It is often difficult to manage a virtual team because one is required to create a corporate culture remotely. For a virtual team to be productive, it is essential to define the work system. People have different approaches to handling their responsibilities. Team leaders should set standards to shorten the time required to achieve the desired results. Setting work standards that would allow for maximum effectiveness and tailored towards an individual culture would give relative freedom to perform the task at the best of one’s ability. Secondly, establishing multiple communication channels would enhance effective communication with the team members, creating an internal feeling of togetherness. Effective communications improve the sharing of ideas and opinions among the members, increasing the chances of making effective decisions. Most importantly, the team will be productive when there are clear and detailed deliverables. It is essential to provide a more detailed description of the tasks and expectations of each member of the team. Lastly, a virtual team would be productive when there is a professional work environmentthat encourages teamwork and collaboration; which elements of a productive group.
Knowledge management is a systematic approach to the management of a firm’s knowledge assets with the purpose of developing value and meeting strategic and tactical requirements. It is composed of incentives, processes, people, technology, strategies, and systems which sustain and improve the storage, assessment, sharing, refinement as well as knowledge creation. KM implies a strong relationship between strategy and organizational goals. It is regarded as a scientific process because it deals with information in its various forms. It entails data mining and specific methods of operation to send information to the users. A knowledge management plan involves surveying corporate goals corporate goalsand carefully examining the toolsneeded to address the needs of the company. The challenge of choosing a knowledge management system is to buy or build software that fits the aspects of the general plan and encourages employeesto use the system and share information. The knowledge management system aims to enable managers to organize and locate relevant content and the expertise needed to handle specific business projects and tasks.
There has always been significant debate on whether to buy or build software. Some of the factors that affect the decision to buy or custombuild software include strategy, commodity, maturity, competitive advantage, commodity, cost, and requirement fit. IT strategy drives the buy/build decision approach. A company with a buy IT strategy will opt to phase out the development completely or maintain a few development capabilities. Those who are build-oriented will strategically choose to maintain a build capacity. Another factor in play is the presence of a commodity or competitive. Commodity capabilities will encourage the buy approach, but systems that provide competitive advantage may consider the build approach. It is also important to note that the adoption of a build approach should be considered in light of appropriate core competencies. A build option is more likely if the development exists as a core competency. Companies that considerbuild approach have opted to maintain an in-house capability, but those that favor buying may have generally shifted or started shifting IT profiles away from development and towards project analysis and management. Requirement fit is another significant factor. Satisfaction of business requirement is another is of great importance.
References
Becerra-Fernandez, I &Sabherwal, R (2014) Knowledge management: Systems and processes, Routledge, New York, and London.
Berry, G. R. (2015). Enhancing Effectiveness on Virtual Teams. Journal of Business Communication, 48(2), 186–206.
Rosen, J. (2014) Build Versus Buy: A fresh look & other gotchas, Wall Street & Technology (19) (10): 71-72.
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