Analysis of Team-Based Activities in Educational Programs
Added on 2020-03-23
8 Pages1821 Words44 Views
Surname MemoMemoStudent’s nameCourseUniversityDate1 | P a g e
Surname MemoTO: Director of the Executive MBA (EMBA) Program at XYZ UniversityFROM:DATE:SUBJECT: Analysis of Team-Based Activities in Educational ProgramsKeeping virtual team on the same page poses a great challenge for managers. With communication technologies improving, people have managed to exchange information and ideas with colleagues in a different location. The team-based work attracts an extraordinary expectation regarding the assignment task sharing, team meeting structure and frequency, andthe individual preparation time. Based on the case study, it is evident that communication is presenting a significant challenge for the virtual team. The technology was seen as the solution to this problem. Nonetheless, the Director expressed reservations for this new technology. Given the challenges associated with this virtual team, the memo analyzes the team-based activities in educational programs.Key IssuesThe issue of compatibility of computing platform is a challenge that requires swiftly response. Importantly, the virtual teams have found it impossible to communicate effectively because the team members have diverse cultures and working environments (Brown 2016). The situation has been made worse when each team member uses favorite software tool to exchange data, interact, and track projects. For instance, some team members prefer the Windows-based computers and Apple. These tools use different software applications thus making difficult to interact and complete group assignments. 2 | P a g e
Surname MemoAdditionally, communication and sharing of information is an important factor in determining the success of a virtual team. This challenge is agreeable by all stakeholders. Theholding of synchronous meetings is a problem because it affects the operations and communication between the team members (Stasi 2013). For instance, the director can organize in-person meetings through the Ivey’s ING Center. Similarly, the director can opt for face-to-face meetings with individuals who are available physically. However, such meetings would be disadvantageous to the individuals beyond the physical reach (Zofi 2011).It is possible for the collated teams to communicate frequently compared to virtual teams. Studies have indicated that without face-to-face communication, building trust can prove difficult as evident in the case study (Zakaria, Amelinckx & Wilemon 2004). The concern of the director is genuine regarding the use of virtual tools like Skype or WebEx. Since each team member has a favorite tool, it is nearly impossible to facilitate the mix.The issues of determining the mechanics of sharing a synchronous document are incomprehensible. The director has reiterated the availability of Google Drive or Dropbox to help in storing documents. Although these mechanics are essential in virtual teams, each teammember has a preferred tool while others are inexperienced in using them. This challenge cannever be handled properly without leadership. The director must discuss with the team members to build consensus on the best tool to facilitate the information and document storage and sharing.Future ActionsThe technology tools summarized in Exhibit 3 focuses on the popular synchronous communication tools including Skype, WebEx, GoToMeeting, and AnyMeeting while in Exhibit 4, the popular asynchronous storage solutions are summarized including Google Drive, Microsoft Skydrive, Amazon Cloud Drive, and Dropbox. The services focused on the 3 | P a g e
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