The Chain can readily be seen to represent the hierarchical pattern that characterizes strictly formal information flow, "from the top down," in military and some types of business organizations.
1 person repeats info to the relevant person and it will continue.
It usually ends up being hopelessly garbled.
By itself it is very unreliable.
Sometimes it is hard to distinguish network communication from rumours.
The Wheel can be compared with a typical autocratic organization, meaning one-man rule and limited employee participation
Formal Networks The wheel relies on the leader to act as the central conduit for all the group’s communication.
In 'hub and wheel' communication, one person sits in the centre and sends messages out individually to others around him. The 'hub' acts as a 'gatekeeper' by controlling the flow of information. There are two problems with this. One is information overload at the hub. The other is it blocks lateral and network communication.
A Virtual Team — also known as a Geographically Dispersed Team (GDT) is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology.
They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable.
Geographically dispersed teams allow organizations to hire and retain the best people regardless of location. Members of virtual teams communicate electronically, so they may never meet face to face. However, most teams will meet at some point in time.
A virtual team does not always mean steelworker. Teleworkers are defined as individuals who work from home. Many virtual teams in today's organizations consist of employees both working at home and small groups in the office but in different geographic locations.
A Video-Conference (also known as a Video-Teleconference ) is a set of interactive telecommunication technologies which allow two or more locations to interact via two-way video and audio transmissions simultaneously.
It has also been called visual collaboration and is a type of groupware. It differs from videophone in that it is designed to serve as a conference rather than individuals.
Some observers argue that two outstanding issues are preventing videoconferencing from becoming a
standard form of communication, despite the ubiquity of videoconferencing-capable systems. These
Eye Contact: It is known that eye contact plays a large role in conversational turn-taking, perceived attention and intent, and other aspects of group communication. While traditional telephone conversations give no eye contact cues, videoconferencing systems are arguably worse in that they provide an incorrect impression that the remote interlocutor is avoiding eye contact. Telepresence systems have cameras located in the screens that reduce the amount of parallax observed by the users. This issue is also being addressed through research that generates a synthetic image with eye contact using stereo reconstruction.
Appearance Consciousness: A second problem with videoconferencing is that one is on camera, with the video stream possibly even being recorded. The burden of presenting an acceptable on-screen appearance is not present in audio-only communication. Early studies by Alphonse Chapanis found that the addition of video actually impaired communication, possibly because of the consciousness of being on camera.
The issue of eye-contact may be solved with advancing technology, and presumably the issue of
appearance consciousness will fade as people become accustomed to videoconferencing.