Management Communication MNG81001: Virtual Teams Report Analysis

This report addresses the management of virtual teams, focusing on their benefits and challenges within a global business context. It begins by defining virtual teams and highlighting their cost-effectiveness and ability to leverage global talent, enhancing productivity. The report then explores effective management strategies, emphasizing the importance of defined work systems, strong communication skills, and leadership. Challenges such as fragmented teams, lack of cohesiveness due to poor communication, and preferences for face-to-face meetings are also discussed. The report concludes by acknowledging the risks associated with virtual teams while emphasizing their overall potential to benefit organizations and drive success. References to relevant literature are included to support the findings.

MANAGEMENT OF VIRTUAL
TEAMS

INTRODUCTION
A virtual team refers to
a group of people in
different geographical
locations who
collaborate on a
common project or task.
The organization would
be setting up a virtual
team comprising
members from Sidney,
New York, Mumbai and
Beijing.

BENEFITS OF VIRTUAL TEAMS
Creating a virtual team
would be cost effective
and a practical way of
conducting
international business.
It would also enable the
company to leverage
talent from across the
globe, thus enhancing
productivity (Klitmøller
and Lauring 2013).

MANAGING THE VIRTUAL TEAM
To manage the virtual
team, work systems and
standards will have to
be defined.
An effective leader, with
strong communication
skills, would be able to
facilitate harmonious
relationships within the
various teams (Gera et
al. 2013).

CHALLENGES OF VIRTUAL TEAMS
Poor management and
leadership can lead to
fragmented teams.
Without a strong
communication system,
virtual teams would be
lacking in cohesiveness.
Face to face meetings
would be preferred by
most employees
(Purvanova 2014).

CONCLUSION
•To conclude, it can
be said that though
there are some risks
associated with
virtual teams, it
could be beneficial
for the organization
as a whole and lead
it towards success.

REFERENCES:
Gera, S., Aneeshkumar, G., Fernandez, S.,
Gireeshkumar, G., Nze, I. and Eze, U., 2013. Virtual
teams versus face to face teams: A review of
literature. IOSR Journal of Business and
Management, vol. 11, no.2, pp.1-4.
Klitmøller, A. and Lauring, J., 2013. When global
virtual teams share knowledge: Media richness,
cultural difference and language commonality. Journal
of World Business, vol. 48, no.3, pp.398-406.
Purvanova, R.K., 2014. Face-to-face versus virtual
teams: What have we really learned?. The
Psychologist-Manager Journal, vol.17, no.1, p.2.

THANK
YOU!