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Features of Better Communication of International Workgroups

Features of Better Communication of International Workgroups

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Published by ecmm
Virtual interactions and online collaboration efforts should be embraced by organizations as a facet of their communication strategy to gradually promote effective adoption of virtual communication tools (Hertel, 2004). To describe the characteristics of conducting a better communication process in the virtual work environment (synchronous and asynchronous), this paper is structured in two main sections: Personal and Interpersonal-Professional. The two sections will provide some of the most important elements that describe what an effective blended model of communication looks like.
Virtual interactions and online collaboration efforts should be embraced by organizations as a facet of their communication strategy to gradually promote effective adoption of virtual communication tools (Hertel, 2004). To describe the characteristics of conducting a better communication process in the virtual work environment (synchronous and asynchronous), this paper is structured in two main sections: Personal and Interpersonal-Professional. The two sections will provide some of the most important elements that describe what an effective blended model of communication looks like.

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Published by: ecmm on Jul 01, 2009
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03/07/2013

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Features of Better Communication of International Workgroups
1
 Arcadio Viveros-Guzmán
2
Introduction
“The single most critical component that makes teamwork possible is effective communication”(Jones, Oyung, & Pace, 2005 p. xviii). Organizations that conduct virtual interactions and haveteam members dispersed in other parts of the world have to rely heavily on online communicationtools (Johnson, 2004) and digital telecommunications technologies (Leonardi, Jackson, & Marsh,2004). Currently, team members have to learn how to effectively use emerging communicationtechnologies to improve their work and minimize communication problems that may emergewhen working virtually (Ferris & Minielli, 2004). Virtual interactions and online collaborationefforts should be embraced by organizations as a facet of their communication strategy togradually promote effective adoption of virtual communication tools (Hertel, 2004).To describe the characteristics of conducting a better communication process in the virtual work environment (synchronous and asynchronous), this paper is structured in two main sections:Personal and Interpersonal-Professional. The two sections will provide some of the mostimportant elements that describe what an effective blended model of communication looks like.Due to the close relationship that they share, the interpersonal and professional categories have been fused. There is also an emphasis on the asynchronous virtual context. A
blended model 
refers to a combination of virtual and a face-to-face interactions and communication in theworkplace when working on international projects for development. These projects may beconducted by government agencies, NGOs, schools, and universities. The objective of this paper is to present a compilation and description of the key characteristics for effective communication,and also those that improve learning, adaptation, and collaboration processes when working invirtual and face-to-face environments at an international level.
1
Final paper prepared for the course 802.6 Historical and Theoretical Foundations of Educational Technology. Instructor: Dr. Richard Schwier.
2
M.Ed. Student – Educational Communications and Technology Program, Department of Curriculum Studies, College of Education. University of Saskatchewan. Saskatoon, SK.Canada. May 7, 2009.
 
Viveros-Guzmán, A. Features of Better Communication of International Workgroups
 ______________________________________________________________________________ I strongly believe that a broader view and understanding of communications (such as anintegrated approach) enhances the learning, adaptation, and collaboration of team members whodeal with international projects for development. ___________________________________________________________________________2
 
Viveros-Guzmán, A. Features of Better Communication of International Workgroups
 ______________________________________________________________________________ 
1. Personal Setting
1.1. Emotional Intelligence
Emotional intelligence has been described by Daniel Goleman as the capacity of being aware of  both personal and interpersonal feelings and emotions (Holt & Jones, 2005; Hughes & Terrell,2007). Emotional intelligence allows individuals, teams, and organizations to succeed. Managerswho display effective performance in their organizations show high levels of emotionalintelligence. These managers have high levels of productivity and their influence increases the productivity of their colleagues. Empathy, productivity, efficiency, and commitment are evidentwhen organizations promote self-awareness in their team members. To survive in a globalizedworld, these factors are indispensable when building a healthy organization and promotinglearning among team members (Holt & Jones, 2005). Both emotional skills and social skillscreate opportunities for synergy and help individuals deal more effectively with the demands thattheir lives and workplaces require. Emotional intelligence also includes the concepts of adaptability, stress management, and a general mindset: adaptability is the capacity of adjustingto new environments; stress management is related to how much stress individuals can tolerateand how they deal with it; and a sensible mindset is a key feature in individuals who typicallyfeel happy and face challenges optimistically (Shmueli, Dolan, & Cerdin, 2005).
1.2. Social Intelligence
Hughes and Terrell (2007) declare that since individuals do not live in isolation, it is convenientto see them as social entities. Hence, the combination of emotional and social intelligence isnecessary. One of the products of effectively practicing that combination is the collaborativeintelligence that provides the energy that allows teams to succeed. To obtain that energy, teamsneed to know what factors can help them reach optimal levels of emotional-social intelligence(ESI) and work productively in a comfortable environment. ___________________________________________________________________________3

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