ECOM201 E-Management Virtual Team Successes and Stresses
Order ID |
53563633773 |
Type |
Essay |
Writer Level |
Masters |
Style |
APA |
Sources/References |
4 |
Perfect Number of Pages to Order |
5-10 Pages |
Description/Paper Instructions
ECOM201 E-Management Virtual Team Successes and Stresses
ECOM201, E-Management, Virtual, Team, Successes, Stresses
Virtual Team Successes and Stresses
A Case Study
As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. This case study offers ideas on making the best of diverse and dispersed team structures.
Virtual teaming, that is, working on teams whose members are not present in the same location, is a fact of our modern, globalized business world. Virtual (or diverse and dispersed) teams are prevalent not only in multinational companies with offices in different countries, but also in academic and non-governmental institutions with bases across the world. In such team structures, members often have to communicate and collaborate with others who could be thousands of miles and many time zones apart.
As widespread as diverse and dispersed teaming is these days, leading a virtual team can be a challenge. Team leaders need to not only account for practical matters such as scheduling across time zones, but also technical issues such as varying rates of connectivity and access to communication platforms. However, one of the biggest factors in creating successful collaboration among diverse and dispersed teams is culture – specifically, tailoring the team’s mission, plans and procedures to the preferences of the different cultures represented on the team.
The following is a case study provided by a Cultural Navigator subject matter expert in diverse and dispersed teaming:
“A virtual team leader named Rebecca, originally from the United States, recently led a virtual project team with members from Japan, Mexico, Germany, Korea and the US. Rebecca was focused on setting the team up for success, and although she deliberately used strategies and tools made available by her company, she learned some valuable lessons along the way.
“Before initiating the project with a kick-off meeting, Rebecca made sure that everyone filled out their Cultural Orientations Indicator (COI) assessment to get to know their own work-style preferences. She then invited all members into a team message board on the Cultural Navigator, and encouraged them to share their profiles to better understand each other’s work-style preferences.
“The team was not able to have a face-to-face kick-off meeting, so during their first virtual meeting, every team member took time to introduce him or herself. The members talked about the different preferences in their team using the non-judgmental vocabulary of the Cultural Orientations Approach. At the end of the call, the team agreed on some ground rules for their upcoming teleconference and then closed the call.
“As the project continued, the team leader noticed that key team members were regularly not sharing their sales pipelines during their calls as agreed upon. Rebecca used humor during their sessions to lighten the mood, thinking some of the team members were nervous. However, she noticed the same people began to skip the calls, and were reluctant to speak when they were in attendance.”
In the above case study, the team leader Rebecca had done her due diligence in preparing the team to accommodate different cultural preferences among its members. But then she hit a snag. What had she done wrong?
The subject matter expert offered this reading of the situation: “In retrospect, Rebecca realized that even though she had set ground rules, she could have had an individual talk with each member before finalizing the team structure and processes.
Perhaps in those discussions she would have understood that Woo-jin, her Korean colleague, worked in a strict hierarchical office environment and had to clear most decisions with his direct supervisor before sending anything to her. Woo-jin had hoped his team leader realized he did not have this approval; however, Rebecca was not aware of this.
Similarly, the Japanese team member named Kamiko was concerned about the strict data protection laws in Japan, so she did not feel comfortable sharing her sales pipeline information. Kamiko had tried to indirectly convey this limitation to Rebecca, who wasn’t able to understand this message.
As for Rebecca’s use of humor during teleconferences, she did not realize how many cultural references she was using in her jokes, which her colleagues from outside her own culture had little understanding of.”
In essence, while Rebecca began the team’s collaboration with most of the components necessary for success, throughout the project duration, she learned the hard way that cultural mishaps often stall even the best plan.
While cultural due diligence and careful preparation are necessary components of working with a virtual team, the team leader and members need to exercise cultural awareness and cultural competence all along the way.
Though there can be challenges to working in diverse and dispersed teams, they are a fact of modern work life. The good news is that, when managed well, virtual teams can be as effective and productive as their traditional equivalents.
Questions:
1) What did the team leader notice during the team meeting (calls) and what did she tried to do to enhance the situation?
2) What should Rebeca had to do for each virtual worker and why?
3) What were the special situations with the Korean and the Japanese workers?
4) What the virtual leaders and the virtual members need to exercise?
5) How can the virtual teams be as effective and productive as their traditional equivalents?
Due date |
Marks |
End of week 12 |
10 marks |
Useful links:
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- This is an individual project, which is part from your course score. It requires effort and critical thinking.
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· Your project report length should be between 300 to 500 words
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POOR / UNSATISFACTORY |
SATISFACTORY |
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EXCELLENT |
Content (worth a maximum of 50% of the total points) |
Zero points: Student failed to submit the final paper. |
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30 points out of 50: The essay illustrates a rudimentary understanding of the relevant material by mentioning but not full explaining the relevant content; identifying some of the key concepts/ideas though failing to fully or accurately explain many of them; using terminology, though sometimes inaccurately or inappropriately; and/or incorporating some key claims/points but failing to explain the reasoning behind them or doing so inaccurately. Elements of the required response may also be lacking. |
40 points out of 50: The essay illustrates solid understanding of the relevant material by correctly addressing most of the relevant content; identifying and explaining most of the key concepts/ideas; using correct terminology; explaining the reasoning behind most of the key points/claims; and/or where necessary or useful, substantiating some points with accurate examples. The answer is complete. |
50 points: The essay illustrates exemplary understanding of the relevant material by thoroughly and correctly addressing the relevant content; identifying and explaining all of the key concepts/ideas; using correct terminology explaining the reasoning behind key points/claims and substantiating, as necessary/useful, points with several accurate and illuminating examples. No aspects of the required answer are missing. |
Use of Sources (worth a maximum of 20% of the total points). |
Zero points: Student failed to include citations and/or references. Or the student failed to submit a final paper. |
5 out 20 points: Sources are seldom cited to support statements and/or format of citations are not recognizable as APA 6th Edition format. There are major errors in the formation of the references and citations. And/or there is a major reliance on highly questionable. The Student fails to provide an adequate synthesis of research collected for the paper. |
10 out 20 points: References to scholarly sources are occasionally given; many statements seem unsubstantiated. Frequent errors in APA 6th Edition format, leaving the reader confused about the source of the information. There are significant errors of the formation in the references and citations. And/or there is a significant use of highly questionable sources. |
15 out 20 points: Credible Scholarly sources are used effectively support claims and are, for the most part, clear and fairly represented. APA 6th Edition is used with only a few minor errors. There are minor errors in reference and/or citations. And/or there is some use of questionable sources. |
20 points: Credible scholarly sources are used to give compelling evidence to support claims and are clearly and fairly represented. APA 6th Edition format is used accurately and consistently. The student uses above the maximum required references in the development of the assignment. |
Grammar (worth maximum of 20% of total points) |
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7 points out of 10: Research paper presents an above-average use of formatting skills. The paper has slight errors within the paper. This can include small errors or omissions with the cover page, abstract, page number, and headers. There could be also slight formatting issues with the document spacing or the font Additionally the paper might slightly exceed or undershoot the specific number of required written pages for the assignment. |
10 points: Student provides a high-caliber, formatted paper. This includes an APA 6th edition cover page, abstract, page number, headers and is double spaced in 12’ Times Roman Font. Additionally, the paper conforms to the specific number of required written pages and neither goes over or under the specified length of the paper. |
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