MNG81001: Virtual Teams: Addressing Challenges and Solutions Memo

This report addresses the challenges associated with virtual teams, particularly in a marketing context, and provides solutions to mitigate these issues. The memo identifies potential problems such as cultural differences, language barriers, poor communication, differing time zones, lack of trust, low team morale, and insufficient support. For each challenge, the report suggests practical solutions, including establishing clear work ethics, prioritizing English language proficiency, promoting frequent communication through online forums, setting common online meeting times, fostering trust through recognition of individual contributions, and ensuring access to necessary resources. The report concludes by emphasizing the overall benefits of virtual teams in marketing and encouraging adoption of these strategies for enhanced team performance. Desklib offers a range of solved assignments and past papers for students seeking further assistance.

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Virtual teams memo
By
[Student’s name]
Course
Institution
Date

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Memo
To: Marketing fraternity
From: Marketing Director
Date: 18/4/2018
Subject: Virtual teams
Technology advancement has facilitated several advancements in marketing activities. Some of
the advancements include the use of virtual teams in conducting marketing operations and
projects. Our department has also decided to embrace the use of virtual teams as they have
proved to have numerous benefits which include saving time and costs and also the use of
experts who are geographically dispersed. The virtual team initiative has received a lot of
backlash from many people in this organization. The backlash is due to different time zones,
language barriers, poor communication, cultural differences, poor team moral and spirit, lack of
trust, lack of support, poor access to expertise and hiring challenges. This memo is written to
address some of the critical challenges raised.
Cultural differences
The virtual team members are geographically dispersed, and this translates to different cultures
which can affect the performance of the team. The team will need to operate without infringing
the cultural values of the team members (Daim, et al.2012,p.201). To solve the problem, the
team will come up with work ethics which will help in bringing harmonization in the team in
terms of perceptions in deadlines and use of language.

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Language barrier
The virtual team members might not communicate using the same language due to originating
from different regions which have different languages. Without the use of common language, the
team cannot be effective (Pazos, 2012, p.410). To address the issue, the selection team will select
individuals who can communicate fluently in the English language. The virtual team members
who may have problems communicating can enroll in classes that will help them to polish the
language.
Poor communication
Communication is very important in the activities of the organization, and poor communication
can lead to the pursuit of goals and objectives which are not in line with the goals of the
organization (Pangil and Moi Chan, 2014, p.95). To address the issue, the team leader will
ensure that the team members communicate frequently so that members can learn about each
other. The company will also invest a lot of resources in online communication forums that will
ensure that the members keep in touch. The resources will help virtual team members to share
ideas and information that contribute to effective marketing activities.
Different time zones
The virtual team members are scattered all over the world, and this will mean that they are in
different time zones and this can affect the operations of the team (Pazos, 2012, p.410). The
challenge will be addressed by ensuring that the team sets aside a few hours when they will be
online at the same time so that they can communicate team’s important issues. The challenge can
also be addressed by ensuring that the task of each member of the team is not dependent on

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another member’s task. Having few online meetings will also help a lot in addressing the issue of
time overlaps.
Lack of trust
The physical distance between the team members leads to lack of trust as the team members do
not interact physically with each other. The lack of trust prevents the team members from sharing
ideas that can foster innovation and invention (Saafein and Shaykhian, 2014, p.460). To solve the
issue, the team leader will portray each team member as being competent, and this helps to build
trust. The team leader should also communicate contributions of each team member, and this
also helps to build trust among the team members.
Team spirit and morale
Lack of trust in the team and physical interaction may kill the spirit and morale of the team
members. This results in failure to achieve the set goals and objectives of the team. To boost the
morale of the team, the team leader will ensure the expected results are well defined and
communicated to the team members (Pazos, 2012, p.410). The team leader will also have to
communicate the success of the team members, and this will help to improve the team spirit and
morale. Clear direction and vision of the team will also help to keep the team members focused
and this will boost the morale of the team.
Lack of support and expertise
Physical distance will lead to members feeling isolated, and this may lead to lack of support and
expertise that is needed to perform the duties effectively and efficiently. Frequent
communication through the set online forum will ensure that the members can support and help

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each other in different ways ( Hoch, and Kozlowski, 2014, p.390). The company will also have
to ensure that the team members have access to the needed resources that will help in
accomplishing the goals and objectives of the team.
In conclusion, the benefits of the use virtual teams in marketing activities outweigh the
disadvantages of the virtual teams. The solutions to the critical issues affecting virtual teams
discussed above are enough to persuade anybody to adopt virtual teams in marketing. For more
information and clarifications, contact the office of the marketing director.

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References
Daim, T.U., Ha, A., Reutiman, S., Hughes, B., Pathak, U., Bynum, W. and Bhatla, A., 2012.
Exploring the communication breakdown in global virtual teams.International Journal of Project
Management, 30(2), pp.199-212.
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.
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.
Pazos, P., 2012. Conflict management and effectiveness in virtual teams.Team Performance
Management: An International Journal, 18(7/8), pp.401-417.
Saafein, O. and Shaykhian, G.A., 2014. Factors affecting virtual team performance in
telecommunication support environment. Telematics and Informatics, 31(3), pp.459-462.

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