Althoughvirtual teams are relatively new mechanisms in the internationalbusiness landscape, they are already considered advantageous toorganizations. Groups can now make decisions together and shareinformation without the vulnerabilities and cost of travel (Hoch &Kozlowski, 2014). However, without careful support, structuring andresponsiveness to procedures, virtual teams may not attain theirpotentials and this could lead a business to a halt.
Anoperational group is one in which managers take the role ofinitiating the standards that lead the team members. They have tomake everyone prepared to learn the use of various technologies forappropriate and accurate communication. Secondly, an effective teamshould allow relationship building because high-quality interactions,characterized by respect and trust, are important in everyorganization (Pinjani & Palvia, 2013). Thirdly, since conflictsin group settings are inevitable, morality must be a precondition forresolving problems. The diversity in backgrounds of team memberscauses the difference in the matters leading to misunderstandings. This requires the team leaders to devise ways of handling conflictswhenever they transpire. Lastly, empowerment is similarly importantfor virtual teams. Teams with no incentives become more inactive andbegin to perform less (Hoch & Kozlowski, 2014).
Themain issue that hinders the success of virtual team is the inabilityto interpret nonverbal prompts. Similarly, most people in suchnetworks may lack time for simulated meetings and this may causeproblems in relationship building. Virtual teams also lack theability to institute trust and rapport among members and themanagement of conflict may become challenging. With the issue ofgeographical isolation, it is normally difficult to manage confusionsor express opinions. Often, the groups may find it difficult to agreeupon one trusted form of communication depending on the country(Pinjani & Palvia, 2013).
Advantagesand Disadvantages Associates with versus Co-locatedTeams
Comparedto the face to face organizations, virtual teams are more affordableas companies only pay for the support they need to run the systemsand there are no overhead expenses for the associated facilities.Additionally, virtual teams provide access to many disciplines invarious geographic locations. On the contrary, teams using thecomputer-aided communication systems may not outdo the traditionalgroups in standard circumstances. The interpersonal connection amongteam members is a major contributor to the success of conversations.Even though both entities exhibit same degrees of communication,face-to-face groups report advanced levels of fulfillment (Pinjani &Palvia, 2013).
Howto Construct, Structure, and Manage a Virtual Team
Interms of construction, I would emphasize on clarifying processes andtasks, not only roles and goals. With virtual teams, synchronizationis characteristically more of a challenge as individuals are notclose together. Therefore, it will be vital to emphasize more on thespecifics of job design and the procedures that can be applied forexecution of tasks (Hoch & Kozlowski, 2014).
Regardingthe structuring process, I would oblige to a charter ofcommunication. Developments in interconnected technologies, such asvideo conferencing, may make virtual teaming easily manageable.Innovation facilitates networking and togetherness. The result isthat the geographically separated groups will build friendship amongthemselves and this will work for the betterment of the organization(Hoch & Kozlowski, 2014).
Interms of management, I would enable and strengthen relationships forsimplicity of dialogue. A proper channel of communication will bepossible through official meetings and will be made part of thenormal operations of the group (Hoch & Kozlowski, 2014). To makethis practical, I would use the equipment that the team is familiarwith including virtual classrooms, e-mails, and net-meetings.
Forany business, the use of virtual teams is a way of providing bestproducts while remaining dynamic for clients and receptive to theirdemands. However, every business needs to be conscious of both thepaybacks and weaknesses of such procedures. An efficientlyconstructed, structured, and managed virtual team can lead to therealization of the group objectives (Pinjani & Palvia, 2013).
Hoch,J. E., & Kozlowski, S. W. (2014). Leading virtual teams:Hierarchical leadership, structural supports, and shared teamleadership. Journalof applied psychology,99(3), 390.
Pinjani,P., & Palvia, P. (2013). Trust and knowledge sharing in diverseglobal virtual teams. Information& Management,50(4),144-153.