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A virtual global management team refers to a collection of persons working across time, space, organizational and other geographical boundaries. These management teams are considered virtual as there is no personal interaction among the members of the management team. The team highly relies on communication technology that happens via tools like the internet, the web, email and lately video conferencing (Olson & Olson, 2012). From the definition it can be derived that the virtual global management team is mainly a group of a group of individuals or workers who are geographically, organizationally and periodically spread and are brought together by information and telecommunication technologies to accomplish one or more organizational tasks or goals.

Virtual global management team has gained root in the current world today due to the dynamics of the global corporate sector. The companies and other business organizations are expanding tremendously to cover massive global borders. As a consequence, the number of employees and managements are separated from each other by distances as well as time zones. The numbers are continuously growing with time (Prasad & Akhilesh, 2002). The main objective of the management teams is to ease the communication and sharing of information thus enhancing the decision making processes.

Individuals are required to work together but at the same time they are working apart. Therefore, this working condition requires other manner of interactions which is not face to face. This interactions are enhanced the innovations that are taking place in the technology sector (Prasad & Akhilesh, 2002). The technological advancements that are used by the virtual teams during their work are: Electronic mail; this is a form of communication that allows messages, information and instruction to be sent to different users in form of a mail that is sent via the internet (Olson & Olson, 2012). For instance, many organizational setting uses an Email setup that is known as Microsoft Outlook.

Additionally, institutions use their websites as another avenue for virtual teams to interact. Companies’ websites are essential for providing the companies’ fundamental information. Mainly, the websites contain the strategic plans for the companies, the mission, the vision, and the past results or performance of the organizations. Therefore, it is prudent to note that the websites thus act as a reference point for the management and workers of the company. Individuals reference the company website if they aim at emphasizing on the companies’ strategic goals. Also, the past performance act as the benchmark which the employees refer to when they wish to measure their current performance (Olson & Olson, 2012).

There is videotaped information that is passed on to other members of the team. However, at the advent of video conferencing, meetings are being held via online avenues. These avenues require that people meet using innovations like the Skype which allows people to converse as if they are face to face (Prasad & Akhilesh, 2002). This allows immediate feedback.

Virtual teams are accompanied by several merits. One virtual teams result cultural diversity in organizations. Cultural diversity results to diverse opinions on the decision making table. As a results all the members of the team are actively involved in the decision making process and in effect all the decisions are all inclusive (Prasad & Akhilesh, 2002). Furthermore, diverse cultures lead to conflicting opinions; these multiple opinions outcomes are continuous exploration and trials. Consequently, innovations and creativity is experienced, which is an indication of good results to the organization.

Moreover, virtual teams act as mechanisms to fight discriminations, which come inform of age, gender, race and disability. Under virtual teams, an individual shortcomings, background or personalities are not a basis of viewing someone ability to make decisions. A good example, emails are essential for proper communications under virtual teams (Olson & Olson, 2012). The advantage is that emails do not capture any pronunciations differences that may occur due to cultural differences.

Virtual teams are very essential in increasing the profitability of the organizations. Profitability is affected by the revenues and costs. The costs are reduced due to the minimized travelling cost among the team members. Moreover, innovative decisions are made under this management practice resulting to increased revenues (Prasad & Akhilesh, 2002). Also, the time element is also brought into play. Time is saved as movements and travelling is minimized if not eliminated. Moreover, the virtual system helps to address the organizations to address the issue of the reluctance of the potential employees to relocate. Therefore, the organizations are able to access a bigger pool of talents among employees.

On the other hand, some challenges are experienced from the use of this system. Language barriers are likely to results from the interaction of people from different cultures. Moreover, differing time zones results to days and nights will occur at same time in different places in the world Asynchronous communication ends up being impossible or difficult (Olson & Olson, 2012). Furthermore, in comparison to face to face teams, virtual teams result are less satisfied, as difficulty arises in trust building.

Effectiveness can be improved on encouraging the team members to adhere to the set goals and principles. The adherence is essential in enhancing the team effectiveness. Additionally, organization should work tirelessly to generate processes that are essential in overcoming the barriers that result from virtual systems (Olson & Olson, 2012).

References

Olson, J., & Olson, L. (2012). Virtual team trust: task, communication and sequence. Team Performance Management: An International Journal, 18(5/6), 256-276. doi:10.1108/13527591211251131

Prasad, K., & Akhilesh, K. (2002). Global virtual teams: what impacts their design and performance?. Team Performance Management: An International Journal, 8(5/6), 102-112. doi:10.1108/13527590210442212

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