Benefits of Virtual Team for Enhanced Productivity in XYZ Organization

This article discusses the benefits of implementing a virtual team in XYZ Organization to enhance productivity. It highlights advantages such as leveraging global talent, avoiding travel expenses, and increasing productivity. It also addresses challenges such as communication and cultural differences and suggests solutions to overcome them. The article concludes that a virtual team can effectively handle complex projects and enhance the reputation and consumer loyalty of the organization.

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Management Communication
Name of the Student
Name of the university
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To: The Marketing Director of XYZ Company
From:
Date: 9.4.2018
Subject: Benefits of implementation of a Virtual team in order to enhance the productivity of
XYZ Organization
Purpose: To persuade the team members of the benefits of working as a virtual team
The Sydney Headquarter of the XYZ Company has developed a new marketing team.
The team members of the marketing team are located in New York, Beijing, Mumbai and
Sydney. Thus it can be clearly understood that in order to proceed with project, it is required to
organize a virtual team. A virtual team can be defined as the a team that consists of
organizationally or geographically dispersed members who are connected with each other with
the help of advanced information as well as telecommunication technologies (Hinds and Bailey
2017). When it comes to virtual team, several advantages and disadvantages can be pointed out.
However in this era of modernization, the limitations associated with virtual team can be
effectively overcome with the help of modern technologies.
The plan of organizing the virtual team has been developed keeping in mind the
following advantages which are beneficial for both the organization as well as the employees.
One of the major advantages is Leverage global talent. The virtual team will enable the
organization to assemble the most talented employees so that the complexity of the project can
be effectively handled. This is beneficial for both the organization and the employees (Pangil and
Moi Chan 2014). While employees will be able to share and gain knowledge and understanding

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of the project, the organization will be able to complete the project successfully within the
stipulated time. Another crucial advantage of virtual team includes avoidance of huge expense of
the organization associated with travelling of executives. Virtual team also enables the
employees to save their time and effort needed for travelling from one place to other.
Increased productivity can result higher profit by utilizing the virtual team. In a virtual
team, the team members do not have to deal with unwanted and unnecessary bureaucracy that
slows down the decision making process (Hoch and Kozlowski 2014). Hence the overall
productivity of the ream increases resulting in increase in the overall revenue of the organization.
Apart from that, it can also reduce the time span of the project. Since the members of the virtual
team will be working at different span of time, the project will be worked on 24*7. While one
member’s shift time is over, another member will be working on the rest of the project which
will result in reducing the time span of the project (Baruch and Lin 2012). Thus the project will
be completed within a short period of time which will enhance the reputation and consumer
loyalty of the XYZ Company.
While these are the some of the advantages, virtual team may come up with some of
challenges too. Problems may arise while conducting a meeting with all the team members
located at different parts of the world and in different time zone. However, this issue can be
solved by implementing effective communication strategy. Considering the fact that
communication is one of the most crucial factors when it comes to developing a virtual team, the
management of XYZ team will ensure that effective communication tools are being used in order
to avoid any types of discrepancies. Meetings will be conducted within a fixed time to ensure
that all the members are available (Hinds and Bailey 2017). The issues related to the absence of
face to face communication will be solved by high tech video calling devices (Hoch and

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Kozlowski 2014). Considering the fact that being a virtual team, the mentioned team will have
team members from different cultural background, it is highly crucial to develop strategies so
that no issues related to cultural difference may take place.
The XYZ Company has taken the decision to develop a virtual team in order to handle a
complex project that has been assigned to the company. In order to ensure develop strategies so
that no issues related to cultural difference, effective education and training will be provide to
each team member so that they are able to value and respect each other’s culture. In order to
deal with language difficulties, the company has decided to incorporate an interpreter within the
team. However, all the team, member are highly fluent in English and hence it can be assumed
that communication will not be major problem of the virtual team. In order to deal with the
complexity of the project, it needs to be handled by highly efficient business personnel who
reside in Sydney, Mumbai, Beijing and New York. Hence in order to make all the business
personnel work as a team, it is crucial to develop a virtual team.

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Reference List
Baruch, Y. and Lin, C.P., 2012. All for one, one for all: Competition and virtual team
performance. Technological Forecasting and Social Change, 79(6), pp.1155-1168.
Hinds, P.J. and Bailey, D.E., 2017. VIRTUAL TEAMS: ANTICIPATING THE IMPACT OF
VIRTUALITY ON TEAM PROCESS AND PERFORMANCE. In Academy of Management
Proceedings. Academy of Management Briarcliff Manor, NY 10510.
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.
Pangil, F. and Moi Chan, J., 2014. The mediating effect of knowledge sharing on the relationship
between trust and virtual team effectiveness. Journal of Knowledge Management, 18(1), pp.92-
106.

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Appendices:

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