Virtual Organization Behavior Framework

Virtual team can be defined as a group of individuals who are from different locations geographically but depend on communication technology to communicate, share work run projects as a group. These individuals run these errands in a space called the virtual environment which is created by the IT departments and maintained through various software technologies. Virtual teams or as at times referred to as remote teams have nowadays become very important aspects of most businesses. The individuals use video conferencing and mass emailing to run the errands as a group. Fiber optic technology has completely changed the aspect of virtual team, the individuals may not be familiar with each other but through this technology, they can

According to Gibson (2012), Virtual Teams are defined as, “a team that relies on interactive technology to work together when separated by physical distance.” (p. 244) Ironically, I manage a virtual team and I wholeheartedly agree with best practices managing virtual teams. I have team members who support the same business unit, physically sit in an office but in various locations from Michigan to Florida. Most of my team I inherited but have done a decent job of following the best practices discussed by Gibson.

Systems thinking is the capacity to see the master plan and to recognize patterns as opposed to conceptualizing change as segregated events. System thinking requires the other four orders to empower a learning organization to be figured it out. Additionally system thinking demonstrates that there is no outside that the reason for your issues at a piece of a solitary system.

5. An employee. A regular full-time employee can represent his or her employer. An employer can be, but is not limited to, an individual, partnership, corporation (including a parent, subsidiary, or other affiliated corporation), association, trust, receivership, guardianship, estate, organized group, governmental unit, agency, or authority.

Reece (2012) realizes the advantages of virtual teams in chapter 12 as "speed, agility, expanded expertise, improved communication and real-time collaboration" (p. 10). When executed properly, virtual teams can be an efficient way to get quality work done and achieve valuable results. Making sure that all team members are aware of how to be an effective team member will set the team up for success. Each member should be knowledgeable on the five dysfunctions of teams and be cognizant on how to avoid those dysfunctions. Reece (2012) says that "there is no reason why virtual workers cannot be just as effective as those that meet face-t-face" (p.10). If members are prepared and knowledgeable, then virtual teams can be successful in any

Teams have always contributed significantly towards the successful operation of any organization. Traditionally, team members had to endure the challenges of time, distance, and even cultural differences in order to successfully complete a team activity. However, recent advancements in technology have led to the birth of virtual teams. The paper aims to explore the effectiveness and differences ofvirtual teamsas compared to face-to-face teams. The evaluation will be on the basis of dimensions such as performance, cohesion, conflict, trust and satisfaction among others.

System thinking is having the ability and critical thinking skill to create a well develop system. According to Arnold (2015) System thinking is based on interacting or interdependent within a group or whole (Arnold & Wade, 2015, p. 670). The interacting and interdependent depends on the characteristics of interconnections which is how the characteristics relate to each other and the feedback that it gets from each other. This is a very important part to determine system thinking, behavior as well as its function and purpose (Arnold & Wade, 2015).

such teams cross organizational boundaries as team members are not necessarily to be from the same organization. Also membership frequently is diffuse and fluid, with team members rotating on and off the team as their expertise is needed. Team members may not even be aware of all the individuals, work teams, or organizations in the network. Depending on the complexity of the issue, additional members to the team may be added at any time. The duration these teams last may vary significantly depending on how fast or slow the issue is resolved. Such type of virtual teams often is found in consulting firms and in high-technology

As a virtual team we are facing additional difficulties. According to Dyer, Dyer & Dyer special difficulties presented by virtual teams

This manual is intended as a reference for projects managers managing projects in a virtual team environment. Our company is moving towards a virtual organization setup. Current project managers who operate in traditional project management environment setup should be trained in aspects related to managing projects planned for execution in virtual environments. Projects that operate in a virtual team environment face

company is expanding rapidly. The need for Smith System Consulting to expand their markets is perhaps the most fundamental reason for growth in the world. The limited size of domestic markets often motivates managers to seek markets beyond their national frontiers

Virtual teams allow the organisation to easily spread decision making to trusted individuals rather than only to top management.

Ebrahim, A., Shamsuddin, A. & Taha, Z. (2009). Virtual Teams: A Literature Review. Australian Journal of Basic and Applied Science, 3(3), 2653-2669.

Any attempt to solve a problem or improve an outcome needs to deal with both, system and process. Recognizing that we operate within systems requires a different type of thinking to be fully effective. Thinking that fully explores the complexity of the cause and effect relationship between the constituent processes and the behavior of the people that enact them. Systems Thinking is the key capability for describing and understanding problems to optimize outcome.

From the definitions of virtual organization/team, it can be summarized that virtual organization/team has four main characteristics which make it different from non-virtual organization/team: