Virtual Teams Case Study

The advantage that Lockheed Martin gained by using virtual teams is that they were bale to use the knowledge skills and abilities of individuals no matter if they were in New York or California. The problems that faced by Lockheed Martin using virtual teams are likely the same many computer based or virtual companies face. I know that when I send an email or other electronic messages they sometimes does not come across correctly perhaps even rude. While not intentional the context or tone of emails and other electronic messages is sometimes hard to ascertain. Also another issue the company likely faced was working with employees that were located in different time zones.

Leaders are able to inspire their team and accomplish goals. Having a strong leader standing behind you can push members to do the best they can. In this paper I’m going to discuss the leadership style that I possess. I will also describe what leadership and management theories that align with my leadership style. Finally, I will discuss the type of work environment I create, based upon my leadership style and three key actions or behaviors I demonstrate to be a successful leader.

The king’s fund (2011) argues that the concept of heroic leadership s no longer accepted rather, a need for ‘shared leadership’ as a model is in urgent call within many organizations. Implementation of collective leadership strategy involves complex steps with four elements as below (Eckert et al 2014): Discovery phase: This phase involves critical and in-depth analyzing individual’s abilities and organization’s capacity to maintain collective leadership style. It is done by assessing the present and future scope and potential challenges face by organization as well as individuals. This phase focuses to answer the question, “What do we need from our leadership to successfully implement our strategy and fulfil our mission?”. Design phase: This phase determines the need for collective leadership in next 3-5 years and marked in leadership strategies which focuses on tackling the challenges in future.

In week 4, we went over how to understand the different types of teams, what were the strengths and weaknesses of each team. In the course we discuss innovation team, cross-cultural team, permanent team, temporary team and virtual team. We also discuss intercultural teams and how it affects the work place. Through this assignment I learned that I have worked on a cross-functional and virtual team. With the cross-functional team we have to come together and prepare a work document for a top customer.

Traditional teams, also known as conventional or co-located or collocated teams, consist of individuals working in physical proximity, while the virtual teams (as previously defined) refers to a group of individuals who are separated by physical distance but are united by a shared goal. Though both traditional and virtual teams go through the five stages of Bruce Tuckman’s model of team development but the dynamics experienced by the members of virtual teams are more complex. This is largely due to the fact that members of virtual team rely solely on electronic communication and collaboration technology to facilitate interactions among them. Also the cultural boundaries and time zones differences add to its complex

GTS Organization Charter Purpose: To communicate the principles of our new GTS Department, formerly known as the Technology Department including organizational structure, vision, mission, goals, strategies and values. The department is retitled “GTS” (Gilsbar Technology Services) to better communicate our mission of being Gilsbar’s technology services provider of choice. The GTS Department is the company’s consolidated technology management and implementation team.

and Kashiwagi D. (2016) this project management model utilizes expertise instead of the traditional management, direction, and control (MDC). This new project management model is a leadership-based model instead of a management model. The practice of the new model requires a change in paradigm and project management structure. Some of the practices of this new paradigm include minimizing the flow of information and communications to and from the project manager [including meetings, emails and documents], eliminating technical communications, reducing client management, direction, and control of the vendor, and the hiring of vendors or personnel to do specific tasks. A vendors is hired only after they have clearly shown that they know what they are doing by showing past performance on similar projects, that they clearly understand how to create transparency to minimize risk that they do not control, and that they can clearly outline their project plan using a detailed milestone schedule including time, cost, and tasks all communicated in the language of

I will analyze this paper according to my past team group, our characteristics, processes, issues and organizational context found in our Daniel Levi text as well as the five dysfunctions of a team by

1. Basic Team Assessment Score (1–3) Item 2 There is open communication and trust to share personal feelings between team members. 3 Every team member knows the program mission and goals for the coming 12 months. 1 Team members work well together to achieve team goals in a timely manner. 2 Team members have a high degree of accountability to each other to complete clinical and nonclinical tasks.

How do I handle the challenges of managing a cross functional team? Introduction “Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” - Jim Collins’ quote from the book, Good to Great Forming Cross-functional teams to work on projects has become popular in the last few years. There are three primary reasons: a. The team has improved coordination and integration b. Expand organizational boundaries (Lines of Reporting, Verticals, Functions) c. Reduce the cycle time in terms of service delivery When people come together from various disciplines, they bring diversity, their expertise in problem solving, different perspectives to look at the problem statement, their creativity and innovation

When a virtual team faces a conflict, it is most likely due to miscommunication. Therefore, it is important for the team leader to intervene, and also set up a face-to-face meeting to help resolve the conflict

HOW LEADERSHIP BEHAVIOUR MAY INFLUENCE GROUP DYNAMICS IN ORGANISATIONS 1.0 INTRODUCTION The purpose of this essay is to explain how leadership behaviour may influence group dynamics in organisations. Leadership behaviour is the behaviour; a leader exhibits (Malik, Aziz and Hassan, 2014) and according to (Malik, Aziz and Hassan, 2014) (House et al, 2002) leadership means an ability to influence, motivate and enable others in a way that they contribute towards the efficiency and accomplishment of the mission and goals of organisations which have employed them. On the other hand, this essay involves the study and analysis of how people interact and communicate to each other in small groups.

To organise for project management requires an understanding of the organisation’s architecture which includes the organisational hierarchy - the grouping of internal business units, the authority lines and interaction with one another. Each of these aspects should be designed to support project management within the organisation. Structure should follow strategy or else it may impede communication, coordination and decision making which are all key to success (Brevis, 2014, p. 224). Hence, an important function of upper management is to support project teams by either redesigning the organisation to emphasize projects or integrating projects into the current organisation (Graham & Englund, 2004).

Question 1. Important aspects of teams in a healthcare environment. In general, one important aspect of a team in a healthcare environment is the emergence of teamwork. In teamwork, every team members has a role to partake so that the organizational goals of the institution will be met and success will be achieved.

Chapter 2 Review of Related Literature and Studies Self-Efficacy of Team Leaders Self-efficacy can be seen as an overall estimate of a person’s ability to achieve one’s goals. Team leaders with no self-efficacy can be stressed, because one cannot lead one’s team members effectively. Galoji (2017), stated in his article that self-efficacy and high expectations are one of the factors of issues on how team leaders can be effective. Therefore team leaders must know how to develop one’s sense of self-efficacy to influence the whole team to be productive.