Business communication might refer to the sharing of the information among various people who have been serving the organization at the various departments within the organization. The following report attempts a discussion on the various different arguments that have been put forth by the scholars and the other experts of communication among the virtual teams. The report opens with the discussion of the major arguments that have been put forth by the experts and the scholars and proceeds to discuss the differences in the views of the authors. The repost nears its end with the recommendations that might aid the smooth communications among the concerned business organization and the virtual teams that have been serving the concerned organization.
Business communication might refer to the sharing of the information among various people who have been serving the organization at the various departments within the organization. The business communication might also include the communication and the information sharing that might take place among the various external stakeholders of the organization (Hoch & Kozlowski, 2014). The business communication tends to assist the overall commercial growth of the organization through the relaying of the information among both the internal and the external stakeholders of the business organization in discussion. The business communication might also involve the people who have been serving the concerned organization from the various locations all over the world and have been communicating with the various departments of the institution over the various communication channels. The following report attempts a discussion on the various different arguments that have been put forth by the scholars and the other experts of communication among the virtual teams. The report opens with the discussion of the major arguments that have been put forth by the experts and the scholars and proceeds to discuss the differences in the views of the authors. The repost nears its end with the recommendations that might aid the smooth communications among the concerned business organization and the virtual teams that have been serving the concerned organization.
Alfredo et al. (2017) argues that the concept of the virtual teams that have been functioning globally have become a very common concept in the matters that pertain to the communication within the businesses. The authors in the concerned article tends to deal with the concept of the global virtual teams or the GVTs and the advantages as well as the disadvantages of the concept. The global virtual teams that have been active within the numerous businesses spread all over the world as well as the other areas like the education sector and other academic fields. The virtual teams that have been associated with the various organizations functioning in the global market, might involve the employee teams of the organization that have been dealing with the various matters that pertain to the factors related to the distribution networks and the supply chain of the concerned organization. The employees of the organization might further require them to work in collaboration with the virtual teams in order to deal with operations that are conducted within the organization at the various global locations.
Ferrazzi (2014), on the other hand, argues that the virtual teams that have been actively collaborating with the concerned organization need to maintain a proper communication with the concerned departments of the organization. The author states that a survey of the concerned organization, Ferrazzi Greenlight, revealed the fact that the majority of the members of the workforce of the organization, almost 79% of the total staff, have been working from locations that are beyond the premises of the organization. These employees are known to have been working remotely on the devices that might help them to stay connected to the concerned departments of the organization. The establishment of the virtual teams enable the employees of the organization to manage both their professional and the social lives in a balanced manner. The various studies on the virtual team state that the virtual teams might tend to outperform the teams that have been operating within the premises of the company. The experts suggest that the communication channels that have been chosen by the concerned members who have been serving the virtual teams should enable them to communicate with the concerned departmental management in an effective manner so as to enable the overall improvement of the concerned organization in the global market.
The argument as put forth by Alfredo et al. (2017) tends to discuss the factors that pertain to the benefits that have been related to the global virtual teams that are associated with the concerned business organizations. The authors tend to look into the benefits of the global virtual teams in the ways that are related to the distribution networks and the supply chain of the concerned organization. However, the authors tend to deal with the matters pertaining to the communication among the members of the virtual teams. The communication that takes place among these teams might be conducted over the various social media platforms and exchange of the emails. This indicates that the communication media that has been adopted by the virtual teams rely mainly on the technologies that have been adopted for the purpose (Cogliser et al., 2013). The research on the matter reveals that in the majority of the cases there exists the brokers who enable the establishment of the proper communication among the concerned teams as well as the management of the organization. The author argues that “The study shows that while brokers and team identification are important for team success, if not managed properly, they can actually do more harm than good. More specifically, while brokers help in the creation of mutual knowledge, they reduce the accuracy of perceptions about distant coworkers” (Alfredo et al. 2017). However, the proper management of these teams as well as the brokers are required in order to help the progress of the concerned organization.
Om the other hand, Ferrazzi argues the problems might be avoided by choosing the most appropriate candidates to serve the company through the remote services. The author argues that the concerned team members might be encouraged to follow the various matters that pertain to the proper communication with the organizational department in order to contribute to the improvement of the overall performance of the organization. The selection of the appropriate team members might also consider the communication skills of the concerned person. The concerned people who have been employed in the virtual groups should be well-trained to deal with the people who belong to the other cultures (Barnwell et al., 2014). As opined by Ferrazzi (2014), “One group, made up of five divisional GMs, latched onto the goal of greater cross-selling and had a near-immediate success story: As a small, narrowly focused team, they were able to recognize that a plentiful stabilization agent used in ice cream could be repurposed to replace a scarce agent needed by other customers, including makers of hairstyling products and fracking fluids”. The members who have been associated with the virtual groups should be divided into smaller groups in order to manage the activities in a proper manner. The smaller units within the groups might help in the better advancement of the concerned organization.
In order to enable a better connection amongst the various members of the business organization, the concerned managerial staff of the organization might be recommended to follow certain measures and procedures as enlisted below.
The team members might be advised to engage in direct communication over the various portals that facilitate the video conferences. The team members might be advised to set the regularity in the matters that pertain to the engagement in the direct communications (Verburg, Bosch-Sijtsema & Vartiainen, 2013).
The concerned teams might be advised to utilize the proper technology in order to communicate with each other. The various improvements made by the communication software industries might help in the establishment of the fluid communication within the team members thereby enabling a better work experience (Purvanova, 2014).
The team members might be advised to accept and adapt to the time differences between themselves in order to facilitate a better communication within the team (Lilian, 2014).
The managerial staff of the organization might be recommended to implement the matters pertaining to the deadlines and the benchmarks so as to check the success and the effectiveness of the virtual teams (Crisp & Jarvenpaa, 2013).
The managerial staff of the concerned organization might be recommended to communicate through the instant messaging applications, the various chat forums that enable group chats and the video-conferences in order to deal with the time gap that might exist among the members of the virtual teams (Klitmøller & Lauring, 2013).
The organizational management body might be advised to divide the leadership responsibilities among all the members of the organization in order to deal with the proper functioning of the virtual teams (Dulebohn & Hoch, 2017).
The management of the organization might be recommended to put some personal touches in the communication that is extended towards the virtual teams (Pinjani & Palvia, 2013). This might help the concerned virtual team members to feel connected to the organization and thereby provide motivation to the concerned employees.
Conclusion
Thus, from the above discussion, it might be pointed out that the implementation of the proper communication channels might help the establishment and the smooth functioning of the virtual teams that have been existent within the organization. The implementation of the various virtual teams might help in the global expansion of the concerned organization and thereby bring about an overall improvement of the performance of the organization as well as the industry at large in the global market. The proper management of these teams as well as the brokers are required in order to help the progress of the concerned organization.
References
Barnwell, D., Nedrick, S., Rudolph, E., Sesay, M., & Wellen, W. (2014). Leadership of international and virtual project teams. International Journal of Global Business, 7(2).
Cogliser, C. C., Gardner, W., Trank, C. Q., Gavin, M., Halbesleben, J., & Seers, A. (2013). Not all group exchange structures are created equal: Effects of forms and levels of exchange on work outcomes in virtual teams. Journal of Leadership & Organizational Studies, 20(2), 242-251.
Crisp, C. B., & Jarvenpaa, S. L. (2013). Swift trust in global virtual teams: Trusting beliefs and normative actions. Journal of Personnel Psychology, 12(1), 45.
Dulebohn, J. H., & Hoch, J. E. (2017). Virtual teams in organizations.
Ferrazzi, K. (2014). Getting virtual teams right. Harvard Business Review, 92(12), 120-123.
Hoch, J. E., & Kozlowski, S. W. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of applied psychology, 99(3), 390.
Jimenez, A., Boehe, D. M., Taras, V., & Caprar, D. V. (2017). Working across boundaries: Current and future perspectives on global virtual teams. Journal of International Management, 23(4), 341-349.
Klitmøller, A., & Lauring, J. (2013). When global virtual teams share knowledge: Media richness, cultural difference and language commonality. Journal of World Business, 48(3), 398-406.
Lilian, S. C. (2014). Virtual teams: Opportunities and challenges for e-leaders. Procedia-Social and Behavioral Sciences, 110, 1251-1261.
Pinjani, P., & Palvia, P. (2013). Trust and knowledge sharing in diverse global virtual teams. Information & Management, 50(4), 144-153.
Purvanova, R. K. (2014). Face-to-face versus virtual teams: What have we really learned?. The Psychologist-Manager Journal, 17(1), 2.
Verburg, R. M., Bosch-Sijtsema, P., & Vartiainen, M. (2013). Getting it done: Critical success factors for project managers in virtual work settings. International journal of project management, 31(1), 68-79.
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