Please respond to the below discussion questions: Do the following when responding to discussion questions: Read your peers’ answers. Provide substantive comments by contributing new, relevant information from course readings, Web sites, or other sources; building on the remarks or questions of others; or sharing practical examples of key concepts from your professional or personal experiences Respond to feedback on your posting and provide feedback to other students on their ideas. Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation. Discussion #1 Discuss the varied challenges faced by leaders or managers concerning teams made of a diverse workforce. Include considerations such as how some team members might be from different countries or how the teams might meet virtually.  Undoubtedly, globalization has made the diversification of the workforce unavoidable. People with specialties across the world are employed to perform specific functions for organizations. And all these people come together to work as team members. Thus, a team might be composed of employees from within and virtual, and they all perform their functions with different temperaments and attitudes. Gross (2002) described a virtual team as a group who performs its work mostly through electronic technology. Matthews-Joy & Gladstone (2000) added that because the virtual members may be detached both geographically and organizationally, they rely on technology for task-related communication.            One of the challenges is lack of face-to-face interaction. Frequently, leaders and team members cannot depend on voice levels, smiles, and raised eyebrows to ascertain understanding because they rely on technology. There is the need for reliable technological communication strategies to control the situation (Wilson, 2003). It is imperative for leaders to encourage members to be sensitized to the importance of this barrier and how to address it. Another issue is virtual members forming trusting working relationships via technological alone. The challenge is technology not viable in the underdeveloped and developing countries. Therefore, such virtual meetings are mostly chaotic.            For instance, in Ghana, sometimes in the course of working on your assignment, the power goes off. I had it very tough when I started the program. In fact, I had to acquire an inverter to store energy for use when the power went off. Other times it may not be a power problem but the inability to access the Internet. According to Duarte & Snyder (2001), leaders must endeavor to watch members keenly in support of creating positive interpersonal relationships. One other challenge is to be precise about the specialties of members to attain the goal of the organization (Anderson & Shane, 2002). The World Report on Disa ...

1. Please respond to the below discussion questions:
Do the following when responding to discussion questions:
Read your peers’ answers.
Provide substantive comments by
contributing new, relevant information from course readings,
Web sites, or other sources;
building on the remarks or questions of others; or
sharing practical examples of key concepts from your
professional or personal experiences
Respond to feedback on your posting and provide feedback to
other students on their ideas.
Make sure your writing
is clear, concise, and organized;
demonstrates ethical scholarship in accurate representation and
attribution of sources; and
displays accurate spelling, grammar, and punctuation.

2. Discussion #1
Discuss the varied challenges faced by leaders or managers
concerning teams made of a diverse workforce. Include
considerations such as how some team members might be from
different countries or how the teams might meet virtually.
Undoubtedly, globalization has made the diversification of the
workforce unavoidable. People with specialties across the world
are employed to perform specific functions for organizations.
And all these people come together to work as team members.
Thus, a team might be composed of employees from within and
virtual, and they all perform their functions with different
temperaments and attitudes. Gross (2002) described a virtual
team as a group who performs its work mostly through
electronic technology. Matthews-Joy & Gladstone (2000) added
that because the virtual members may be detached both
geographically and organizationally, they rely on technology for
task-related communication.
One of the challenges is lack of face-to-face interaction.
Frequently, leaders and team members cannot depend on voice
levels, smiles, and raised eyebrows to ascertain understanding
because they rely on technology. There is the need for reliable
technological communication strategies to control the situation
(Wilson, 2003). It is imperative for leaders to encourage
members to be sensitized to the importance of this barrier and
how to address it. Another issue is virtual members forming
trusting working relationships via technological alone. The
challenge is technology not viable in the underdeveloped and
developing countries. Therefore, such virtual meetings are

3. mostly chaotic.
For instance, in Ghana, sometimes in the course of
working on your assignment, the power goes off. I had it very
tough when I started the program. In fact, I had to acquire an
inverter to store energy for use when the power went off. Other
times it may not be a power problem but the inability to access
the Internet. According to Duarte & Snyder (2001), leaders must
endeavor to watch members keenly in support of creating
positive interpersonal relationships. One other challenge is to
be precise about the specialties of members to attain the goal of
the organization (Anderson & Shane, 2002). The World Report
on Disability (2012) indicated that there are more than one
billion people who are disabled and some of them who are
employed suffer from negative attitudes from other team
members.
Explain how factors related to internal and external teams
(participants both from within the same room and those
attending virtually) may affect organizational behavior.
Communication is seen as the most crucial factor in
synchronizing work among team members (André, 1995).
Communication is vital for virtual teams (Baker, 2002). The
internal and external participants from within and without might
have different natures some may be bold, self-conscious, timid,
irritable, and overconfident. These natures come to play during
discussions and interactions (Lecture notes, Argosy, 2018). For
example, those who are bold and overconfident see the
participants who are timid as ineffective and report them to the
leaders. Likewise, the timid also sees the irritable as bad-
tempered and may report to the leader. This applies to both
internal and external teams. The internal is visual and

4. recognized by the whole team, but the external is mostly
perceived by the rise and fall of the person’s voice. Whenever
the leader becomes adamant on these issues, it may create
organizational conflicts. Because the various natures might
affect the organization behavior, there is the need to employ
management skills to lessen the individual differences.
How can these internal and external factors be constructively
managed to enhance not only team performance but also
organizational performance?
From our lecture notes (2018), we learned that leaders
have realized that although diverse teams posed some
challenges, managing these diverse work groups also bring in
new perspectives, and these ideas help in problem-solving and
innovation. As such, diversity in the workplace has made more
business sense for organizations in the twenty-first century.
Malhotra, Majchrzak & Rosen (2007) added that to keep the
team members engaged, excited, and appreciative of each other,
leaders must ensure that a clear agenda is prepared and sent to
members earlier before the meeting day.
Leaders must encourage members to adhere to the
agenda by making them aware of the opportunity to be creative,
resourceful, and practical. Members must be urged to do their
drafts, drawings, spreadsheets, and analysis into powerpoint
slides. Leaders should identify common team values, build team
unity, norms of collaboration, and knowledge sharing, motivate
team members to overcome cross-cultural and language barriers.
These might inspire them to commit to the organization’s
mission.

5. References
Anderson, F. F., & Shane, H. M. (2002). The impact of net-
centricity
on virtual teams: The new performance challenge. Team
Performance Management, 8(1/2), 5-7.
Argosy Lecture Notes (2018). Organizational Behavior | B7401-
AN180, Argosy, Online.
Duarte, D. L., & Snyder, N. T. (2001). Mastering virtual teams
(2nd
ed.). San Francisco: Jossey-Bass.
Grosse, C. U. (2002). Managing communication within virtual
intercultural teams.
Business Communication Quarterly
, 65(4),
22-38.
Malhotra, A., Majchrzak, A. & Rosen, B. (2007). Leading
Virtual
Teams. Academy of Management Perspectives. 21, 60-70.
doi:
10.5465/AMP.2007.24286164
Matthews-Joy, J., & Gladstone B. (2000). Extending the group:

6. A
strategy for virtual team formation. Industrial and
Commercial Training, 32(1), 24.
Wilson, S. (2003). Forming virtual teams. Quality Progress,
36(6),
36-41.
World Report on Disabilities (2012). New York City, NY:
World
Health Organization.
Discussion #2
Discuss the varied challenges faced by leaders or managers
concerning teams made of a diverse workforce. Include
considerations such as how some team members might be from
different countries or how the teams might meet virtually
The challenges that leaders are forced to understand
with teams of diverse workforce would be their backgrounds.
Most teams that are made up of diverse background have
typically more individuals with different religious backgrounds
and or affiliations. Another attribute would be different time
zones in terms of scheduling meetings virtually. From my
personal experience working with offshore resources we had to
commit to an early time frame that way the off-shore team had
enough time to get their assigned task done.

7. Explain how factors related to internal and external teams
(participants both from within the same room and those
attending virtually) may affect organizational behavior
The key factors that are related for both internal and external
according to research ore the different personal behaviors that
are brought together within a team. People are naturally
different and have different ways of thinking, but what needs to
be the same is completing a task and or goal. The key factor
from a leader perspective is to manage conflict within the team
so that its productive and not destructive. This would eat away
at a team’s ability to complete a project or a goal if there’s a
member of that said team that’s a cynic.
How can these internal and external factors be constructively
managed to enhance not only team performance but also
organizational performance?
To manage teams of different backgrounds, and skillsets takes
an exceptional skill of leadership that is not talked in a
schoalstic manner. This is a skill that is embredded into a
person’s DNA and that person has a leadership quality.
Greenleaf (1970) definition of servant leadership is the
philospophy and seet practices that enriches the lives of
individuals that builds and organization and ultimately creates a
caring world. A leader understands the pros and cons of their
team and understoands what buttons to push to get their team to
buy in to their philosphy. A servant leader is the attribute that
can affectjivey manage a team with many differnces.
References

8. Arp, R. (2013).
1001 ideas that changed the way we think.
New York, NY: Atria Books
Greenleaf, R. (1970)
Servant Leadership.
A Journery into the Nature of Legitimate Power & Greatness.
O’Rourke, J., Thompson, L. L., & Gunther, R. E. (2008).
The truth about personal performance (Collection).
Upper Saddle River, NJ: FT Press