Essay - Comcorp Introduction Creating Virtual Work Teams Versus Those that are...

ComCorp

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Creating virtual work teams versus those that are collocated ***** two fundamentally different organizational strategies that require significantly different skill sets on the part of managers and their staffs. The employees ***** comprise ***** work ***** need to have higher than average levels of initiative, resourcefulness, ability ***** keep themselves moving towards goals, organized, and able to manage time effectively. Kerber and Buono (2004) in their article Leadership Challenges in Global Virtual Teams: Lessons from the Field provide an excellent analysis ***** what it takes to create strong virtual work teams, ***** one of ***** most important attributes is the level of experience and maturity ***** team members when they are located across a broad geographic region.

Characteristics of Successful Managers

On the manager side, the unique set of ********** required to make a virtu*****l team effective begins with a strong focus on creating credibility for the remote team which is rarely seen together physically in one location. Kerber ***** Buono (*****) juxtapose the heightened need to create credibility for virtual teams relative to the more steady and gradual approach to ***** credibility for ***** of ***** that are collocated. Creat*****g ***** sustaining trust and credibility *****m the foundation of ***** successful virtual ***** team ***** training professionals at ComCorp.

Once the manager had *****d that foundation of trust and credibility throughout the organization by quickly producing results, the team was in turn involved in more strategic ***** longer-range projects, despite being virtual. These strategic ***** required that each of the team members not get ***** in tactical, and often urgent, activities in the regional offices where ***** were located. Managing remote ***** members to stay *****ed on ***** strategic projects surrounding training took significant skill and the ability to clearly show ***** outcomes of achievement of the many tasks at hand. The manager of the virtual work team next had to continue ***** synchronize ***** team's efforts to the attainment of performance goal or objective. Attaining ********** as a virtual team created even greater levels of credibility, and established ***** virtual team concept as a success in ComCorp.

***** to get to this level of performance, the ***** ***** ***** virtual work team had to become ***** aggressive and focused than his counterpart managers who had col***** *****s. To manage performance, the ***** team manager had ***** create structures and rout*****es that could compensate for the lack of continual in-person contact while pushing up the level of accountability and expectations to ***** virtual team members. Second, the virtual team manager had ***** make sure *****se leadership functions and values were distributed to each team member, as Bell and Kozlowski (2002).

***** accomplish these two critical leadership steps, the virtual team manager had to first bring to*****her in person the ***** team members to give everyone a chance to first meet each other, and second, to ***** an opportunity ***** relationships to get formed. Third, gett*****g *****gether in person also provided ***** opportunity for both the asynchronous *****