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Essay / Research Paper Abstract
An 8 page paper discussing the virtual project team and considerations specific to geographically-dispersed project team members. There have been myriad management fads and gimmicks come and go over the years, but the virtual project team is unlikely to be relegated to that category. It is far too valuable a practice for organizations to be abandoning it. It appears to be a management tool that is here to stay; it is quickly becoming an accepted standard rather than a corporate oddity. Bibliography lists 9 sources.
Page Count:
8 pages (~225 words per page)
File: CC6_KSprojMgGlob.rtf
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Unformatted sample text from the term paper:
organizations that claim to be working toward implementation of real and effective teams, it is far more common to hear comments disparaging the effort than praising it. While responsible
managers have come to understand over the years that their job in leading a team means being involved with it as well, now they have other issues with the development
and growth of "virtual" teams, those workers who are spread across corporate locations, cities, even nations. Global competition, the computer age and excessive
travel expenses have combined to make the concept of "virtual teams" not only possible but more attractive than ever before, allowing people to work together in groups "that transcend distance,
time zones, and organizational boundaries" (Working in Virtual Teams, n.d.). Similarities and Differences The concept of working in teams has been around
for years, ushered in by Americas "discovery" of Total Quality Management (TQM), originated - and ignored - in the US in the 1940s and then later perfected in Japan.
All American manufacturing took note of TQM in the 1980s as manufacturing in all industries underwent excruciating change. In many ways, the mechanics of forming and managing cohesive teams
are the same whether those teams are physical ones located on the factory floor or virtual ones Several studies have demonstrated that
"work groups having control over how things are done are more productive than groups with little control. With greater control, employees feel a stronger sense of ownership in the finished
product" (Thompson, 1998; p. NA). This aspect of the team mystique is very nearly a given concerning the development and refinement of virtual teams, regardless of whether those teams
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