Communication and Cooperation in Teams - virtual vs. face-to-face
Seminar paper from the year 2005 in the subject Business economics - Personnel and Organisation, grade: 2,0, University of Applied Management (Fachbereich Betriebswirtschaft), course: Communication and Cooperation, 13 entries in the bibliography, language: English, abstract: The growing significance of computer and internet as a work and communication medium can observe increasing tendencies of decentralization, mobilization and mechanization of our work. That means the interest in virtual cooperation rises strongly in many enterprises. This kind of labour organization offers the possibility of concentrating the knowledge of different co-workers and/or external specialists also over long distances (over countries or even continental borders) in a team. However, the unification of specialist and expert knowledge is made possible by the use of suitable in-formation and communication technologies only. With these aids this knowledge is (apparently) callable without any larger temporal delay. That brings substantial cost advantages by a shortened achievement completion and decreased travel times and costs and makes a contribution in such a way through cost optimization to the receipt and for the increase of competitive ability. In order to be able to ensure efficient working in virtual teams at all a set of basic conditions must be considered. Substantial factors apart organization of work and used instruments are humans involved in that process, especially their communication and cooperation behaviour. This essay will briefly examine what kind of differences in communication and cooperation exist between a virtual and a conventional (face-to-face) team. [...]
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2.2 Special requirements 2.5 Knowledge ambiguity Art von Team aspect of content Aspects of teamwork Aufgaben Barrieren based knowledge transfer Basic Model ceiver ChannelChannel DecodingDecoding ReceiverReceiver co-workers communica communication and cooperation Comparison of direct Conflict Management conventional face-to-face conventional teams coordination develop direkter Wissenstransfer Duarte & Snyder Empfänger EncodingEncoding Extended Communication Model face communication face-to face-to-face communication feedback gebunden goal-oriented Grenzen group of human group of virtual identifizieren indirect Knowledge kind of transfer Kommunikation lack of readiness leaders of virtual leadership lich Lipnack & Stamps media leads Media-Richness-Model medium medium-based model as shown möglich networks notwendig notwendig organisation poor media problem solutions Processes in virtual Raum readiness and/or capability Reichwald requirements on virtual resp Rich media Schwer self-organization sender solve SourceSource ChannelChannel DecodingDecoding task team building team leader tion transfer of knowledge Überbrückung virtual and conventional virtual communication virtual team members Watzlawick Wissen zeitlich und räum Zusammenarbeit