Communication, Structuration and Accommodation Theories - Coursework Example

Individual Analysis and Reflection Student’s name Institution Introduction The growth and development of new technologies has had a great impact on the way people communicate as individuals and also in groups. In the present work place persons are increasingly turning to technologies such as voice mail, fax, teleconferencing in management. The use and ease of access to new media technologies has led to the rise of a new paradigm in management; virtual teams. Virtual teams have been established to be an effective means of management in that they enable the exchange of information between persons of different skills who may not necessarily be in the same geographical location (de Janasz, Dowd & Schneider, 2012). However virtual teams are faced with myriad challenges due to a lack of knowledge on the theory of enhancing team effectiveness in such a set up. This paper will thus seek to analyze and reflect upon these aspects of theory and how they may be used for better outcomes in virtual team situations. Discussion of Academic Literature All teams usually call for a high level of coordination if they to achieve their desired outcomes. In the new shift to computer mediated technologies, managing of virtual teams becomes even more complex for the manager. The most important aspect of managing of a team is communication (Maznevski & Chudoba, 2010). While there are many theories which explain communications there are not many which deal with communications in a virtual team environment. Communications theories are diverse and varied in their manner of application. This coupled with the instance of the novelty of the concept of virtual teams makes it even harder to analyze communications effectiveness in teams. Theories such as the social exchange theory, structuration theory and communication accommodation theory have been used to explain group interaction. Nevertheless these theories may also be used in the instance of communications in virtual teams (Jehn, 1995). Studies in social exchange posit that self interest is the major force which drives the development of relationships and hence enhances communication. Through self interest people tend to be more interested in communicating and this enhances interaction (Tyran, et al, 2012). This is akin to economic exchange in which persons will be rewarded according to what they have offered. Structuration theories assert that organizations and groups create structures of governance in terms of resources and rules. It is through these structures of power that that decision making and implementation give life to group and organizational objectives (Jordan & Troth, 2004). Communication accommodation theories assert that there will be adjustment of communication in groups either in divergence or convergence in order to suit power or social relationships. Communications in a team is a key component that determines whether the team will be successful in achieving its outcomes or not. A study conducted by (de Janasz, Dowd & Schneider, 2012) established that social exchange theories are just as effective in virtual teams as in other traditional teams. Self interest in virtual teams is related to the need for enhancing performance of the individual. Through communicating in virtual teams self interest is transformed as people rely on each other in developing and completing their own assigned tasks for self fulfillment (Maznevski & Chudoba, 2010). Jehn, (1995) asserted that accommodation theories of communication work best in terms of virtual teams since they enhance the humanness of the communication. It is critical that the manager of a virtual team has the ability to adjust communication in order to fit the sensibilities of all members of the group. Managers that did not adjust communication for the social and cultural diversity of the group will tend to have problems as social and power relationships break down (Tyran, et al, 2012). Related to the concept of accommodation in communication is the need for structuration. Structures in organizations are the pillars which ensure that the group attains its goals. Communication of the structures and resources and who has control over these is critical for the functioning of virtual teams (Jordan & Troth, 2004). While accommodation is important structured frameworks make for better outcomes due to clarity of roles and better communication. There is a lot of research literature that has been written on the working of virtual teams. However there is not much literature regarding aspects of virtual communication and the formation of relationships. Previous studies have mainly been based on group communication theories which have been transposed onto communication in the virtual set up. Research conducted on teams has also tended to focus on the need to develop the cohesiveness of the team through communication (de Janasz, Dowd & Schneider, 2012). Research has failed to take into account the role of the leader in the development of such communication structures. The role of the manager in developing the processes, structures and maintaining them cannot be overstated. More research is needed in order to find means of enhancing the effectiveness of virtual teams through communication leadership. Studies on correlation between strong and assertive leadership coupled with accommodation have all established that communication is an important aspect (Maznevski & Chudoba, 2010). Nevertheless more research is needed in the specific aspects of communication such as accommodation and social exchange which impact outcomes and effectiveness of virtual teams. Critical Reflection I do believe that communication is an essential component in seeking to accomplish the objectives in virtual teams. In our group interactions I did establish that communication was critical in how we responded to roles and tasks and interacted with each other. The social exchange theory is a theory which I found to be applicable to great extent in our tutorial group. In this instance the group leader who had little understanding of social exchange was not as effective. Social exchange theory posits that persons will usually act or work in something in which they have self interest (Jehn, 1995). Attempts to get persons to work on projects in the group would have been acknowledged more readily if the group leader had applied self interest. Most of the persons in the group were interested in passing the course for self fulfillment. I do believe that members would have worked harder if the leader communicated the need for passing exams which everybody was interested in (Tyran, et al, 2012). The group was not as effective in the performance of tasks since some members felt that others had been assigned easier tasks than others. If I had been the leader I would have pointed out that the harder tasks made for better learning experiences which would make the person gain in knowledge and learning of the course. Structuration was a key theory which I do believe was very much in play during our deliberations and group preparations. Structuration theory is critical in determining the interactions between the different persons in the group. It is critical that the manager of the virtual team ensure that there are structures which govern the relationships between members (Jordan & Troth, 2004). I did find that the virtual group lacked a sense of structures and rules of engagement. For the most part communication was not structured and multiple persons could send information back and forth regarding roles and use of resources. Without structures and regulations I did find that the pillars of good virtual teams were severely lacking. The group struggled with communication since the leader was not prepared to take the mantle of communication. Structuration theory asserts that the leader has to take charge of communication and ensure that all members receive their information from one source (de Janasz, Dowd & Schneider, 2012). How the information is conveyed to the members of the team is also critical. The leader has to find a balance between showing assertiveness and authority and accommodating the members of the team. Accommodation theories are important in the virtual team communication and this I found to be a problem in our group. As it happened our group was composed of diverse persons in terms of cultural attributes and backgrounds. Communication breakdown and power relationships frequently disrupted our deliberation and slowed us down. The group leader did not adjust the communication in order to fit the sensibilities of all members of the group. According to the accommodation theory this is critical in every team setting (Maznevski & Chudoba, 2010). This is made even more important in virtual team settings; since persons cannot see each other messages may be differentially interpreted. I do believe the group work would have been more effective if the leader had taken the time to understand the sensibilities of all members of the team. Accommodation of the different understanding regarding interpersonal relationships, and power relationships ought to have been tailored differently for each person (Jehn, 1995). Conclusion Virtual teams are indispensable in the current work and school spaces and hence there needs to be more focus on enhancing its effectiveness. Communication theories may be applied in the analysis of communication in virtual teams. However more research needs to be done regarding communication in virtual teams given that aspects of lesser physical collocation complicate meanings and reduce the effectiveness of communication. Through the application of theories of communication and evidence based practice virtual teams may be made more effective in achieving desired outcomes. As such it is critical that every manager should have a working knowledge of the aspects of communication underlying virtual group communication. References de Janasz, S. C., Dowd, K.O., & Schneider, B. Z.., 2012. Interpersonal Skills in Organizations. New York: McGraw-Hill Irwin. Jehn, K.A. 1995. A multi-method examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40: 256-282 Jordan, P. J., & Troth, A. C. 2004. Managing emotions during team problem solving: Emotional intelligence and conflict resolution. Human Performance, 17: 195-218. Maznevski, M. L., and Chudoba, K. M. 2010. Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness. Organization Science, 11: 473-492. Tyran, C. K., Dennis, A. R., Vogel, D. R., and Nunamaker, J.F. 2012. The Application of Electronic Meeting Technology to Support Strategic Management. MIS Quarterly, 16: 313-334. Read More