The Rise in New Media Technologies - Coursework Example

Individual Analysis and Reflection Student’s name Institution Introduction The rise in new media technologies has meant that these media are increasingly being used in management. Virtual teams are increasing in popularity since they ease the connection of persons across space and time. With increased globalization information needs to be transferred and shared between different professionals and the use of virtual teams is critical. This paper analyzes virtual teams and the theories which underlie their effective operation. Through an analysis of academic literature the paper defines and discusses the concept of virtual teams. It discusses the importance of different theories of communication and how they impact trust in teams. It also discusses the theories underlying leadership such as Behavioral Complexity theory and how this ought to be harnessed for more effective outcomes. A critical reflection of the different aspects of a case study is then undertaken. Lastly it offers recommendations for future practice in virtual teams. Discussion of Academic Literature The introduction of computer mediated technologies has resulted in the rise of virtual teams. There are many theories which explain the working of virtual teams especially with regard to leadership and trust in teams. Challenges and benefits which are presented by teamwork are also an important part to be taken into account. A virtual team refers to the coming together of employees working interdependently across space and time through technological means such as email, teleconferencing, webinars, wikis among others (Lipnack & Stamps, 2010). The theories aim to explain the instance of challenges and benefits of virtual teams. Virtual teams are afforded access to specialized expertise and therefore solutions and decisions made are likely to be better informed and creative. Communication delays, and a lack of face to face interaction may result in conflict in virtual teams. Media Richness & Social Presence theories and Social Information Processing & Social Identification/Deindividualization are competing trust theories. The previous asserts that computer based communication does not contain non verbal cues which are critical in the communication of aspects of interpersonal affections, attentiveness, trust, warmth among others (Zofi, 2011). The latter asserts that computer mediated communication is not deficient relative to face to face communication in terms of social information exchange but rather that it may transfer the information at a slower rate. However, scholarly research supported the ideas of SIP and SIDE theories. The establishment of trust is a critical component of virtual teams and hence ought to be taken into account. Successful virtual teams are based on the development and creation of relationships that result in shared views and enhance trust. The team performance model offers an effective means of building relationships through a macro analysis and explanation of the stages crucial to the building of the teams (Jones et al, 2005). Trust is established through identification and sense of belonging through shared similarities. Identification is built through motivation and uncertainty reduction techniques like clarification of roles, high levels of responsiveness, and striving to understand each other. Established team practice such as discussion routines, clearly defined goals, accountability and positive feedback are important (Malone, 2004). Leadership is a critical component of virtual teams since leaders resolve conflicts and direct the team towards achievement of objectives. According to the Behavioral Complexity Theory effective leadership is a function of the capacity of the manager to respond and resolve a range of organization circumstances through performing a range of leadership functions concurrently (DeRosa & Lepsinger, 2010). Skills and competencies such as responsiveness, clarification of roles, communication, assertiveness and understanding are critical in supporting the virtual team. Leadership also has to ensure that trust is maintained among members, manage and supervise progress and ensure the process is mutually beneficial for all members. A lot of work has been undertaken with regard to the design of team interaction during the life of the virtual team, not much research has been done on the design of the virtual unit. Aspects such as skills composition and size of virtual teams and what projects are suited for virtual teams have not been adequately addressed (Lipnack & Stamps, 2010). In the instance of a manager needing to incorporate people with different skills into a virtual team the skills composition that is appropriate has not been discussed. For the most part research on virtual teams has made the assumption that conventional means of working in teams would work just as well in virtual teams and hence there is a research gap in this area. Leadership is an area which has been researched to some extent particularly with regard to coordination of collocated teams. However, very little research has been conducted with regard to novel ways of leadership and challenges arising from the new virtual environment (Zofi, 2011). Critical Reflection The topic on virtual teams and its effectiveness has been very relevant and has impacted my outcomes and interactions with other members of the team in the group-work assignment. In some of our discussions we had to make use of a virtual team framework in the compiling of our report. I found that the Social presence theories and media richness were very relevant given that our face to face meetings were found to be more effective and had less tension due to the use of verbal cues such as warmth, trust and interpersonal affections. I came to acknowledge the importance of trust which is fostered in group work through identification and belonging to the group with a similar objective. The role of leadership in effectiveness of the team could not be overstated. I found that leadership was critical in ensuring that all members of the team performed their roles through responsiveness, clarification of roles, clear communication and understanding. Trust and a sense of ownership and belonging in the group are critical aspects since it is only through trust and ownership that persons can work together. Through assigning persons of different responsibilities and tasks they are given position of trust by all members of the group. During the tutorial group work preparation I found that the concepts of virtual teams were very much in play. One of the most relevant experiences that I remember during this period concerns the aspects of leadership and communication. The group was composed of different persons and personalities and hence there was likely to be differences in one way or another in the way of doing things. It was agreed that while there was a leader of the group the whole team was responsible for ensuring that the objectives of the team were met. As such this resulted in a lot of confusion since the leader did not have the required authority to direct or supervise persons. The scatter gun approach to the coordination of the group made the attainment of objectives hard. Even as there was a sense of belonging and ownership there was no sense of direction and this slowed down attainment of objectives. I found that there needs to be a balance between a sense of ownership and assertiveness. All members need to own and participate in the process but there needs to be demarcation of roles and direction of persons from the leader. From the academic analysis I have come to realize that the group work task could have been more effective had the principles of good leadership been applied. The manager lacked the capacity to direct and resolve the range of issues which were presented by the virtual environment. I would have done differently in that I would have asserted my authority more in the allocation of tasks, clarity of roles and responsibilities. I would have been more assertive but understanding in ensuring that the team was directed by one person while allowing members to voice their opinion. I have come to consider that leadership is one of the most critical components influencing the effectiveness of teams. In future I will be more proactive in advocating for more assertiveness and direction setting from the leader of the group. I do believe that in future there needs to be clear demarcation of roles and responsibilities. There ought to be clear communication of the role of the leader and what is expected of the members of the group towards attainment of group objectives. This I believe would ensure that there is no leadership vacuum thus making the team more effective. Conclusion It is clear that virtual teams have become an important aspect of management and hence there needs to be greater understanding of how it works. An understanding of the various theories underlying trust and leadership are important for persons engaged in virtual team leadership. SIP and SIDE theories have been established to be most relevant trust theories in practice. These assist in the development of relationships and a sense of belonging in the team. Leadership and communication are also critical aspects which every leader of a virtual team ought to have in order to successfully steer a virtual team. Through analysis of academic literature and critical reflection it has been established that effective virtual teams is possible. However this calls for knowledge on the theory and practice underlying effective management of virtual teams. Greater use of virtual teams makes knowledge on theory and practice invaluable. References DeRosa, D. M., & Lepsinger, R. (2010). Virtual team success: A practical guide for working and leading from a distance. San Francisco, CA: Jossey-Bass. Jones, R., Oyung, R., & Pace, L. (2005). Working virtually: Challenges of virtual teams. Hershey PA: IRM Press. Lipnack, J., & Stamps, J. (2010). Virtual Teams: People Working Across Boundaries with Technology. Hoboken: John Wiley & Sons. Malone, O. (2004). 101 leadership actions for creating and managing virtual teams. Amherst, Mass: HRD Press. Zofi, Y. S. (2011). A manager's guide to virtual teams. New York, NY: American Management Association. Read More