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Brighter Grammar 1: An English Grammar with Exercises by C. E. Eckersley, Margaret Macaulay, Phebean A. Ogundipe

By C. E. Eckersley, Margaret Macaulay, Phebean A. Ogundipe

This ever well known four-book sequence Brighter Grammer is helping scholars comprehend the main issues of English grammer, utilizing merely crucial technical phrases. Graded workouts enable academics to watch improvement, and full of life illustrations increase the textual content and hold the scholars' intrest.

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Her primary research interest focuses on virtual teamwork, and she has published articles and made presentations at national and international conferences on the topic. She serves on several boards and advising committees, including the Entrepreneurship Initiatives, a college award program for young entrepreneurs sponsored by a charitable foundation, the Law and Business Center for Advancing Entrepreneurship at Western New England College, and the Innovator’s Roundtable at Bay Path College. D. from the University of Massachusetts Amherst.

The chapter concludes with a discussion of complex problems and a list of recommendations for addressing them. With nearly thirty years of experience in the corporate world, Mehran Ferdowsian writes in Chapter Eighteen about many of the key decision-making problems readers may have experienced in teams and organizations without even realizing them. He skillfully brings to the forefront those “silent or unspoken micromessages” that erode effective decision making and collaboration and offers valuable antidotes to these deterrents.

Communication is a key element of trust. Regular and frequent communication fosters and sustains trust, while trust tends to deteriorate in relation to decreasing levels of communication (Alexander, 2000; Solomon, 2001). Trust is related to the frequency and quality of communication. Generally the more communication there is, the greater the trust (Jarvenpaa, Knoll, & Leidner, 1998; Nemiro, 2004). , 1998). Trust in virtual teams, while built slowly, can be developed from positive, ongoing experiences among members of the team; from members believing in the individual expertise of one another; and, perhaps most important, from a sense of accountability, that is, from seeing that others follow through on what they agree to do (Nemiro, 2004).

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