Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Importance of communication skills in organization
Strength and weakness of inter team communication
Importance of communication skills
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Importance of communication skills in organization
Everest 1
Everest 1 was conducted using Computer Mediated Communication (CMC); communication was less fluid as it took place through a provided chat box within the simulation running in real-time. The proposed theory by Wainfan et al. (2004) meta-analytical study was proven plausible as what had occurred during the experiment became apparent, ‘reaching towards a consensus and resolving conflict in a democratic manner was difficult and took considerable time’. The fast pace of text messages was one contributing factor to this as it was difficult to read and keep in track. Instances of the disinhibition effect, the loosening of communicative restrictions that would otherwise be in effect face-to-face, were greatly apparent during CMC in social media online text messaging. Between Everest Simulations, members did not respond synchronously, making conversations severely delayed, some were too slow to comply or were being absent in conversations, which encouraged frustrating experiences. This also influences false association of emotions or predetermined expression due to the asynchronous and anonymous nature of the internet, which may cause team members to think statements made are more forced or negatively insinuated. Furthermore during Everest 1, performance slightly dwindled due to decreased motivation to achieve tasks as a member took towards the attitude ‘as if it were a game”. Surprisingly no emotional tensions were exhibited; teamwork was generally supportive and nice.
The strength of the teamwork was questionable as members lacked punctuality. Everest 1 was opted for a task oriented job completion under transactional leadership with each member trying to reach the summit in priority over fulfilling their personal goals for th...
... middle of paper ...
...bers’ values differ: The moderating role of team leadership”, Organizational Behaviour and Human Decision Processes, vol.114,pp25-36.
Pieterse, A.N. van Knippenberg, D & van Ginkel. W.P.2011 “Diversity in goal orientation, team reflexivity, and team performance”, Organizational Behaviour and Human Decision Processes, vol. 114, pp153-164. de Vries, R.E. Bakker-Pieper, A & Oostenveild, W 2010,’Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes’, Journal of Business and Psychology, vol.25, pp367-380.
Wainfan, L & Davis, P 2004, “Virtual collaboration: face-to-face versus videoconference, audioconference, and computer mediated communications”, Enabling Technologies for Simulation Science VIII: Proceedings of Society of Photo-Optical Instrumentation Engineers, vol.5423, pp384-398.
Time delays in other parts of the world are also a challenge for a project manager working with a virtual team. When communication is compromised, trust between virtual team members is at risk. Virtual team members do not have the advantage of assessing other team member's body language or facial expressions. They can only infer meaning through word choice and tone, and this makes virtual communication much more challenging as well (Alexander, 2000). Face to face interactions have been proven to be more than twice as productive as videoconferencing so virtual team meetings have a definite disadvantage (McKinnon,
Dahlin, K. B., Weingart, L. R., & Hinds, P. J. (2005). Team Diversity and Information Use. The Academy of Management Journal , 48 (6), 1107-1123.
Leading and following are two sides of the same coin. The definition of leadership often fails to include strategic followership. A skilled leader is able to judge when to relinquish the reins and defer to the leadership of others when necessary. Implicit in this is that an effective leader has a strong sense of their own strengths and weaknesses, and also accepts that leadership is not a “lone-actor” phenomenon and that leadership is not about the leader- it is about the task and the team. It follows that strong leadership requires the leader to understand their followers true strengths and weaknesses and how to leverage their talent.
During the initial simulation I implemented a laissez- faire approach to leadership. I adopted this form of behaviour as I was no more skilled or experienced in the Everest simulation than any other team member. Logically, I believed that as all team members had equal ability, all team members should therefore have equal input. Unfortunately, due to the overwhelming presence of freedom, conflict of interests and an abundance of communication barriers due to the poor choice in leadership styles, an environment of chaos and anarchy was created. In effect, the group failed the task. On a positive note, this form of leadership saw the group bond together and the level of satisfaction was high. Furthermore, the level of pressure for team members to perform under this form of management was minimal; hence the lack of success achieved was minute.
Edward Prewitt reports that a research was made by two academics and consultants, they divide a group into two: one group is face to face team and the other is virtual team. The research states that virtual is becoming the best way to communicate with others if you have the right communication tools to do so. Members of ...
As leaders in their areas of specialty, each individual excels in the task they are asked to achieve. This allows management for each division of the SE team to lead from the perspective of the team’s accountability to executive leadership. Failure to manage with respect to how each team’s decisions and resulting activities impact the other as
The purpose of creating teams is to solve a problem or issue through the use of diverse ideas and solutions. There are many times in life, whether at work or at school that one will encounter a diverse mix of personalities. Workplace diversity is everywhere, from the small corner business to the fortune 500 company, and is one of the most important challenges facing companies today. This mix of diverse personalities, gender, race, experience, and culture is what makes a team successful. This is an example of a heterogeneous team. On the other hand, a team with the same make-up, or homogeneous, has limitations on creativity, viewpoints and ideas. This paper will look at cultural diversity and demographic characteristics, specifically age, gender, expertise/ experience and how each plays an integral part in the construction of a high performance team.
As a result of this new frontier, organizations are converging to allow employees to flower their creative energies by permitting them to work virtually. This type of virtual team building allows members of the team to positively use a repertoire of communication networks facilitated by technology. Although technology is not hassle-free, the positive aspects far outweigh the negative aspects. As a result of communication issues being related to human factors, virtual members must be able to communicate effectively to establish trust to gain consensus, agreement and the ability to influence. To positively establish trust, communication should be done synchronously through shared whiteboards, application sharing, video/audio conferencing and virtual meeting rooms so that all team members are getting the same information. As a result of the team synchronously collaborating, they can now positively asynchronously communicate through document sharing tools, group calendaring and newsgroups. Any negative aspects can be overcome by the trust that the team members have with each other. Positive problem solving can for the most part be done quickly through voice mail or instant messaging. Furthermore, positively managing a virtual team means being able to solve problems electronically by e-mail or voice mail. Additionally, video conferences can be scheduled weekly to gather all team members to engage in the project team building. Although virtual teams are a flexible way to work, problem solving can be, for the most part, done in a timely fashion and any negative qualities can be dealt with on an as needed
Forming teams to solve specific problems inside of a company is common practice. What impact does the gender-diversity of the team have on its performance? Socialization of gender roles begins at very early ages, with men and women experiencing different socialization processes that result in different patterns of behavior. Girls are commonly taught to respect male authority, to act in a communal fashion, and to resist expressing aggressive or assertive behaviors. Conversely, boys are socialized to be aggressive and competitive. There are certainly modern trends away from these stereotypes, but there is still a common level of perception that the socialized behaviors from childhood persist in the workplace for adults (Karakowsky, McBey & Chuang, 2004). These early patterns of socialization and expectation setting have long-lasting impacts on the behaviors of adult team members.
The tools available today to facilitate communication in the virtual world are varied. As Pauleen and Yoong (2001) cites, "Virtual teams may communicate and work synchronously or asynchronously through such technologies as electronic mail, bulletin boards, audio/video/data conferencing, automated workflow, electronic voting and collaborative writing (Coleman, 1997)" (p. 2-3). Each of the tools available for communication have different idiosyncrasies, and some are more suited for selected tasks than others.
Face-to-face communication is the means of communication in which parties engaged in the exchange of information are collocated and within each other’s view. One characteristic feature that distinguishes face-to-face communication from other channels of communication is the synchrony of time and space within which the participants engage each other. In his research, Ean (2010) found “Face-to-face communication is a conversation that one has while being face to face with the other party. This type of communication enables a person to hear and see the non-verbal communication conveyed by the sender and respond with feedback straightaway.” Arndt (2011) also stated “The face-to-face communication is the personal mode of communication in which
Wu, Joshua B, Tsui, Anne S., and Kinicki, Angelo J. 2010. Consequences of differentiated leadership in groups. Academy of Management Journal 53: 90-106.
One of the most fundamental determinants of the relative success or failure of teams is the degree to which the individual team members maintain a shared vision of their mission, purpose, and goals (Wooden & Jamison 2005). This should become somewhat apparent just by understanding the significance of clearly defined purposes and goals, largely because the failure to establish shared goals allows so much room for different approaches to presumed goals that those differences typically undermine the efforts of individual team members to achieve any goals together (Miller 2009). Conversely, where team members all share the same conceptual understanding of the mission, purpose, and goals, they are much more likely to make efforts in their respective areas of responsibility that support the achievement of unified team objectives (Miller 2009).
The essay will look at the main contributions teams can make to successful organization. In addition, the essay will converse about the conditions necessary in organization if employees are to work effectively in team. The motive for forming a team is that it allows individual to put equal quantity of effort and contribute to the welfare of the organization. This reduces work load and divides the work evenly to members. As a result, this allows individuals to perfect their work which is specified to them. The equilibrium in the team by individual’s aptitude and skills increases the possibility of having an effective team. (Caracciolo, 1999:2)
Most leaders are of opinion that the more diverse and versatile the team is, the higher the possibility it will achieve a long-term success. This diversity does not imply gender, religious, cultural and other differences. It is all about different work styles or, in other words, how people think, organize, and cope with tasks. Moreover, teams perform better when they consist of individuals with