Virtual Team Essay

Virtual Teams in Action: Building the F-35 Fighter Case Study 1 By: Alyssa Dimeck MGT 404 10/09/2011 Professor Samuel Palmeri Virtual Teams in Action: Building the F-35 Fighter CASE SUMMARY The U.S. Department of Defense is known for their F-35 Lighting II Program; the focal point for defining affordable next generation stealth fighter aircraft. In 2002, the Department of Defense announced Lockheed Martin Aeronautic as the designer and builder of the fighter with Northrop Grumman and

Virtual information project teams have become a significant mechanism to utilize when desiring to achieve a particular task or goal globally. A virtual team consists of a group of individuals who are geographically diverse, which causes them to use electronic information or technological tools to coordinate their ideas in order to succeed at a given task. Unlike traditional teams, virtual teams are not run with face to face interaction, but virtually, which means members can participate from any

is definitely a growing demand for and benefit of virtual teams. Obstacles The benefits and lucrative potential of Virtual Project Management are many, but like all good things, come at a price in the form of new management complications. Fostering open and meaningful communication, gaining the trust and respect of remote members, and building trust between members is the greatest challenge to the virtual PM. It is difficult for virtual team members to get to know each other well; consequently

69 – 95 www.socscinet.com/bam/humres Managing virtual teams: A review of current empirical research Guido Hertela,T, Susanne Geisterb, Udo Konradtb a Department of Psychology, Work, Industrial & Organizational Psychology, University of Wuerzburg, Roentgenring 10, 97 070 Wuerzburg, Germany b University of Kiel, Germany Abstract This review summarizes empirical research on the management of virtual teams, i.e., distributed work teams whose members predominantly communicate and coordinate

(2005) 69 – 95 www.socscinet.com/bam/humres Managing virtual teams: A review of current empirical research Guido Hertela,T, Susanne Geisterb, Udo Konradtb a Department of Psychology, Work, Industrial & Organizational Psychology, University of Wuerzburg, Roentgenring 10, 97 070 Wuerzburg, Germany b University of Kiel, Germany Abstract This review summarizes empirical research on the management of virtual teams, i.e., distributed work teams whose members predominantly communicate and coordinate

Diverse and Virtual Teams Bus 362 Management Skill Development November 10, 2011 Diverse and Virtual Teams The world is a growing and changing place, and in business we have seen many changes occur. Most of these changes are of a result of globalization and multiculturalism Diverse and virtual teams have developed in response. The work force has become more diverse and spread out, and it has forced managers to adjust and change their management

Quite simply, a team is by the Merriam-Webster’s Dictionary as a “group of individuals working together to achieve a common pre-defined goal.” Traditional teams consist of individuals working in physical proximity, the same office building or city. A virtual team refers to “a group of individuals who are geographically dispersed, but are united by a shared goal through the use if informational technologies.” (McShane, p. 208) A virtual team consists of talent across cities, provinces, cultures

Managing Virtual Teams 1. Introduction Virtual teams have emerged to mitigate the challenges of managing teams that are distributed across different regions, and are a sustainable component of global business. A project manager managing a virtual team would have to integrate communication strategies, project management techniques including human and social processes in order to support the team, (Kimball, 1997). The author is a project manager assigned to lead a virtual team of 300 volunteers

Virtual teams today are an important part of business, particularly where the business expands globally. Although there are particular challenges associated with virtual teams, such as communication technology, cultural concerns, and potential conflict resulting from these issues, the advantages associated with these far outweigh the disadvantages. Virtual teams have the potential to maintain the integrity and unity of the business venture on a global level at a paradigm that has never before been

qualify to be a virtual team, either some or all team members would not be physically in the same location. This doesn’t necessarily mean that they are not in the same country or city, more about whether they meet each other physically on a daily basis. Even though they don’t have to be, most of virtual teams are across countries. - Motivation to work in virtual teams: Half own choice and half the context in which the job is placed in. - Personal motivation and advantages of the team: One can access