conferencing app, and or data networks that allow teamwork products and documents more effectively (Boundless, 2015).
Such teams are used more and more by companies and other organizations to cut travel, relocation, real estate, and other business costs. This is particularly so for businesses that use virtual organizations to build global presence, outsource their operations, or need less common expertise or skills from people who are reluctant to travel or relocate from their home locations. Virtual teams are governed essentially the by same fundamental principles as traditional teams. Yet, there is one critical difference. This difference is the way the team members communicate. Instead of using the full spectrum and dynamics of in-office face-to-face exchange, they now rely on special communication channels enabled by modern technologies, such as e-mails, faxes, phone calls and teleconferences, virtual meetings, and alike. Due to more limited communication channels, the success and effectiveness of virtual teams is much more sensitive to the type of project the group works on, what people are selected, and how the team is managed. Not every type of project is suitable for a virtual organization. One challenging case is projects that rely heavily on sequential or integrated work, as often the case in manufacturing. In particular, when each person’s work depends much on what someone else is doing at the same moment (like in a sports team), there is an ongoing heavy exchange of information in real time, and/or the tasks has to go through a strict sequence of workers within a short time. Not everyone can perform well in a virtual team environment. The members should be self motivated and able to work independently. They need to be able to keep working effectively without much of external control or structure. The next important quality is strong result-orientation. Unless the person shows clear results, there is nobody around to see how intense
collaboration among the team are essential for the success of the team. Unfortunately, sometimes it is teamwork that
...a State University, Retrieved January 25, 2009, Temme, Jim (Jan 9, 1995). Plant Engineering. Calling a team a team doesn't mean that it is: successful _ Teamwork must be a way of life._, Retrieved January 21, 2009, Colias, Mike (Oct 20, 2008). Crain's Chicago Business. Improving team communication at Addus., Unknown, (Nov 2007). Source: Claims 55.11. Teamwork basics. (TRAINING REMINDERS).., Retrieved January 26, 2009, from http://find.galegroup.com/ips/start.do?prodId=IPS Morris, Stephen (2008). Industrial and Commercial Training. Virtual team working: making it happen, Retrieved January 26, 2009, from www.emeraldinsight.com/10.1108/00197850810868612 Bergiel, Blaise J (2008). Management Research News. Nature of virtual teams: a summary of their advantages and disadvantages, 31, Retrieved January 26, 2009, from www.emeraldinsight.com/10.1108/01409170810846821
An Organization is a body of people who willingly work together and form teams with an aim of
I was placed in a group consisting of Shiralee Chokshi, Wendy Cournoyer, Antonio Diaz, Chris Dominguez, Jamie-Lee Grant and myself and we called us “The A-Team”. We worked as a virtual team, which is defined as, “a team that relies on interactive technology to work together when separated by physical distance.” (Ivancevich, Konopaske & Matteson, 2015) Virtual teaming, via the Internet, is becoming popular as the evolution of the