Abstract: Organizational communication is an administrative
function crucial especially for executives in the implementation of
organizational and administrative functions. Executives spend a
significant part of their time on communicative activities. Doing his or her daily routine, arranging meeting schedules, speaking on the telephone, reading or replying to business correspondence, or
fulfilling the control functions within the organization, an executive typically engages in communication processes.
Efficient communication is the principal device for the adequate implementation of administrative and organizational activities. For
this purpose, management needs to specify the kind of
communication system to be set up and the kind of communication
devices to be used. Communication is vital for any organization.
In conventional offices, communication takes place within the hierarchical pyramid called the organizational structure, and is known as formal or informal communication. Formal communication
is the type that works in specified structures within the organizational rules and towards the organizational goals. Informal communication, on the other hand, is the unofficial type taking place among staff as
face-to-face or telephone interaction.
Communication in virtual as well as conventional offices is
essential for obtaining the right information in administrative
activities and decision-making. Virtual communication technologies
increase the efficiency of communication especially in virtual teams.
Group communication is strengthened through an inter-group central
channel. Further, ease of information transmission makes it possible
to reach the information at the source, allowing efficient and correct decisions. Virtual offices can present as a whole the elements of information which conventional offices produce in different
environments.
At present, virtual work has become a reality with its pros and
cons, and will probably spread very rapidly in coming years, in line
with the growth in information technologies.
Abstract: In a complex project environment, project teams face
multi-dimensional communication problems that can ultimately lead
to project breakdown. Team Performance varies in Face-to-Face
(FTF) environment versus groups working remotely in a computermediated
communication (CMC) environment. A brief review of the
Input_Process_Output model suggested by James E. Driskell, Paul H.
Radtke and Eduardo Salas in “Virtual Teams: Effects of
Technological Mediation on Team Performance (2003)", has been
done to develop the basis of this research. This model theoretically
analyzes the effects of technological mediation on team processes,
such as, cohesiveness, status and authority relations, counternormative
behavior and communication. An empirical study
described in this paper has been undertaken to test the
“cohesiveness" of diverse project teams in a multi-national
organization. This study uses both quantitative and qualitative
techniques for data gathering and analysis. These techniques include
interviews, questionnaires for data collection and graphical data
representation for analyzing the collected data. Computer-mediated
technology may impact team performance because of difference in
cohesiveness among teams and this difference may be moderated by
factors, such as, the type of communication environment, the type of
task and the temporal context of the team. Based on the reviewed
model, sets of hypotheses are devised and tested. This research,
reports on a study that compared team cohesiveness among virtual
teams using CMC and non-CMC communication mediums. The
findings suggest that CMC can help virtual teams increase team
cohesiveness among their members, making CMC an effective
medium for increasing productivity and team performance.
Abstract: Following the loss of NASA's Space Shuttle
Columbia in 2003, it was determined that problems in the agency's
organization created an environment that led to the accident. One
component of the proposed solution resulted in the formation of the
NASA Engineering Network (NEN), a suite of information retrieval
and knowledge-sharing tools. This paper describes the
implementation of communities of practice, which are formed along
engineering disciplines. Communities of practice enable engineers to
leverage their knowledge and best practices to collaborate and take
information learning back to their jobs and embed it into the
procedures of the agency. This case study offers insight into using
traditional engineering disciplines for virtual collaboration, including
lessons learned during the creation and establishment of NASA-s
communities.