36. PREPARED BY: NAME MATRIX NUM. TATINORHAJAR BT MOHD JAKERE 2010485776 NOR AZZURA BT MOHD DARUS 2010420236 MUHAMMAD LUTHFI AZZAMUDDIN BIN MOHD MUNIM 2010414444 INTAN BAIRUHA BT ABDUL MALEK 2010423214 NUR FARAHAIN BT BINJAMIN 2010857976 KHAIRULDIN BIN MOHD IZZUDDIN 2010203192 BASHIRA BT KHUSAINI 2010482478
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41. Web 2.0 Data Travels: Path from content creator to content consumer (Cromode & Krishnamurthy,2008)
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56. THE CONSEQUENCES OF TECHNOLOGY FAKHRIAH BINTIAHMAD RADZUAN KHAIRUL ANNUAR BIN MD YUSOF MOHD HAZIQ BIN SHUKRI NUR SYAFINAZ BINTI HASNAN
91. From Fixed team membership All team members drawn from within the organization Team members are dedicated 100% to the team Team members are co-located organizationally and geographically Teams have a fixed starting and ending point Teams are managed by a style managers
92. To Shifting team membership Team members can include people from outside the organization Most people are members of multiple teams Team members are distributed organizationally and geographically Teams form and reform continuously Teams have multiple reporting relationships with different part of the organization at different times
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96. From Face-to-face is the best environment for interaction and anything else is a compromise Collaboration is what happens when teams interact at a fixed time and space. Being people-oriented is incompatible with using technology. When the communication process break down, blame the technology. Learning to manage virtual teams is about learning how to use the technology
97. To Different kinds of medium can support high-quality interaction. Collaboration happens in an ongoing. Using technology in a people-oriented way is possible and desirable. When the communication process breaks down, evaluate our management and interaction strategies, not just the technical or physical devices. Learning to manage virtual teams is about understanding more about teams and the collaboration process.
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99. Information A web-based sharing meeting calendar helps team members schedule meeting. An email list allows members of change project team to check facts quickly by seeking input from other team members so they can move on the next step in their project. A website which includes project update and organization-wide directories provides information about who is working on different aspects of the change initiative.
100. A video-teleconference to multiple sites allows top management to send an important message to everyone in the system. Email list for announcement Large ‘auditorium style’ of online meetings open to everyone and allow project teams to give opinion.
101. Relationships A set of web-based computer conferences serve as a virtual workspace for a change team over a period of weeks or month. An audio teleconference links members of a work team in real time so that they can come to an agreement around a tricky decision that needs to be made immediately. An organization-wide online bulletin board allows anyone to post a question about how changes are being implemented and hear from others about what’s from their point of view.
102. Facilitate ‘all hands’ meeting provides a way to for large number to join and to give input. A desktop video conference allows a team member to discuss alternative version of new organization charts with remote team members. Online suggestion box on a webpage provides a way for everyone to comment and provide idea anonymity.
103. IMPACT ON RELATIONSHIPS BETWEEN ORGANIZATION AND THEIR PUBLICS ABDUL MANAP BIN JAINI 2010277524 AHMAD FIRDAUS BIN DAMANHURI 2010 684976 BRYAN ALDRIDGE SAMUEL 2010293636 FATHIAH BINTI KAMALUDIN 2010 86 1376 NIK KHAIRUNNISA BINTI AHMED LOKMAN 2010819944 NURUL AFIFAH BINTI BASIR 2010874525 NUR AQILAH BINTI ABDUL RASHID 2010849374 SYED AZRAAI BIN SYED HASHIM 2010449054
104. EXAMPLE OF NEW MEDIA USAGE BETWEEN ORGANIZATION AND THEIR PUBLICS
105. EXAMPLE OF NEW MEDIA USAGE BETWEEN ORGANIZATION AND THEIR PUBLICS
106. EXAMPLE OF NEW MEDIA USAGE BETWEEN ORGANIZATION AND THEIR PUBLICS
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