University Report: Virtual Teams for ABC Company Marketing Department

This report analyzes the debate between virtual and face-to-face teams, specifically in the context of the Marketing Director of ABC Company. The report begins by introducing the context of the decision: whether to implement a virtual team across multiple locations (Melbourne, Los Angeles, Shanghai, and Bangalore) or maintain a traditional face-to-face team in Melbourne. The report then presents arguments both for and against the adoption of virtual teams, citing scholarly articles to support each position. Arguments in favor emphasize the increased creativity and flexibility of virtual teams, especially in a globalized market. The report also considers the challenges of virtual teams, such as the need for strong communication, trust, and technological proficiency. The report concludes with a recommendation to the Marketing Director, synthesizing the arguments and providing a reasoned perspective on the optimal team structure for the company. The report emphasizes the importance of addressing challenges like trust and technology proficiency to maximize the success of virtual teams. This report is a valuable resource for students and professionals alike, offering a comprehensive overview of virtual team dynamics and providing practical recommendations for effective team management.

Running head: MANAGEMENT COMMUNICATION
Management Communication
Name of the student:
Name of the university:
Author note:

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Table of Contents
Introduction......................................................................................................................................2
Body.................................................................................................................................................2
For the position............................................................................................................................2
For the position............................................................................................................................3
Against the position.....................................................................................................................3
Rebuttal....................................................................................................................................4
Conclusion.......................................................................................................................................4
References........................................................................................................................................5

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Introduction
This short study is in context of two distinct types of teams, face-to-face tams and virtual
teams. The main purpose of this study is to identify whether the learners’ position about one of
the two teams is appropriate. The appropriateness is being evidenced in suitable scholarly
articles.
Thesis statement: “The marketing director of the ABC Company should go for virtual
teams”
The purpose is being served in this study in three steps. In the first and second steps
supportive arguments are being presented. In the third and last section, the position is being
contradicted; however, rebuttal is being used to silence this argument.
Body
In this section the learners’ position is being criticised with both supporting and opposing
arguments.
For the position
More and more organisations are increasingly becoming interested in knowing the
importance of creativity in context of the virtual teams. To be able to meet the needs of fierce
global-based competition and to cope with changing economic landscape there is an increasing
practice to design flexible structures. This is to allow dispersed teams to work in virtually
connected networks. Notably, many consulting and technology firms are already using virtual
teams to be able to identify and meet the needs of their customers. It is the result of a fact that
companies are looking at creative ways to be able to meet the new and changing demands of the

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customer. Therefore, there is an increased focus on identifying the nature of a team, which more
efficiently promotes creativity in organizations. Considerably, new and unique ideas are being
generated through various ways such as effective communication and thus knowledge sharing
between team members. In the opinion of Serrat (2017), cross-functional team dynamics is a
concern in virtual teams. However, mangers having leadership skills can use relevant technology
and work closely to understand the related challenges.
For the position
As argued by Nemiro (2016), connection in creative virtual teams has an impact on its
effectiveness. If the connection is strongly managed the creativity in the teams will also blossom.
On the other hand, if it is not managed well the creativity will also be affected. The connection
between dispersed teams could be made stronger by understanding the importance of trust in
virtual connections. When trust is stronger and team members are also well versed with the
technology to be used for the connection the creativity will also be a part of virtual teams. An
understanding of technology should never be an issue as long as the networked teams or virtual
teams have members belonging to millennials group. It is due to their good understanding of
technology. However, technology can have errors and affect the productivity during such
downtime. It is, therefore, necessary for creativity in virtual teams that the connected members
have adequate understanding of technology between them. Along with it there should exist a
trust between team members. Until and unless they have trust in each other the success will not
perish.
Against the position

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Krumm et al. (2016) argue the position taken by the learner by stating that
communicating over digital media can be challenging. The challenges can be due to poor
connectivity, inadequate handling of technology and trust between team members. In case of
poor connectivity the line will be lost leading to incomplete discussion and hence; delay in
activities. Inadequate understanding of technology is a challenge and can never be overcome if
the individuals do not themselves try to improve their understanding of the technology. Trust is
required to provide some meaning to the discussion. As observed by Ford Piccolo and Ford
(2017), trust between the team members is essential to promote a healthy network of people.
Once, they have trust in each other they will be able to justify their position in the team.
Moreover, they will take part in brainstorming sessions to identify and recommend the use of
latest technology.
Rebuttal
Serban et al. (2015) argue that comfort with technology can remove inadequacy of people
with the technology. Moreover, a trusted and effective communication can be created between
virtual teams. This means that virtual teams should have people who are well versed with the
type of technologies being used.
Conclusion
To conclude, it can be said that virtual teams are the needs of modern organisations. They
need it to be able to sustain in fierce competitive environment. However, it faces few challenges
in the form of trust between team members and others. These challenges until and unless treated
with effective strategy will continue to hamper the productivity of the virtual teams.

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References
Ford, R.C., Piccolo, R.F. and Ford, L.R., 2017. Strategies for building effective virtual teams:
Trust is key. Business Horizons, 60(1), pp.25-34.
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.
Nemiro, J.E., 2016. Connection in creative virtual teams. Journal of Behavioral and Applied
Management, 2(2), p.814.
Serban, A., Yammarino, F.J., Dionne, S.D., Kahai, S.S., Hao, C., McHugh, K.A., Sotak, K.L.,
Mushore, A.B., Friedrich, T.L. and Peterson, D.R., 2015. Leadership emergence in face-to-face
and virtual teams: A multi-level model with agent-based simulations, quasi-experimental and
experimental tests. The Leadership Quarterly, 26(3), pp.402-418.
Serrat, O., 2017. Managing virtual teams. In Knowledge Solutions (pp. 619-625). Springer,
Singapore.