The Communication Structure Of A Geographically Distributed Software Development Team

This would minimize the crossing of time zones and the process can increase team effectiveness. The author, as a project manager can establish a common time to interact face-to-face through video conferencing.

The understanding of the distributed teams; in order to increase the cooperation and to decrease the coordination costs between the distributed teams. The following meetings recordings are essential:

| Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet.

In a networked organization, "extensive use of communications technologies and networks ...renders it easier to coordinate across functional boundaries" (Pearlson, p.68). This is evidenced by the MIS organization at Mrs. Fields '. The MIS organization was divided into financial, sales, micro-systems and operations. It can also be argued that when Mrs. Fields ' Holdings, Inc. purchased La Petite Boulangerie and reduced their administrative staff from 53 to 3, this was made possible by absorbing the majority of the functions, including accounting, finance, and human resources into their existing organization. This was undoubtedly made possible by there is evidencing the importance of communication.

These groups rely on technology to communicate with one another and to accomplish the tasks allocated by the organization. One benefit of a virtual team is that they use technology and this can help increase efficiency and productivity of the members. The virtual teams also assist in the development of intellectual capital. The composition of the virtual groups helps improve quality as well as the outcome. The other benefit is the efficiency of communication. Some of the challenges include the distance between the members. The significant distance may dilute leadership, weaken human relations as well as amplify dysfunction. Virtual teams are hard to manage especially when it comes to goal setting, task distribution, coordination and member motivation. Virtual organizations rely on trust that the other members will fulfill their roles since it is not possible to monitor them closely (Hoppe, 2011). The virtual teams may face some internet challenges such as slow internet or disconnection. This problem can be handled through the use of alternative methods of communication such as mobile phones. While making a virtual team, the team members should address all challenges which may hinder communication by coming up with all possible substitutes of means of communication. These organizations rely heavily on the internet for video conferencing and sending emails. However, when the internet fails, they

This report provides an analysis of the following: the experience in the two Everest teamwork simulations, the results of the two sets of simulation and the communication structure and experience in the two Everest simulations. Method of analysis includes incorporating theories and concept in the course and discussing about the observation during the simulations. There are many concepts and theories which are discussed in this report such as the grouping modeling elements, communication structure, the effects of conforming and the benefits of conflicts and the benefits of effective communication. The report ends with a recommendation that the report could be improved if there is a comparison of the results of two teams

A Co-located group has the advantage of enhanced communication. This is because teams that are in the same geographical location tend to communicate better because they see face-to-face as opposed to communicating over the internet or via the

Ubisoft has different production, marketing, administrative and Internet teams in different countries. As each department uses different IT systems, managers have an initial problem of whether the IT centres should be centralised or decentralised. Centralisation has its advantages as it offers a rapid system response, it can save money through avoidance of duplicated activities and offers better security. Its disadvantages include if the central unit fails then the entire system will collapse and they might lose touch with the goals of major IT departments.

Virtual teams are also referred to as far-flung teams, which are teams that are tasked towards meeting a particular goal yet they are located in very different geographical location and are not able to meet on regular basis to carry out the task. This distance between the members of the group is a big challenge that has to be overcome in order for the group to reach their goal.

She sets the proper expectations of the status at the time of the call and suggests contacting the assigned team member ( CCS) for further update.

Al-Ani, Ban, Agnes Horspool, and Michelle C. Bligh. 2011. “Collaborating with 'virtual strangers': Towards developing a framework for leadership in distributed teams.” Leadership 7 (3): 219-249. Doi: 10.1177/1742715011407382

Globalisation has led to many changes in the international marketing and global advertising industry. Many international companies have projects spanning a variety of nationalities, involving great geographical distances and a range of time zones. In this scenario, companies are forced to make virtual teams - which are comprised of members who are located in more than one physical location (Peters and Manz, 2007). This virtual team trait has fostered extensive use of a variety of forms of computer-mediated communication that enable geographically dispersed members to coordinate their individual effort and inputs (Attaran, 2002). In addition, commitment to a virtual team goal may be further complicated by the single or coherent line of

6.       A disadvantage of global teams for product design is that: ease of face to face meetings

Hastings, R. (December 3, 2008). Set Ground Rules for Virtual Team Communications. SHRM Online. Retrieved August 8, 2011 from http://www.shrm.org .

The purpose of this report is to investigate the team cultures and performance management factors that have lead to the creation of this situation and to provide solutions; to resolve the issues on the Shield Project and for future Infotech projects. In undertaking this report the macro and micro cultures of the industry and organisations have been reviewed, however research material was limited to the Instead case study (Selhat, 2005).