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BUS FPX4011 Assessment2 1.docx Running head: COMMUNICATIONS AND TECHNOLOGY CASE STUDY

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BUS FPX4011 Assessment2 1.docx Running head: COMMUNICATIONS AND TECHNOLOGY CASE STUDY 1 BUS-FP4011 Communications and Technology Case Study Capella University Introdu... ction I've been tasked with assisting the establishment of a virtual team that will collaborate on an important and highly confidential project as the Human Resources Manager for a national corporation with operations in four different time zones. Senior managers and directors from all of the company's major business areas will make up the team. In the next two weeks, I'll host an orientation, and 90 days later, I'll submit the completed project to executive management. My job as a human resources manager is to guide my team by providing a team charter, as well as communication and technology ideas. Team charter recommendations A team charter is a written document that serves as a guide for a group or project. It explains the team's mission, scope of action, objectives, consequences, and, if necessary, time schedule. A team charter's key distinguishing feature is that it must be created and supported by every team member. A team charter set by top management or a small group of members at the expense of other members' involvement is not a true representation. A team charter takes a broader and longer view of the situation. In their work, team members may be assigned to multiple project charters, and the project charters should be compatible with the team charter agreements. A team charter should have a . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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