Research Paper on:
ARCO Alaska and Virtual Teams

Unformatted Sample Text from the Research Paper:
organizations that claim to be working toward implementation of real and effective teams, it is far too common to hear the comment of "We talk teamwork, but dont mean it,  because when we make personnel decisions, team play is below the line (Frohman and Pascarella, 1995; p. 69). While responsible managers have come to understand over the years that  their job in leading a team means being involved with it as well, now they have other issues with the development and growth of "virtual" teams, those workers who are  spread across corporate locations, cities, even nations. Global competition, the computer age and excessive travel expenses have combined to make the concept of  "virtual teams" not only possible but more attractive than ever before, allowing people to work together in groups "that transcend distance, time zones, and organizational boundaries" (Cantu, 1999). ARCO  Alaska subscribes to the benefits of virtual teams, and the arrangement has been quite successful. 1. Do you agree with what Mark Armentrout says about the usefulness and need  for virtual teams in todays global business environment? Why or why not? Armentrouts Position Mark Armentrout, manager of information technology and facility  management at ARCO Alaska, Inc. in Anchorage, says, "As industry becomes more global and [has] gone through years of downsizing, technical depth isnt what it used to be. Simultaneously,  technical knowledge needs to be applied around the globe at a faster rate." He adds that "As projects come up worldwide, virtual team members are chosen from the specially  areas to exploit [the] transfer of technology where it needs to be," concluding that he takes "a macro view of all ARCO opportunities and assets and find theyre much more