Reference no: EM132300114
Paul Georgakis is the new media coordinator at the Museum of Springfield. He is working on the biggest assignment of his career: developing the website for the museum’s forthcoming new show “Images of Springfield.” The exhibit is being underwritten by Midwestern Industries, and museum curator Mary Weston has told Paul that the board of trustees is counting on the exhibit’s success to open the door to more corporate support. “If that happens, we’ll have a shot at becoming a top-quality regional museum,” Mary tells Paul. “I don’t have to tell you how important that is to the board of trustees.” Mary might as well have said, “I don’t have to tell you how important this is to your career.”
Along with Paul, the project team for the website includes four other members:
Elaine Dorsch is the site’s designer. Bringing San Francisco–based Elaine on board was a coup for Paul. She has created sites for several world-class organizations, and she took the museum job for a deeply discounted fee because she grew up in Springfield and wants to give something back to the community.
Roger Chilton, a history professor at the local branch of the state university, is the content expert on the exhibit and the accompanying website. His specialty is the influence of business and government institutions on underprivileged groups in nineteenth-century U.S. society.
Julia Winger is the corporate liaison with Midwestern Industries. She has made it clear that her company is glad to support the museum and that it expects to be recognized for doing so. “Doing good can help Midwestern Industries do well,” she told Paul.
Mary Weston, Paul’s boss, represents the museum’s administration and board of trustees.
The website project got off to a good start. But lately, several problems have developed. On a practical level, it has proved almost impossible to get all members to attend the last few meetings. Because Elaine is based in San Francisco and Julia’s office is in Minneapolis, it has been difficult for both of them to squeeze in visits to Springfield.
Even more disturbing has been the growing tension, as it has become clear that Roger’s exhibit includes some disturbing images and stories. Julia recently sent the team an e-mail saying, “Midwestern Industries isn’t contributing several hundred thousand dollars to upset the community.” Roger replied, “It isn’t a historian’s job to make people happy.” Paul is growing worried that either Roger or Julia may pull out of the project, and either scenario would be a disaster.
Finally, it has become clear that Elaine views any suggestion for revising her design as an assault on her artistic talent. “I don’t tell you how to run your museum or Midwestern Industries,” she says. “You’re the experts in your own fields, and I am in mine. I know what I’m doing, and you just have to trust me.” Paul’s boss, Mary, has made it clear that she is counting on him to keep the team together and the project on track.
1. What type of team is described in this scenario?
an action team
a service team
a management team
a project team
2. Which of the following is an accurate statement about virtual teams?
Virtual teams only work if the members are spread out over a great distance.
Virtual teammates should be forbidden to communicate through “back channels.”
It is prohibitively expensive to hold synchronous virtual meetings.
Virtual teams can expand the workday.