The Core Culture of the Organization, Essay Example

What types of Virtual Teams have you worked in? Was one better than another? Why? What is the Core Culture of the organization that you currently work in?

I have worked in three types of virtual teams before. Each type of virtual team provided a different intellectual and practical experience. Each type of virtual team comes with its own set of challenges that are based on the conceptual framework of each team.

Project Development teams

I have been involved in a number of project development teams. These were by far the most interesting types of virtual team experiences. In most of the cases, 80% of the virtual team member were located in different time zones, some as far as different continents. These projects were mainly geared at developing or improving a given product to make it better and more appealing to the customer. These teams were built to research and creatively provide a better product and/or service.

Networked Teams

I have worked on a number of networked teams, some of which did not involve team members from the same organization. Such teams had a premeditated purpose and were quick to execute their tasks. These teams are usually meant to find solutions to resolve an impending or unfolding problem or issue within the organization or the environment within which a group of organizations work in.

Organizational Culture

The organizational culture at the current organization is one of Adhocracy. The organization is structurally designed to enable virtual team members utilize resources at their disposal to take risks, innovate and be the first ones to accomplish something in a given market. The environmental withn the organization favours entrepreneurial virtual team members. Dynamism is readily accepted within the organization as team members’ potential is fully exploited.

Week 3: Have you used a team charter? What do you think are the bare essentials of a team charter? How does your leadership of a virtual team have to change?

90% of all the virtual team charters I have been involved in have used team charters. Team charters are essential to the success of any given virtual tea and there are certain essentials of this team charter that make it so important. They include;

Team Purpose: this defines the core values of the virtual tea. It gives meaning and validates the existence of the virtual team in execution of its duties and roles.

Scope: this is important in defining the parameters under which the virtual team is going to operate. It helps all virtual tea leader this tasks that are beyond his scope and hence mitigate the problem of scope creep.

Desired End Result: like the scope, this is essential in defining the general direction a virtual team should take. It is where the virtual team receives instructions from the sponsors.

Week 4: What differences, if any, would the tools you would use for business be different from those you are using for online learning? What would be your tools of preference? Which have you used?

The systems tools used for business are completely different from those used for online learning. This is because the tools used for online are a platform for managing people. These tools are generally classified onto the LMS (Learning Management Systems). These platforms manage how trainees and students interact with e-content that increases their knowledge base. In this case, content has already been created and the user, student or trainee, only absorbs this information. However, systems used for business, LCMS (Learning Content Management Systems) create platforms where content can be developed, making this platform more complex. This allows for the virtual team members to create, develop and manage content. My tools of preference would be the business tools. One example is the Kenexa LCMS that automates the how learning content is created, managed, maintained and delivered to the user.

Week 5: How is selecting a virtual team member different from a non-virtual team member? What qualities are more important? Less important?

A virtual team member is almost always chosen by recommendation. However, selection of a non-virtual team member may be much simpler with all candidates taking a given test to prove their qualification for a given position. While selection of a non-virtual team member ay become biased due to the human element involved in perceptions and impressions one gets from another individual. This are almost always misleading and creates a selection criteria that is not bias-free. The important values are a team member’s ability to communicate on time and observe integrity and due diligence in executing their duties.

Section I: How has your use of communications changed in the last five years? Ten?

Communication has always been a challenge as most times the pursuit of perfection in work execution and delivery my tempt one to work alone. In these cases communication would be minimal to avoid criticism or disapproval. However, in the last 10 years, I have learnt the importance of communication in the business processes of a given virtual team.

As communication modes and avenues have changes over the years, so have my communication skills and technological know-how improved. By keeping up with the current communication technologies such as Twitter for video conferencing, WhatsApp for instant messaging and emails for official communication channels, I have manages to learn the fastest way to send information so as to achieve a desired goal, in line with the organization’s vision, mission and goals.

Section II: What stage of Virtual Worker Adjustment are you in? What can you do to move forward if necessary?

I am currently at the point of grasping the virtual team’s workflow structure. This is important to ensure that workflow within the team is a seamless uninterrupted flow. The best action to ensure continued growth, development and experience as a virtual team member is taking on more roles and responsibilities to get hands on experience on the inner and structural workings of the virtual team. Taking on bigger responsibilities is a requirement for the virtual tea and its members to move forward.

 Week 7: What are the keys to giving/receiving constructive feedback? How is feedback different one-on-one versus with a group?

There are three keys of giving and receiving feedback. They are embodied in the ECC model. They are;

E – Evidence; give evidence while staying objective in the purpose of either giving or receiving the feedback.

E – Effect; describe the effect of the issue at hand on you, other team members and the situation in question.

C – Change; help the other individual in coming up with possible changes that can be implemented to reedy the issue or question at hand.

Section I: Now that you’ve nearly finished the course how comfortable would you be leading a virtual team?

I believe that I a capable of leading a virtual teal at the moment. I have gained the much needed knowledge and experience in people management. This is a crucial element in the management of a virtual team. By developing such important elements of virtual team management, I strategically position myself in positions where a virtual team leadership opportunity would best serve my personal goals while utilizing the information and potential that I currently possess. Even though team leadership would be a tasking venture, I would like to gain the much needed experience before I can become a good team leader.

Section II: If you already manage a virtual team did you learn some things that might help you?

My experience managing a virtual team gave me insight into the inner workings of a virtual team and the underlying challenges and pitfalls that are associated with virtual teams and virtual team management. Communication is probably the most common pitfall of virtual team management. This is because the lack of physical contact with the other team members and team leaders causes laxity in obligation and dedication. Most teams work from different geographic locations at the same time. This means there is a difference in the time zones, causing a challenge in communication. The communication on the time deadlines and meeting ought to be communicated while putting into consideration and recognizing the differences in tie for all the virtual team members. This helps all team members be considerate of each other and identify modes of communication that would be best suited for the whole team.

References

Beyerlein, M., Beyerlein, S., Bradley, L., & Nemiro, J. (2010). The Handbook of High-Performance Virtual Team. San Francisco: Jossey-Bass.

DeRosa, D. M., & Lepsinger, R. (2010). Virtual team success : a practical guide for working and leading from a distance.San Francisco: Jossey-Bass.

Gould, D. (2006, June 5). Fifth Generation Work – Virtual Organization. Retrieved from SeaNet: http://www.seanet.com/~daveg/vrteams.htm#Introduction

Management Help. (2014, January 3). Virtual Teams (teams developed and/or operated over the Internet/Web). Retrieved from Management Help: http://managementhelp.org/groups/virtual/toolkit.htm

Meister, J. C., & Willyerd, K. (2010, June 30). Leading Virtual Teams to Real Results. Retrieved from HBR Blog Network: http://blogs.hbr.org/2010/06/leading-virtual-teams-to-real/