The Ineffectiveness of Virtual Teams: An Argumentative Essay

This argumentative essay, written by a student, explores the potential failures of virtual teams. The essay argues that virtual teams are often ineffective due to several key factors. It highlights geographical barriers, which limit interaction and collaboration. The author also points out the lack of trust and language barriers that can hinder communication and innovation. The essay further discusses the negative impacts of virtual teams on employee performance and satisfaction, citing research findings. The author concludes that despite the rising demand for virtual teams, their limitations, including low innovation, cultural barriers, and poor employee performance, make them a less-than-ideal solution for companies. The essay emphasizes the importance of efficient and effective teams for organizational success and suggests that virtual teams might not always meet these requirements.

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The Name of the Student
The Course
The Professor
School
Date

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Virtual Teams Argumentative Essay
To: Marketing Manager XYZ Company
From: John Doe
Date: 06/12/2018
Subject: Virtual Teams are bound to fail and should not be Encouraged
Introduction
Virtual teams are comprised of employees working in different geographical regions
spread across the world. When communication is distorted, then it means that information flow
will be hampered. Lack of mutual trust in the organization affects the success of the workers in
the company. The demand for virtual teams is on the rise, but there is more that needs to be done
before the organizations fully adopt it. The use of virtual teams impedes the success of the
company in the market as issues to do with communication and language barriers among virtual
teams is a common factor.
Geographical Barriers
Virtual teams are comprised of employees working in different geographical regions
spread across the world. Therefore, the fact that the virtual teams are spread the different
geographical creates a physical barrier among these virtual teams. The virtual always varies in
the degree of experience and expertise. The geographic barriers limit the productivity of the
virtual teams. This is an approach that negatively affects the performance of the employees.
Furthermore, Govindarajan and Gupta (2001, p.63) conducted research that showed that about
33% of the respondents said that they failed in their duties. This is an indication of how virtual
affects the success of the staff in the market. When the team is based in different locations, it

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means that they are unable to interact, they lose their focus on the goals set. In some cases,
employees require effective administration and monitoring to push them towards achieving their
goals. The common mode of working among the virtual through telecommunications which
allow them to work and deliver their daily responsibilities.
Lack of Trust and Language Barriers
Secondly, researchers have found out that the success of virtual teams affects the
employee's trust and employee innovation goes down by 83% and 93% respectively. The
backbone of an organization is innovation. When an organization is innovative, then it can
develop quality products and services that meet the demands of the clients. Brainstorming is one
way that drives innovation in the organization. This means that the with employees isolated in
various regions, then the idea of innovation will lead to loss of opportunities in the organization.
Moreover, Anderson et al., (2007, pp. 2558-80) argue that teamwork and trust are promoted by
the use of clear communication in the organization. Studies indicate that language barriers,
cultural barriers, and reduced staff performances is another reason why virtual teams should not
be used in the organization. The study showed that the performance of the staff went down by
50% and employee satisfaction by 80% respectively.
Rebuttal of the Virtual Teams
Organizations seek employees who are highly efficient and producing results. However,
with staff realizing a performance of 50% shows the reason why using virtual teams will lead to
loss of productivity in the company. With high levels of competition in the market, no entity
affords to accept low performing workforce in the market. The company needs a top productive
staff in the market which supports the idea of successful competition in the market. Additionally,
given that the satisfaction of the employees goes down by 80% signals a serious aspect affecting

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the success of the firm. A highly satisfied staff will be motivated to deliver better services to
clients. Studies conducted by Govindarajan, and Gupta (2001, p.63.) indicate that about 82% of
the employees failed to attain their goals while 33% state that they were unable to in their
workplaces. The reasons why I advise against virtual teams is that of physical barriers, lack of
trust, poor communication, language and cultural barriers, low performance, low innovation, and
poor employee satisfaction will lead to poor organizational performance. With low employee
performance, then the production levels in the organization will drop.
Conclusion
The demand for innovative teams and high-quality products in the market means that the
firm must develop efficient and effective teams. But with low levels of innovation, cultural
barriers and low employee performance, the use of virtual teams is not the best idea. The
performance of the company will go down as the performance of the staff goes down too.
Studies show that some of the employees confess that use of technology confuse them. This
frustrates and leads to stress among the team. The net effect is that the productivity of the firm
shall significantly be affected thus leading to the imperfect realization of the company’s goals.
Using virtual teams limits the efficiency of the organization.
Yours sincerely,
Signature----------------
John Doe

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Reference
Anderson, A.H., McEwan, R., Bal, J. and Carletta, J., 2007. Virtual team meetings: An analysis
of communication and context. Computers in Human Behavior, 23(5), pp.2558-2580.
Ferrazzi, K., 2014. Getting virtual teams right. Harvard Business Review, 92(12), pp.120-123.
Govindarajan, V. and Gupta, A.K., 2001. Building an effective global business team. MIT Sloan
Management Review, 42(4), p.63.