Virtual Teams Discussion Assignment Help
Order ID 53563633773 Type Essay Writer Level Masters Style APA Sources/References 4 Perfect Number of Pages to Order 5-10 Pages
Virtual Teams Discussion Assignment Help
Please respond to this 4 peers’ Discussion Prompts
ALL citations and references needs to be APA 7th edition format. (200-250 words each)
- you must also post substantive responses to at least two of your classmates’ or instructor’s posts in this thread. Your response should include elements such as follow-up questions, further exploration of topics from the initial post, or requests for further clarification or explanation on some points made by your classmates.
How do virtual teams differ from face-to-face teams? How do the leadership needs of virtual teams differ from face-to-face teams?
What this really sounds like to me is the situational approach. I’m sure teams have had their share of virtual and face-to-face stories. From my previous experience, virtual teams differ from face-to-face teams in a variety of ways.
For starters, virtual teams are not people physically within one space. Face-to-face teams do have the employees in the same space. Because of this, I think having meetings where everyone’s only choice is to be 100% present is more productive, whereas the virtual teams may have numerous distractions in their own personal space (e.g. their home).
The leadership needs of face-to-face teams should include more direct participation and probably results in better outcomes. In either case, the situational leadership approach is a great way to analyze what a leader should do—how can the leader create a productive meeting via Zoom versus in an office?
How does gender bias affect either face-to-face or virtual teams led by women?
Again, this goes back to the situational approach. It’s focused on the leader, who will then change their leadership in situations.
In this case, the leader is a woman hosting a meeting (either virtual or face-to-face). After rereading the textbook, basically, women are statistically proven to be better leaders than men. Research shows that they emphasize social values and promote others’ welfare to a greater extent than men (Northouse, 2018).
Moreover, women’s leadership styles tend to be more transformational (Northouse, 2018). These two facts tell me that women lead more productive meetings. So technically, I would have to say the gender bias actually works in the organization’s favor.
A virtual team comprises geographically dispersed people who interact through electronic communications (Ferrazzi, 2014). A Face to Face team works in close physical proximity and operates under the same roof having face-to-face interactions (Northouse, 2017).
At the same time, virtual teams are physically separated and rely on a host of technologies such as electronic mail, videoconferencing, electronic mails, telephones for communication and information exchange. Virtual teams are more complex than Traditional Face to face teams since they cross boundaries related to time, distance, and organization.
There are many differences considering the leadership needs while managing both teams. The virtual teams offer unique challenges to the leader.
To overcome these challenges, the virtual team leader might have to adopt a blend of leadership styles such as transformational and situational.
A virtual leader should be technically sound and must be able to manage people of various regions with different cultures and languages.
They should also blend different leadership styles and create a distinctive approach to managing the virtual team. Even though the virtual team members are unable to meet and interact like the traditional team, the leader should generate trust between the team members and the management itself and keep them united so that productivity increases.
Women are often seen to be underrepresented in elite leadership roles. Women are disproportionately placed at lower levels or lower authority leadership positions when compared to men. Women in leadership roles are often seen to be more democratic and transformational than men. Women leaders are more optimistic than men concerning the impact of the virtual workplace on productivity, decision-making, and communication.
Women leaders were more confident about the chairing of online meetings and that it sets the space that ensures all team members can contribute to discussions. Researchers have found that the flexibility of the remote workplace is generally supportive of gender equality, and virtual meeting rooms could counter or neutralize aspects of gender bias.
According to the textbook, one way a project may be terminated is because a project failed. This is usually because of “circumstances beyond the control of the team” (Larson & Gray, 2014, pg. 534).
When something like this happens, it’s important to communicate the reasons for termination. The example from the textbook uses a tech project that was terminated because there was a newer product being developed by competitors.
Another way a project may be terminated is when ab organization changes priorities. “Organizations’ priorities often change and strategies shift directions” (Larson & Gray, 2014, pg. 534). When priorities change, the projects have to either change with them or be terminated. For example, the textbook refers to the 2008-2010 financial crisis.
During this time, organizations “shifted their focus from money-making projects to cost-saving projects” (Larson & Gray, 2014, pg. 534).
The impact this could have on team members is a genuine and deep disappointment (Larson & Gray, 2014). It is not the team members’ fault the project was terminated, but they may treat it as such.
I would say the impact is more mentally harmful, for maybe they feel like they couldn’t help achieve the goal via the timeline.
In another sense, the impact could be “reputation-damaging.” If they were on the team “that didn’t get the project done,” they could feel incomplete or like a failure.
Discuss two ways in which a project may be terminated.
A project can either be a success or a failure, those are the two of the many ways a project can be terminated.
The course book defines these as normal project closure and a failed project. In a normal project closure, “…the end involves handing off the final design to Production and creating a new product or service line…” and in a failed project they “…are usually easy to identify and easy for a review group to close down” (Larson & Gray, 2020, p. 536). Projects are going to have endings different from the initial plan and these two outcomes are the most common that will happen.
Project termination should come from clear communication that was discussed in depth with the project team and stakeholders and mutually agreed upon because it could affect an organization either negatively or positively depending on circumstance.
What is the impact of these types of project termination on team members?
The answer to this question is it depends. If a project experiences a normal project closure, the people involved will have a combined sense of happiness, accomplishment and relief that their plan went smoothly. This would increase employee morale and they would be encouraged to take on more projects that will help propel the organization further. Another added benefit is external candidates will see the culture in the organization and would want to bring their talents to the team further increasing organizational value.
On the other hand, if a project fails, it can have a detrimental affect on the emotions of those involved. Individuals involved with the project might feel like they are personally liable for the failure and may get depressed as a result. Also, in addition to that, there runs the risk of diminishing employee morale and confidence in taking on new projects. Those team members may have the desire to find another opportunity with another organization that will grant them the satisfaction I have noted in the aforementioned.