MNG81001 Report: Comparing Virtual and Traditional Marketing Teams

This report analyzes the significance of virtual teams compared to traditional face-to-face marketing teams, focusing on the context of a Melbourne-based company. It explores the opportunities and challenges associated with implementing virtual teams, highlighting cost savings from reduced real estate and travel expenses, as well as increased market responsiveness due to 24/7 operations across different time zones. The report also discusses the advantages of virtual teams, such as reduced attrition rates due to work-life balance, while acknowledging disadvantages like technological issues and potential cultural conflicts. The conclusion emphasizes the importance of appropriate software and the overall cost-effectiveness of virtual teams for organizational growth. The report uses Harvard referencing style and provides a detailed analysis of the arguments for and against virtual teams in the context of modern management.

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author note

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Introduction
The essay throws light on analysing the importance of the virtual teams in comparison
to the central more traditional face-to-face (F2F) marketing team in Melbourne. As
commented by Eubanks et al. (2016, p.566), the virtual team is one of the most emerging new
age trends in the business sectors. As the organizations begin to shift towards the
implementation of the virtual teams, there are different kinds of opportunities along with
challenges while implementing the virtual teams in the organization. On the other hand,
through the introduction of the virtual teams, it will be suitable for handling the different
teams which are working together from various geographic locations.
Argumentative Analysis
From the overall analysis of the current scenario, it can be analyzed that virtual teams
can be considered to be a good option for managing the different teams which are dispersed
in the different geographical locations. Firstly, as commented by Benefield, Shen and Leavitt
(2016, p.679), the biggest advantage which will be gained from the virtual teams is the
associated cost savings as there will be no such inclusion of costs related to real estate, office
spaces and travel of the different executives of the organization. Furthermore, it can be
identified that various countries have the different kinds of requirements for the taxes as well
as benefits. However, when the employees will be working from home, it will be helpful in
significantly reducing the expenses having the office buildings and it will be helpful in
improving the scenario to a large extent as well (Eubanks et al. 2016, p.566).
Moreover, with the implementation of the virtual teams, there can be reduction of the
time in the market as the different members span the time zones, there can be various teams
working on the similar project or task for 24*7. Therefore, from this, it can be analyzed that
there are different people working on the projects all the time and it will be helpful in

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shortening the process of development of the product time along with fast response time to
the different demands in local as well as global markets as well. In addition to the same, the
virtual teams will be playing beneficial role for the different customers as they will be
attended for 24*7 which will be beneficial for gaining more productivity and it will satisfy
the needs of the customers in the market as well.
Furthermore, Han and Beyerlein (2016, p.383), has commented that due to the
implementation of the virtual teams, there is low rate of attrition, wherein the employees have
the freedom to work from home as they receive freedom and it creates good work life balance
and at the same point, satisfaction towards the work performed by them. When the employees
feel satisfied with the respective working environment, it will make the employees stay in the
organization for a little longer and hence it benefits the company. Furthermore, with the help
of the virtual teams, there will be no such wastage of time and it precisely discusses the
different tasks and work in a very fast manner.
On the contrary, the major disadvantage of the virtual teams is that there can be
increase in the problems which arises out of the different technological issues. The different
virtual teams are dependent totally on the internet along with computer for getting the
different work done appropriately (Hoch & Dulebohn 2017, p.693). However, the power cut
or the bad computer software or hardware can be creating different difficulties and the entire
work is put on hold until the technological issue is resolved which affects the entire work
procedure in a negative manner. In addition, there can be inclusion of the different kinds of
cultural conflicts as the different people are from various backgrounds and it can be leading
to conflicts which can interrupt the flow of work in a negative manner as well (Krumm et al.
2016, p.142).
Conclusion

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From the overall analysis, it can be concluded that virtual teams play a major role in
the success of the performance of different tasks in the organizations. In order to make the
virtual teams productive, it is necessary to have a good and appropriate software which will
be consisting of the necessary features and it will be beneficial for the overall success of the
organizational activities in an accurate manner. Furthermore, from the different advantages
and disadvantages of the company, it can be identified that virtual teams can become one of
the most suitable options which will be beneficial for the overall growth of the firm and it
will be cost effective in nature in handling the different business operations in an accurate
manner.

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References
Benefield, G.A., Shen, C. and Leavitt, A., 2016, February. Virtual team networks: How group
social capital affects team success in a massively multiplayer online game. In Proceedings of
the 19th ACM Conference on Computer-Supported Cooperative Work & Social
Computing (pp. 679-690). ACM.
Eubanks, D.L., Palanski, M., Olabisi, J., Joinson, A. and Dove, J., 2016. Team dynamics in
virtual, partially distributed teams: Optimal role fulfillment. Computers in human
behavior, 61, pp.556-568.
Han, S.J. and Beyerlein, M., 2016. Framing the effects of multinational cultural diversity on
virtual team processes. Small group research, 47(4), pp.351-383.
Hoch, J.E. and Dulebohn, J.H., 2017. Team personality composition, emergent leadership and
shared leadership in virtual teams: A theoretical framework. Human Resource Management
Review, 27(4), pp.678-693.
Krumm, S., Kanthak, J., Hartmann, K. and Hertel, G., 2016. What does it take to be a virtual
team player? The knowledge, skills, abilities, and other characteristics required in virtual
teams. Human Performance, 29(2), pp.123-142.