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Virtual Teams - Edited

This document discusses challenges faced by virtual teams and strategies for overcoming them. It notes that geographic dispersion can make coordination and communication difficult for virtual teams. However, utilizing tools like a "follow the sun" staffing model where tasks are passed between time zones can help address these challenges. This model allows problems to be worked on continuously rather than being unattended for long periods. It also ensures customer support is available globally. Proper communication, technology use, and understanding of time zone differences are keys to making virtual teams successful.

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Leornard Mukuru
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51 views5 pages

Virtual Teams - Edited

This document discusses challenges faced by virtual teams and strategies for overcoming them. It notes that geographic dispersion can make coordination and communication difficult for virtual teams. However, utilizing tools like a "follow the sun" staffing model where tasks are passed between time zones can help address these challenges. This model allows problems to be worked on continuously rather than being unattended for long periods. It also ensures customer support is available globally. Proper communication, technology use, and understanding of time zone differences are keys to making virtual teams successful.

Uploaded by

Leornard Mukuru
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Running head: VIRTUAL TEAMS 1

Virtual Teams

Name of Author

Name of Coordinator

Date
VIRTUAL TEAMS 2

Many factors challenge the smooth operation of virtual teams. Nonetheless, such

problems have solutions which, nevertheless, makes the operations of virtual teams to be

successful. Gibbs and Gibson, as illustrated in the Schlenkrich and Upfold’s (2009) article

establish that teams which are geographically dispersed, it is challenging to plan meetings

between the virtual team members. In essence, there is a short period for synchronous meeting

and various meetings to happen outside the actual time of working (Schlenkrich & Upfold,

2009).

Geographic dispersion, for example, in this case, the teams are located in Tokyo, Paris,

Honolulu, and the East Coast of the US will force the leaders of the teams to coordinate times

more efficiently. In some way, this could lead to delays in communication and consequently, low

team productivity. Also, teams which are geographically dispersed have more familiarization

with their external content or environment and hence have limited shared contextual knowledge

(Schlenkrich & Upfold, 2009). This brings the sense that the team members are not aware of the

environments of other team members. This could create confusion, communication gaps, and

poor relationships amongst the virtual team members.

Nonetheless, the virtual team can avoid the negative implications caused by geographical

dispersion and boundaries of time trough organizing and planning tasks, virtual meetings, and

collaboration with each other (Verburg et al., 2013). The virtual team will rely majorly on online

communication since the members are in different parts of the world. Therefore, all the team

members have to understand the technological equipment well, use appropriate software, and

agree on the conventional technology to be used during virtual meetings (Kumar, 2011).
VIRTUAL TEAMS 3

A follow-the-sun model is a vital tool for the project, and to a great extent, it makes sense

for the objectives and tasks of the team. It will solve problems more quickly. The project may

raise complex issues that are harder to deal with, which leaves the team members without a

solution for a more extended period. With this model, team members can pass the problem to the

next time zone at the turnover time, meaning that the problem does not remain unattended to.

Bringing in other time zones also brings new individuals from other teams to consider the issue.

They may have a unique perspective or a different angle that had not been considered. Drawing

on the resources of other virtual teams, instead of just local knowledge, brings the sense of a

broad set of unique skills. Excellent communication is vital to make this work. Team members

should know who is dealing with this problem at any specific time. Otherwise, there will be

delays.

Besides, the model will liberate members of the virtual teams from unsociable shifts.

Accomplish team tasks will require resources that may even force team members to work in

shifts over 24 hours. Overnight shift is not usually a favorite thing for the majority of the team

members, they may lead to high absence rates, disagreements and a reduction in quality and

adversely affect the outcome of the project (Anantatmula & Thomas, 2010). This model will

encourage the virtual team members to work during office hours, and this will keep them

motivated. This increases quality positively affects the outcome of the project.

The model will also ensure superior customer support in the sense that the virtual team

members across the globe can pass tickets between themselves. This will reduce the response

time for the customers of Wells Fargo. Of more significance, the customers can access language

support from various parts of the world with this model. This gives room for the support team to
VIRTUAL TEAMS 4

compete with established companies. The team members should just be aware of the language

capabilities, which vary from region to region.


VIRTUAL TEAMS 5

References

Anantatmula, V., & Thomas, M. (2010). Managing global projects: A structured approach for

better performance. Project Management Journal, 41(2), 60-72.

Kumar, R. L. (2011). Managing Globally Distributed Projects and Processes: A Dynamic

Capability Enabled by Effective Global IT Management.

Schlenkrich, L., & Upfold, C. (2009). A guideline for virtual team managers: The key to

effective social interaction and communication. Electronic Journal of Information

Systems Evaluation, 12(1).

Verburg, R. M., Bosch-Sijtsema, P., & Vartiainen, M. (2013). Getting it done: Critical success

factors for project managers in virtual work settings. International journal of project

management, 31(1), 68-79.

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