Hello please I need a set of general team principles or guidelines for an effective Virtual Team in a business. Please also include refrences, thank you.

Project 4: Implementing Virtual Teams Step 3: Select Team Type and Create Team Principles or Guidelines The next step is to select from the types of teams I3 the one that makes the most sense, given the mission and goals of your organization. After picking the team type, create a set of general team principles or guidelines I3 that should be useful for a Virtual team. Provide a rationale for both decisions. Next, continue to Step 4, where you will consider the challenges and solutions to the recommendationsyou made in Step 3. '2' UNIVERSITY OF MARYLAND E53 4 GLOBAL CAMPUS Learning Topic Team Principles or Guidelines One excellent source of information when thinking about appropriate guidelines and guiding principles for a virtual team is your own experience as a member of a virtual team. Consideryour experiences in team assignments as well as experiences you may have had at work. What elements made those experiences particularly positive or negative? Were you part of a team that decided not to choose a project leader, for example? Did that work well for the team, or did you find that there was a lack of direction, resulting in a final product that you weren't happywith? Did the team communicate frequently and work well together, or was there conflict that created tension and made the project difficult to complete? It can be very difficult to build trust in virtual teams. One possible aid to trust-building is forvirtual teams to incorporate social communication into their routines (Pinjani 8L Palvia, 2013). Also think about how team size, composition, roles, and leadership factor into effective guidelines. References Pinjani, P. & Palvia, P. (2013). Trust and knowledge sharing in diverse global virtual teams. Information & Virtual Teams. Technology is impacting how teams meet and function. Collaborative software and conferencing systems have improved the ability for employees to meet, conduct business, share documents, and make decisions without ever being in the same location. While the basic dynamics of other types of teams may still be relevant, the dynamics and management of virtual teams can be very different. Some have pointed out that building team chemistry and a specific team dynamic can be far more difficult for virtual teams. Issues can arise with a lack of facial or auditory clues; participants must be taken at their word, even when video-conferencing tools are used. Accountability is impacted by taking a team virtual. Each member is accountable for their tasks and to the team as a whole usually with minimal supervision. Some have pointed out that members' performance in a virtual team needs to be measured by outcome. Key factors in the success of a virtual team are effective formation of the team, trust and collaboration between members, and excellent communication. In general, managers must be attuned to dynamics that are unique to virtual teams. In Blackwell's handbook on global management, Davison and Ekelund note that conflict can take on a specific character in a virtual environment. While it can explode quickly, it can dissipate just as fast. They stress the importance of being deliberate in writing communications, to avoid information being read out of context. However, virtual teams can also present specific advantages. For example, they allow managers to assemble the best team members across an entire organization. Judy Zuccon and others advise that virtual teams must take advantage of numerous communications and collaborative tools, such as blogs and wikis.ITPCS OF ICAIVIS TYPES OF TEAMS CHARACTERISTICS OF EFFECTIVE TEAMS TEAM BUILDING There are six major types of teams: informal, traditional, problem solving, leadership, SELECTING THE TEAM MEMBERS self-directed, and virtual. Table 1 describes some of the characteristics of these six types ORGANIZATIONAL BENEFITS OF TEAMS of teams. BIBLIOGRAPHY Informal Teams. Informal teams are generally formed for social purposes. They can help to facilitate employee pursuits of common concerns, such as improving work conditions. Related Subjects More frequently however, these teams form out of a set of common concerns and interests, which may or may not be the same as those of the organization. Leaders of Work environment these teams generally emerge from the membership and are not appointed by anyone in Corporate culture the organization. Teamwork (Workplace) Page 930 | Top of Article Informal Social in nature Leaders may differ from those appointed by the organization Traditional Departments/functional areas Supervisors/managers appointed by the organization Problem-Solving . Temporary teams . Frequently cross-functional . Focused on a particular project Leadership . Steering committees . Advisory councils Self-Directed . Small teams Little or no status differences among team members . Have authority to decide how to get the work done Virtual . Geographically spread apart . Meetings and functions rely on available technology Table 1 Six Types of Teams