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Virtual Teams vs Traditional Teams. 2015. Virtual Teams vs Traditional Teams. [ONLINE] Available at:http://www.managementstudyguide.com/virtual-teams-and-traditional-teams.htm. [Accessed 07 December 2015].

Ten Qualities of an Effective Team Player - For Dummies . 2015. Ten Qualities of an Effective Team Player - For Dummies . [ONLINE] Available at: http://www.dummies.com/how-to/content/ten-qualities-of-an-effective-team-player.html. [Accessed 07 December 2015].

5 Different Types of Leadership Styles | Chron.com. 2015. 5 Different Types of Leadership Styles | Chron.com. [ONLINE] Available at: http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html. [Accessed 07 December 2015].

what is interpersonal skills 2011 - 2015 SkillsYouNeed.com http://www.skillsyouneed.com/interpersonal-skills.html

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In conclusion, we can conclude that both virtual and face-to-face teams are equally beneficial. There’s no right or wrong way to communicate, it also depends on what type of team you’re suitable in. Besides that, a good team players should be a team work person, respectful, compromising and a understanding person. Furthermore, a few type of leadership styles were introduced and after debating we concluded that democratic leadership style is the most suitable style that a leader should use. Moreover, the two suitable types of work teams in the related working environment are problem-solving team and cross-functional teams as when it functions as a team it makes a team strong and efficient. At the end of the day it’s not about which style, what are the necessity of a good team player should have, and what are the suitable types of work team in related to working environment that matters. Its up to yourself to decide which is most suitable for your personality as you can pick what people says is the best style but it’s not applicable to you therefore it wont work as well as you think it would.

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Question 5 (Recommend practical interpersonal communication for leaders and followers in terms of
effective leadership)

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Question 5 (Recommend practical interpersonal communication for leaders and followers in terms of
effective leadership)

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Interpersonal skills are the life skills we use every day to communicate and interact with other people, both individually and in groups. A leader should have,

-problem solving skills ( working with others to identify, define and solve problems )

-decision making skills ( communicating our values, ideas, beliefs,opinions , needs and wants freely )

-negotiation skills ( working with others to find a mutually agreeable outcome )

-Assertiveness skills ( communicating our values, ideas, beliefs, opinions, needs, and wants freely )

-Listening skills ( a leader must listen to other’s ideas then only make their final decisions )

-Time management skills (good time managers multitask or understand the importance of tacking one issue at a time )

-Creating a motivational environment

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QUESTION 4 (Propose the suitable types of work teams in the related working environment)

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QUESTION 4 (Propose the suitable types of work teams in the related working environment)

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1) Problem solving team – Teams from the same department and functional area involved in efforts to improve work activities or to solve specific problems. Members offer ideas on how work processes and methods can be improved. For example , an employee that work at a certain station would report the feedbacks to their manager so that they can improve and solve the problem.

2) Cross-functional team – a work team composed of individuals from various specialties. For example : -

1. Registrar – Keeps track of all museum object .

2. Museum Educator – Plans tour and related program for museum visitors.

3. Graphic Designer – Design poster and brochure about the museum

4. Business Officer – In charge of the financial affairs

5. Development Officer – In charge of raising money

6. necessary to run the museum.

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QUESTION 3 (Suggest the types of leadership styles)

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QUESTION 3 (Suggest the types of leadership styles)

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a)  Laissez-Faire

A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision.

b)  Autocratic

The autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders.

c)  Democratic

which means involving subordinates, delegating authority, and encouraging participation; autocratic, which means dictating work methods, centralizing decision making, and limiting participation; and laissez-faire, which means giving a group freedom to make decisions and to complete work. This study concluded that the democratic style of leadership is most effective, although later studies showed mixed results.

d)  Transactional

Managers using the transactional leadership style receive certain tasks to perform and provide rewards or punishments to team members based on performance results. Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals.

e)  Transformational

The transformational leadership style depends on high levels of communication from management to meet goals. Leaders motivate employees and enhance productivity and efficiency through communication and high visibility. This style of leadership requires the involvement of management to meet goals.

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QUESTION 2 (List the traits of good team players)

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QUESTION 2 (List the traits of good team players)

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Demonstrates reliability

You can count on a reliable team member who gets work done and does his fair share to work hard and meet commitments. He or she follows through on assignments. Consistency is key. You can count on him or her to deliver good performance all the time, not just some of the time.

Communicates constructively

Teams need people who speak up and express their thoughts and ideas clearly, directly, honestly, and with respect for others and for the work of the team. That's what it means to communicate constructively. Such a team member does not shy away from making a point but makes it in the best way possible — in a positive, confident, and respectful manner.

Listens actively

Good listeners are essential for teams to function effectively. Teams need team players who can absorb, understand, and consider ideas and points of view from other people without debating and arguing every point. Such a team member also can receive criticism without reacting defensively. Most important, for effective communication and problem solving, team members need the discipline to listen first and speak second so that meaningful dialogue results.

Functions as an active participant

Good team players are active participants. They come prepared for team meetings and listen and speak up in discussions. They're fully engaged in the work of the team and do not sit passively on the side-lines. Team members who function as active participants take the initiative to help make things happen, and they volunteer for assignments.

Shares openly and willingly

Good team players share. They're willing to share information, knowledge, and experience. They take the initiative to keep other team members informed. Much of the communication within teams takes place informally. Beyond discussion at organized meetings, team members need to feel comfortable talking with one another and passing along important news and information day-to-day. Good team players are active in this informal sharing. They keep other team members in the loop with information and expertise that helps get the job done and prevents surprises.

Cooperates and pitches in to help

Cooperation is the act of working with others and acting together to accomplish a job. Effective team players work this way by second nature. Good team players, despite differences they may have with other team members concerning style and perspective, figure out ways to work together to solve problems and get work done. They respond to requests for assistance and take the initiative to offer help.

Exhibits flexibility

Teams often deal with changing conditions — and often create changes themselves. Good team players roll with the punches; they adapt to ever-changing situations. They don't complain or get stressed out because something new is being tried or some new direction is being set. In addition, a flexible team member can consider different points of views and compromise when needed. He or she doesn't hold rigidly to a point of view and argue it to death, especially when the team needs to move forward to make a decision or get something done. Strong team players are firm in their thoughts yet open to what others have to offer — flexibility at its best.

Shows commitment to the team

Strong team players care about their work, the team, and the team's work. They show up every day with this care and commitment up front. They want to give a good effort, and they want other team members to do the same.

Works as a problem-solver

Teams, of course, deal with problems. Sometimes, it appears, that's the whole reason why a team is created — to address problems. Good team players are willing to deal with all kinds of problems in a solutions-oriented manner. They're problem-solvers, not problem-dwellers, problem-blamers, or problem-avoiders. They don't simply rehash a problem the way problem-dwellers do. They don't look for others to fault, as the blamers do. And they don't put off dealing with issues, the way avoiders do. Team players get problems out in the open for discussion and then collaborate with others to find solutions and form action plans.

Treats others in a respectful and supportive manner

Team players treat fellow team members with courtesy and consideration — not just some of the time but consistently. In addition, they show understanding and the appropriate support of other team members to help get the job done. They don't place conditions on when they'll provide assistance, when they'll choose to listen, and when they'll share information. Good team players also have a sense of humour and know how to have fun (and all teams can use a bit of both), but they don't have fun at someone else's expense. Quite simply, effective team players deal with other people in a professional manner.

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QUESTION 1 (Contrast virtual and face-to-face teams)

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QUESTION 1 (Contrast virtual and face-to-face teams)

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While the Face to face team, also known as conventional or co-located or collocated teams, consist of individuals working in physical proximity, the virtual teams refers to a group of individuals who are separated by physical distance but are united by a shared goal.

Selection of Team Members

Virtual Teams
Members are largely selected based on their functional skills, communicational skills, cooperative skills, interpersonal skills, intrapersonal skills, technical skills and many others.

Face - To - Face
Managing ambiguity, proactive networking, exceptional time management and work discipline, ability to learn new technologies, and the ability to collaborate across functional and cultural boundaries are needed

Organization Structure

Virtual teams support flatter organization structure with dim lines of authorities and hierarchies.

Traditional teams support taller organization structure with many lines of authorities and hierarchies

Leadership Style

Delegation more than traditional teams, less command and control and more democratic way of leadership

Delegation less than virtual teams, and more command and control with a more boss to employee relationship rather than leadership

Knowledge Exchange & Decision-taking

members have a very limited or no informal access to the information, need for more frequent updates on project status and building a shared database to provide all the important information to the team, delay in time for fixing a problem

Information is being exchanged during informal discussions, and meetings can called on very quickly to discuss problems, resulting quick decisions and problem solving

Relationship Building

When traditional team members meet in the workplace every day they tend to develop close social ties with each other

Interactions are tend to be more task-focused, lack of verbal cues and gestures in virtual setting does not allow any scope for personal touch in the communication

Psychological Contract

Experience difficulties in building trust, cohesion and commitment among its members

Smaller instances of misunderstanding or gaps in communication result in violation of the psychological contract which has negative effects on the team’s effectiveness

Selection of Team Members

Virtual Teams
Members are largely selected based on their functional skills, communicational skills, cooperative skills, interpersonal skills, intrapersonal skills, technical skills and many others.

Face - To - Face
Managing ambiguity, proactive networking, exceptional time management and work discipline, ability to learn new technologies, and the ability to collaborate across functional and cultural boundaries are needed

Organization Structure

Virtual teams support flatter organization structure with dim lines of authorities and hierarchies.

Traditional teams support taller organization structure with many lines of authorities and hierarchies

Leadership Style

Delegation more than traditional teams, less command and control and more democratic way of leadership

Delegation less than virtual teams, and more command and control with a more boss to employee relationship rather than leadership

Knowledge Exchange & Decision-taking

members have a very limited or no informal access to the information, need for more frequent updates on project status and building a shared database to provide all the important information to the team, delay in time for fixing a problem

Information is being exchanged during informal discussions, and meetings can called on very quickly to discuss problems, resulting quick decisions and problem solving

Relationship Building

When traditional team members meet in the workplace every day they tend to develop close social ties with each other

Interactions are tend to be more task-focused, lack of verbal cues and gestures in virtual setting does not allow any scope for personal touch in the communication

Psychological Contract

Experience difficulties in building trust, cohesion and commitment among its members

Smaller instances of misunderstanding or gaps in communication result in violation of the psychological contract which has negative effects on the team’s effectiveness