Virtual Teams

Paper Summary:

This paper proposes a study to identify the issues and concerns that affect the effectiveness and ability of virtual teams to operate at their highest potential. It looks at how decentralized and independent work centers and factories are an important part of modern organizations and how high levels of accountability and interaction are needed between these different cells or centers. The virtual workplace is defined as one in which the employees work remotely from the organization, that is away from managers and peers.

Outline
PART 1-Relationships
Developing Relationships
Confounding Variables
Relationships that Need to be Studied
Summary
Part II-- Methods and Design
Research Methods and Designs
Strengths and Weaknesses
Research Methods and Designs
Conclusion
Bibliography

From the Paper:

"Virtual teams are never in physical proximity with each other. The bonding and familiarity that comes from working together is absent. Virtual teams are very task-focused. (Joinson, 2002) Studies indicate that virtual teams communicate differently as compared to those that interact face-to-face. (Warkentin, Sayeed and Hightower, 1997) In the former case, results and outcomes are very important in establishing the value of the team member. The managing and training of the team is important. Many concepts and tools used in traditional organization can be applied to virtual teams. Virtual teams however, also need more support and guidance than traditional teams. Technology plays a very critical role in the stability and success of the virtual team. Team members have to understand and embrace that the constant learning and training is required to keep up with new technology."

More papers on Virtual Teams:

• Essay # 72390 : "Developing and Implementing Virtual Teams"
• Research Paper # 139790 : "Virtual Teams and Modern Business"
• Term Paper # 149793 : "Assessing the Use of Virtual Teams"
• Research Paper # 25295 : "Virtual Teams Management"

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