Virtual team management strategies and best practices

Virtual Team Management

What would be the best way to structure this large virtual team?

Virtual teams are unique in that they possess the ability to transcend typical geographic boundaries. This innate characteristic allows the team to be both more productive and efficient in regards to their overall objectives. With 300 individuals however, the task of effective organization can be daunting. This is particularly true, as each member will only be working 5-10 hours on a volunteer basis. As such the best structure, I believe, would be one that provides specialization of labor. I would first structure the team within similar time zones to ensure efficient communication between the groups. Since each member, on average, will only volunteer for roughly 10 hours, timing is essential. In addition, within the specific time zones, I would create functional teams with specific goals and objectives. This format serves three purposes. For one, the time constraint in terms of volunteer hours is burdensome. To alleviate the time concern, I would want individuals specializing in a specific task within a given time zone. With a predetermined objective the individuals groups will be better able to meet deadlines and be better focused overall. Second, the separation allows the best individuals to work on the tasks in which their skill sets are best suited. This provides for a more effective means of minimizing carbon emissions as the volunteers skills are being used to the maximum benefit of the organization. Third, by separated the groups into time zones, the functional teams can provide better solutions plaguing their particular region. For instance, the team in America may need differing solutions to those in Europe. As such, innovative and thoughtful solutions can be shared and matriculated throughout each time zone. This helps diminish the process of "group think," which stifles innovation and creative solutions (Gomez-Mejia, 2008).

List the three most important issues that you foresee in managing this team. How would you solve these issues?

The three most important issues in regards to managing the virtual team are as follows:

1) Time- Time is vital in regards to the volunteers. As volunteers, these individuals are not getting paid for their efforts. In many instances, it would be safe to assume that many of these individuals have careers, families, or other obligations. Managing the overall team's time therefore is vital to the success of the project. To solve this issue, I would place individuals with specific functional teams, based on time zone. This would allow seamless communication, with clear forms of accountability.

2) Cultural Issues- With over 300 volunteers, conflicts are bound to occur. Conflicts in and of themselves are warranted, and can often benefit the group. However, cultural conflicts could inhibit otherwise strong channels of communication. This is particularly true as the team is virtual. Emails, conference calls, and texts, can all be misinterpreted in a manner that offends another. This is often a direct result of cultural differences. What seems entirely logical to one individual may in fact offend another. As such, cultural sensitivity in regards to communication and overall correspondence is needed. To solve, this issue, basis ground rules regarding communication standards should be established.

3) Structural Issues- with 300 individuals, it may be difficult to have clear channels of communication without being redundant or convoluted. 300 individuals may have 300 differing opinions. In addition, there may be no direct communication channel or hierarchy in which the individuals can follow. To solve, this problem, an organizational chart should be established highlighting each individual's direct report and layers of communication (Kotter, 2002).

What would you do to motivate these individuals so that they continue contributing towards achieving the project goal?

The motivational aspect of the group should not come into question under this circumstance. This is due primarily to the nature of the group's works and their overall desire to conduct the work. Beginning with the latter circumstance, all 300 individuals are volunteers. These individuals are working without compensation. As such, it can be assured, that these individuals are highly motivated by causes that harm the earth, such as carbon emissions. These individuals are already motivated, and thus believe in their work and the issue in which it attempts to alleviate. Therefore, to keep these individuals motivated, I would simply update them on the progress of the initiative, and how it is impacting the communities in which they work. I would also provide ample recognition to support them in their work efforts. Secondly, the nature of the work provides the group with recognition because they are helping society overall. Carbon emissions are altering the entire world. Be reducing their impact on the planet, these volunteers are helping to services the entire world (Manfred, 2003).

How will you align the interests of various individuals in the cross-functional team so that despite their professional backgrounds and possibly competing agendas, they work to develop the safety standards on time?

The most effective way to align interests is to negotiate debate and prioritize the objectives of the group as a whole. This process can be burdensome and conflicting, however the solutions obtained will guide the entire group. Be prioritizing the group's objectives and clearly delineated responsibilities for those objectives, the group will be better unified. Though a unified team, the group is better able to use its diverse background to benefit the entire group.

What problems do you foresee in the achievement of the project goal due to the fact that the team is cross-functional?

Multiple problems can occur in a functional team, with the intellectual strength that this particular group possesses. For instance, intellectual capital can be an overall detriment to the entire group. For one, the team may begin to "out think" on another to arrive at a perfect solution. The group may overcomplicate policies and procedures that ultimately are simple in practice. In addition, I can foresee very contentious arguments as to the overall direction of the group. The team is comprises of many individuals who obtained there title through intense study and conviction. This conviction however can give way to pride, ultimately undermining the entire objective of the group. Finally, the group through its tendency to over analyze, may miss the intended deadline without a subsequent agreement.

From the behavioral standpoint, name and describe three benefits do you see for the cross-functional team?

The first benefit of the team is its intellectual capital. Each member possesses superior intellectual ability in regards to their profession. As such, each member is very knowledgeable in regards to their chosen subject area. This expertise will prove invaluable as the group will often rely on the subject matter expert for policy guidance. The second benefit is that group will possess an extreme drive and initiative in regards to the overall outcomes of the project. The group, by virtue of their positions and titles, has a superior drive. These individuals were driven to become doctors, lawyers, academics and more. Through their schooling, the individuals within the group had to endure setbacks and missteps along the way. As such, they will be prepared to encounter similar set backs in their new role. Finally, the group has the benefit of authority. The titles that many of these individuals possess can be used to influence others and enact change. As a doctor or lawyer, many group members can use their influence to receive the needed information and resources needed to enact change.