Research Question

  • Category:
    Management
  • Document type:
    Article
  • Level:
    Undergraduate
  • Page:
    2
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    1045

6RESEARCH QUESTION

Research Question

Table of Contents

3Question

3Introduction

3Challenges that the management must consider in developing and managing teams

5Use virtual team based work as a strategy to achieve organisational goals

6Appendix

6Appendix A: References

Research Question

Question

Team work is important in the workplace but teams can be difficult to manage. Explain the challenges that management need to consider when developing and managing traditional versus virtual teams. Give at least two (2) examples of when management can use virtual team based work as a strategy to achieve organisational goals.

Introduction

Teams are important in an organization since they help in maximizing the strength and bringing out the best of every team member. Through these teams, managers of organizations are able to help in the development of a shared vision and setting of organizational goals (Siebdrat et al, 2009). In addition, these teams will also help the managers in guiding an organization into achieving a synergy. Despite their importance in organizational growth, teams are sometimes difficult to manage. This article seeks to address the challenges that managers must consider in the development of traditional versus virtual teams. The paper will also provide examples of when an organization can employ the use of virtual teams in the realization of organizational strategy.

Challenges that the management must consider in developing and managing teams

The process of developing and managing teams, whether virtual or traditional often brings with it numerous challenges. One outstanding challenge is that of communication since it is considered important in the overall management and realization of organizational goals (Bradley et al, 2002). When individuals work as part of a team communication is important during all the phases of teamwork. If an individual within the traditional team for instance, which gets to meet on a face-to-face basis, treats his role an independent member then the team may experience communication breakdown. The development and the management of a virtual team does not require individual to be in the same place or within a given geographical proximity (Bradley et al, 2002). It requires a network of computers that facilitate easy communication between these individuals. It is therefore important for the management to develop proper communication structures that will ensure effective communication between the team members on when they are supposed to be meeting. Without these structures, important decisions may not be made and the progress of the organization may be jeopardized (Ramesh & Dennis, 2002).

For a team to be successful in the development and implementation of organizational strategy it must be composed of members that are diverse in terms of skills and interests. The process of identifying the members of different teams may be a challenge that the management must consider (Warkentin, 1997). This is largely because failure to develop teams that comprise of diverse individual may have serious repercussion in strategizing for organizational growth. Virtual teams for instance meet within short periods and it is necessary that each member of the team provide positive ideas to ensure overall success for the organizations (Ramesh & Dennis, 2002). It is important for the managers to ensure that both traditional and virtual teams are comprised of individuals with different set of skill and interests.

Definition of roles is also a challenge that the management must consider in the development and the management of virtual and traditional teams. Despite the fact that it is important for team members to embrace teamwork in the realization of organizational goals, it is important for every member to understand their specific roles within the team to minimize the chances of role confusion (Warkentin, 1997). The development of an effective virtual or traditional team requires that every member understands his or her role to enable the team develop as a cohesive and well-functioning unit (Webster & Wong, 2008).

Use virtual team based work as a strategy to achieve organisational goals

Virtual based teamwork can be used in the realization of organizational goals in situations where the individuals concerned are geographically distributed and must rely on computer-mediated technologies to communicate and strategize for organizational development (Siebdrat et al, 2009). Virtual communication between different members of the organization traverses boundaries and enables individuals who would otherwise not meet in traditional groups to meet within the comfort of their locations and strategize for the development of the organization (Stough, Eom & Buckenmyer, 2000). Virtual based teamwork from this perspective is a cost cutting and time saving technique considering that the resources that could be spent in travelling can be channelled towards other organizational developments.

The management of an organization can consider the use of virtual teams in situations that require inter-organizational alliances and globalization. This will ensure that organizations maximize on the available time and focus on the development of strategies for organizational growth (Siebdrat et al, 2009). Virtual teams when used in this sense helps in fast decision making considering that connectivity is made easier and the individuals are able to interact easily with the people that they have never met physically (Stough, Eom & Buckenmyer, 2000). This form of strategizing also allows individuals to share different experiences, which are important in the development of workable strategies considering that the sharing of experiences ensures that the final strategies is informed by numerous factors gathered from around the world (Siebdrat et al, 2009).

Appendix

Appendix A: References

Bradley, L., Kirkman, R., Cristina, B., Telsuk, P & McPherson, S. (2002). Five Challenges to

Virtual Team Success: Lessons from Sabre, Inc. Academy of Management Executive, Vol. 16, No. 3

Ramesh, V & Dennis, A. (2002). The Object- Oriented Team: Lessons for Virtual Teams

from Global Software Development. Proceedings of the 35th Hawaii International Conference on Systems Sciences.

Siebdrat, F., Hoegl, M., & Ernst, H. (2009). How to manage virtual teams. MIT Sloan

Management Review, Summer, 50(4), 63-68.

Stough, S., Eom, S & Buckenmyer, J. (2000). Virtual Teaming: a Strategy for Moving your

Organization into a new Millenium. Industrial Management & Data Systems, 100/8.

Warkentin, M. (1997). Virtual Teams Versus Face-to-face Teams: An Exploratory Study of a

Web-based Conference System. College of Business Administration, Boston.

Webster, J & Wong, W. (2008). Comparing Traditional and Virtual Group Forms: Identity,

Communication and Trust in Naturally Occurring Project Teams. The International Journal of Human Resource Management, Vol. 19, No. 1, 60- 62