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Drawbacks of Virtual Teams

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Drawbacks of Virtual Teams

 

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Drawbacks of Virtual Teams

Topic one

Self-directed teams play an essential role in organizations that use a team-based approach to solve problems and improve productivity and efficiency. Such teams are different from traditional organizational structures because the members of staff play an active role in making decisions that will contribute to the company’s success. Self-directed teams are more productive and have more job satisfaction since they actively participate in the enterprise’s daily operations. One of the opportunities is that the team members can derive a more sense of satisfaction from developing problem-solving and decision-making skills and working as a close-knit crew.

While there are many advantages of self-directed teams, there are also several challenges and drawbacks. One of the challenges of self-directed teams is that there is no commitment to a common goal. For instance, since the group consists of individuals committed to working on areas of their specialty, each person will prioritize their responsibilities instead of team-level tasks (Araújo & Davids, 2016). The overall impact is that some tasks will not be appropriately completed more so in situations where a member of the team is not present.

Topic two

There was a rowing competition in one of the television shows. Synergy was evident in the winning team by how the members possessed outstanding interpersonal skills. The team members had self-awareness and understood each other. The team I chose was a high-performing team because they actively looked for the points where they disagreed and positively perceived the differences. The team members seemed to have a genuine understanding of each team member’s attitudes, abilities, and skills. In essence, a high performing team with synergy has team members who work together as a set and who feel that their unique personalities are well-appreciated.

References

Araújo, D., & Davids, K. (2016). Team synergies in sport: theory and measures. Frontiers in psychology7, 1449.

 

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