Draft 1 ENG Final Paper 2
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School
Southern New Hampshire University *
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Course
122
Subject
English
Date
Apr 3, 2024
Type
Pages
4
Uploaded by AgentParrotMaster647
Williams, Kristen
Professor Nelson, Renee
ENG-122-H7050 English Composition 24EW3
February 11th, 2024
First Draft- Critical Analysis Essay
The selected article
MANAGING VIRTUAL TEAMS
by Felgate Yenor and published by
Proquest deals primarily in the topic of how to overcome issues related to virtual work
environments.The article's main claim is that managing virtual environments is without a doubt
dependent on leadership. The Author uses evidence relating to management having difficulties
prior to moving to virtual environments, and how teams are dependent on effective management
to function properly. Some evidence used by the Author is data obtained from
Gallop
stating that
70% of employee engagement is dependent on management. The Author states that poor
management has historically created poor environments both virtual and in person, and that it is
not the new environment causing potential discord. Finally the Author spends quite a bit of time
suggesting new and effective strategies struggling managements can utilize to better coach their
teams, further stressing that the teams success is dependent upon them. The Author stresses
throughout the article that potential setbacks and hardships leadership faces in managing teams is
not dependent on environment and location but on the management itself. The Author stresses
that while the traditional way of management may not be as effective in a new virtual
environment, there are strategies and ways to maneuver around the unknown and ensure the team
remains successful in the company's business endeavors. The way to do this, according to the
Author is to rethink, reimagine, and re-engage employees, a consistent and repeated theme
throughout the article.
The article's main purpose is to communicate and inform the reader that the
health and success of the team is dependent on management. The Author does this by including
data gathered from another publishing
Gallop
in which it states that 70% variability of employee
engagement is dependent on the management. What this means is that if an employee is not
actively engaging with coworkers and company culture, it’s most likely due to a failure on
management's part. However, there is a portion of the study that includes employees that choose
not to engage in the company's culture, regardless of management.
The Author furthers their claim by stating that setbacks and issues teams and
management are facing in the virtual environment may not be new issues. For example, if a team
has poor communication amongst themselves normally while they’re in office, communication
issues in a virtual environment is to be expected. “New problems” might really be older
problems that may not have been noticed, or simply just gone unresolved. In an office, issues
like communication could be easier to handle. An employee could simply go and speak to
whoever they need to face to face, receive an answer right away, and move on. However, a
virtual environment makes this impossible. Instead, team members have to send an email that
might get buried or just have to wait on a response. Plus, co-workers can utilize the excuse of
“my internet was down” or that they simply didn’t receive the original email to their advantage.
Furthermore, in an office, managers are much more absorbed in the office dynamic, and possible
issues that could arise because they’re working side to side with their employees. When
everyone is hiding behind a screen, it’s impossible to sense things like emotions, tone of voice,
or facial expressions and realize that there may be a problem that the employee hasn’t brought to
light yet.
Throughout the article, the Author states that good management is essential for overall
team productivity. That poor management will result in poor workload output. While this new
environment proposes many new variables, the Author states some strategies to help aid
struggling management. Some strategies lean more towards the traditional way of leading such
as setting clear expectations and providing the necessary technology and materials to ensure
worker success. Others are more innovative and specific like planning meeting times to allow
employees to communicate with one another and individualizing management based on the
individual worker. While no strategy is guaranteed to work, the Author is placing emphasis on
the fact that management must put in the effort to adapt and improvise as the wellbeing of the
team is primarily dependent on them. Management themselves must put in the effort and find
what works best for them and for their team in order to be successful.
The article discusses how a new environment brings about new challenges. Some of the
present issues like communication might just be an exasperated issue that no longer has an easy
fix. Both employees and management are struggling to adapt. The article states that it’s
management's job to lead their teams to success, and that said success is dependent upon
management. The author uses evidence gathered from other outside sources to draw conclusions,
along with imputing some personal opinions and experiences to further support their claim.
Additionally the author provides several traditional and several innovative strategies to lead a
team to success. They might not be guaranteed to work, but the effort required to lead a team is
necessary for anyone attempting to run a successful business.
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SOURCES
Yendor, Felgate. “MANAGING VIRTUAL ENVIRONMENTS.”
Proquest
, 2021,
www.proquest.com/docview/2470038484?accountid=3783&parentSessionId=p
O
KNhoV1YE1QAEawC8BRj0JcUa960qmcpZXiIdOb0z8%3D&sourcetype=Magazine
s.