Managing the Off-Site Team - Doc

Introduction
Managing the off-site team is not an easy task and it requires a lot of hard-work, effective
communication and control. The quality of off-site management team’s work decides the
quality of output. The management team who monitors and controls the off-site team needs to
make sure the goals are established with proper benchmarks. This report is going to discuss
the issues and challenges related to managing the off-site team and what possible solutions
and alternates can be used for effective management of the off-site team. Team work is the
essence of an organisation’s success and they need to understand the same and work
accordingly. Cooperation and coordination is the critical factor along with better
communications skills. A problem needs to be identified and discussed within the team or
group and then an optimum solution should be drawn out through the discussion. The major
factor that decides the quality of work of an off-site team is better communication skill along
with proper monitoring methods used. Proper communication and holding a regular meeting
for discussing the goals, challenges and establishing proper responsibility and accountability
should be the priority (Rockmann and Pratt 2015).
Mistakes Made by Craig and its Remedies
Craig was not recognising his mistake that he needed to modify his behaviour regarding
the repercussions of electronic communication. Craig should have worked on making the
electronic communication more effective as he already knew they are not as accurate as face
to face discussions. In such cases, the problems escalate and tend to become a bigger issue
which, under normal circumstances would have been resolved easily. This happened with
Allison and Penelope. They worked on a project before and the performance was great but
something changed their behaviour for each other and Craig should have addressed the same
beforehand (Scott and Wildman 2015). The multiple communication tools used also created
confusion. His reactions were slow for the messages received. He needs to understand the
messages were urgent and required quicker attention. His reliability on people who could
often meet was also a negative factor. Craig should have also cross checked the feedback
received from Penelope about Allison. He already had the idea about the tension building up
between Allison and Penelope. Craig was not prompt in taking effective steps for resolving
the issue and he should have resolved their conflicts before it got out of control. Maggie also
highlighted that the flexibility allowed should have been kept under his radar. Craig needed
to acknowledge the drawbacks of electronic communication and worked on it, he should have

been prompt, checked on the flexibility and tried to be in the loop before it gets too late
(Ford, Piccolo, and Ford 2017).
Conflict and Solutions
The conflict clearly evident in this off-site team is that they have unresolved issue with
each other hampering the work. Penelope is taking credit of the work and demeaning Allison
in front of the clients shows that Penelope has personal issues with Allison. Also, Penelope is
assuming and acting to be the team leader. One more issue that Maggie highlighted was that
the freedom that the employees at the off-site enjoying should be limited (Zuofa and Ochieng
2017). Craig needs to acknowledge the fact that Allison and Penelope have issues with each
other try to sort that out first. He received mails from Penelope and Allison. The main reason
behind the same should be dealt with whether Allison is at fault or Penelope. The fact that
Allison informed him about Penelope assuming she is the team leader needs to be addressed
and Craig needs to clear this out with Penelope and other team members. Maggie needs to
suggest ways of dealing with the unresolved issue that Penelope and Allison are facing. They
should be allowed to talk it out in front of the manager and with each other so that the future
projects are not hampered. Craig needs to be vigilant as well as agile and take matters into his
own hands to solve it as soon as possible (Binder 2016).
Improving Ineffectiveness
The effectiveness of this off-site team is hampered mostly because of the lack of
communication and the freedom they have been allowed to work with at the off-site. The
strength of its communication with the main office seems to be very ineffective and
insufficient. They need to evaluate if the employees are suitable for this alternate work
arrangement. The talents of two good employees are going down unutilised just because there
is a gap in the communication (Breuer, Hüffmeier, and Hertel 2016). The Manager needs to
effectively frame the work allotted to them and back track their work. Proper hierarchy needs
to be established and there should be a meeting where everyone is present including Maggie.
The company need to organise a training program to improve their communication skills
(Hoch and Kozlowski 2014). Craig should communicate more often and also involve other
members of the team. The fact that he mentioned that he is communicating more but losing
the touch shows how he needs to improve his own skills as well. The team meeting should be
mandatory for everyone and other team members should be allowed to give their feedback.
Craig should establish proper accountability and team reporting needs to be a must. The

workload has to be fairly distributed and checked upon. Since there is no team leader, Craig
should assign one according to their skills and experience and the team would perform better
under an effective leader. The off-site team shall report at regular intervals regarding their
work status and progress (Lockwood 2015).
Conclusion
Conclusively, management of an off-site team needs better, effective and efficient
communication. The methods used decide the quality of output. The teams need to be
provided with properly allotted work with their roles and responsibility. The team without an
immediate leader lacks direction and such teams are harder to monitor and control. In order to
manage an off-site team effectively, accountability should also be established. Identification
of problems and immediately taking steps to tackle the challenges helps in achieving the
objectives. Regular or scheduled meetings for discussing the issues face to face would
minimise the confusion and conflicts as well.

References
Binder, J., 2016. Global project management: communication, collaboration and
management across borders. Routledge.
Breuer, C., Hüffmeier, J. and Hertel, G., 2016. Does trust matter more in virtual teams? A
meta-analysis of trust and team effectiveness considering virtuality and documentation as
moderators. Journal of Applied Psychology, 101(8), p.1151.
Ford, R.C., Piccolo, R.F. and Ford, L.R., 2017. Strategies for building effective virtual teams:
Trust is key. Business Horizons, 60(1), pp.25-34.
Hoch, J.E. and Kozlowski, S.W., 2014. Leading virtual teams: Hierarchical leadership,
structural supports, and shared team leadership. Journal of applied psychology, 99(3), p.390.
Lockwood, J., 2015. Virtual team management: what is causing communication breakdown?.
Language and Intercultural Communication, 15(1), pp.125-140.
Rockmann, K.W. and Pratt, M.G., 2015. Contagious offsite work and the lonely office: The
unintended consequences of distributed work. Academy of Management Discoveries, 1(2),
pp.150-164.
Scott, C.P. and Wildman, J.L., 2015. Culture, communication, and conflict: A review of the
global virtual team literature. In Leading global teams (pp. 13-32). Springer, New York, NY.
Zuofa, T. and Ochieng, E.G., 2017. Working separately but together: appraising virtual
project team challenges. Team Performance Management: An International Journal, 23(5/6),
pp.227-242.