Deborah Britt Roebuck

Using a Simulation to Explore the Challenges of Communicating in a Virtual Team

VIRTUALTEAMShavebecomeanintegralpartofmanyorganizationsbecause of an increase in corporate restructuring, competition, andglobalization (Baker, 2002). Grosse (2002) defined a virtual team asone that conducts its work almost entirely through electronic technol-ogy.Virtualteammembers,whoaretypicallydispersedbothgeograph-ically and organizationally, rarely meet face to face while relying ontechnology for task-related communication (Matthews-Joy & Glad-stone, 2000).Because communication is often seen as the most important factorin coordinating work among team members (Ancona & Caldwell,1992; Dougherty, 1992; Ebadi & Utterback, 1984; Pinto, Pinto, &Prescot, 1993), effective communication is vital for virtual teams(Baker, 2002). However, “in virtual teams, separated by geographicaldistance, the process of developing a shared understanding is morechallenging” (Hinds & Weisband, 2003, p. 21). In particular, suchteams must address three challenges to accomplish their goals. Afterdescribing these challenges, this article presents an exercise in solvinga murder mystery that instructors can use to engage students in virtualteamwork.

Exploring Cultural Influence on Managerial Communication in Relationship to Job Satisfaction, Organizational Commitment, and the Employees’ Propensity to Leave in the Insurance Sector of India

This article identifies the critical importance of effective downward communication in its relationship to job satisfaction, organizational commitment, and the employees’ propensity to leave an organization. Employee turnover within the insurance sector of India has become an issue; therefore, a sample of 105 employees from the insurance sector is surveyed to gather information concerning downward communication, job satisfaction, and organizational commitment. The study used various cultural lenses to understand the influence of national culture on norms, values, beliefs, and practices of the Indian employees and managers. Results of the survey suggest that there is a positively significant relationship between downward communication, employee satisfaction, organizational commitment, and the employees’ propensity to leave. The results, which have implications and relevance for all kinds of industries all over the world, indicate that managers want to contribute to the effective functioning of the organization and can do so by providing the right, conducive environment for employees. Managers need to send clear, precise, and timely job instructions; communicate constructive feedback related to their job performance; and use multiple channels of communication. Taking these actions will enhance job commitment and reduce the likelihood of employees’ leaving their organizations.

Forging Links between the Academic and Business Communities.

Abstract A description of a new delivery system for entrepreneurship education is presented in which traditional graduate classroom experience is combined with professional executive development programs. This pedagogy was applied to a course in graduate entrepreneurship open to both graduate students and the business community. Students observed, interviewed, documented, researched, and diagnosed the problems of clients from the Small Business Development Center. Then they formally presented their findings and recommendations to the client, the class, and a panel of evaluators. The findings suggest that this instructional model is useful to graduate students interested in gaining consulting experience, professionals seeking skill development in consulting, small business clients looking for university-based assistance in finetuning their businesses, and experienced consultants who recognize a way to share their expertise.

Interviews: Linking Leadership Theory to Practice.

Leadership educators use various tools to enable their students to learn about leadership. This article describes the assignment Interview with a Leader which the authors have incorporated into several different leadership courses. Grounded in constructivist and social learning theories, the authors have found this assignment to be particularly effective as a strategy for helping students make meaning of the complexities and application of leadership. Furthermore, students found the assignment to be especially helpful for connecting leadership theory to practice.

Comparing Perceived Listening Behavior Differences Between Managers and Nonmanagers Living in the United States, India, and Malaysia

Many managers and employees work in multinational organizations, but know little about what constitutes good or bad listening skills from a cross-cultural perspective. Little literature exists concerning the listening behaviors of managers and nonmanagers or the impact of national culture on listening skills. No clear understanding of what constitutes effective and ineffective listening across various cultures and organizational positions is known. Therefore, this study examines the listening skills of both managers and nonmanagers from India, the United States, and Malaysia. A total of 513 managers and nonmanagers from these countries completed a survey measuring self-perceptions of their engagement in four listening behaviors: distracted listening, empathetic listening, judgment rushing, and conclusion jumping. An analysis of variance procedure, with a 2 × 3 factorial design, was used to ascertain whether differences existed when each of the four derived factors was used one at a time as a dependent variable. The two independent variables were managers/nonmanagers and country of residence. The means differed on the main effects of managers/nonmanagers (p < .001) and country of residence (p < .001) and interaction between managers and nonmanagers across the United States, India, and Malaysia (p < .001) on all four factors. Therefore, perceptions of engaging in distracted listening, empathetic listening, judgment rushing, and conclusion jumping are different for managers and nonmanagers living in the United States, India, and Malaysia. This study’s findings will help both managers and nonmanagers from these countries understand the positives and negatives of these four listening practices and the influence of national culture on listening behaviors.

Do college faculty embrace Web 2.0 technology

ABSTRACT The authors sought to determine if Rogerss Innovation Decision Process model could analyze Web 2.0 usage within the collegiate environment. The key independent variables studied in relationship to this model were gender, faculty rank, course content delivery method, and age. Chi-square nonparametric tests on the independent variables across Rogerss typology revealed significant differences at p < .05. The two-way analysis of variance tests between gender across Rogerss typology disclosed main effects and a two-way interaction effect on the derived factor labeled effective delivery, at p < .01. Gender was significant in terms of Web 2.0 usage and adoption.

Dimensionality of a Scale of Adjustment to Unemployment

Many of todays unemployed are middle managers or midcareer professionals who lost their jobs through no fault of their own. This study examined psychological effects of unemployment on 178 professionals using an adaptation of Kaufmans adjustment to unemployment scale. Analysis indicated two factors, negative affect (which includes anxiety, burden, irritation, resentment, and anomie; α = .69) and general affect (self-esteem, depression, and life satisfaction; α = .73). Implications for the study of unemployed professionals are discussed.