Name: Chime Chinedu

Student ID H00025860
Week 2: Groups and Teams
Assignment Name: Discussion Question

Introduction
Virtual teams consist of a group of people who interact through interdependent tasks guided by
common purpose, and work across space, time, and organizational boundaries, with links
strengthened by webs of communication technologies; Mazenvski & Mandviwalla (2007) cited in
Dittman et al. (2010). The need for this form of project team arose due to organisations being
compelled to establish their presence in multiple countries to reduce labour costs, capture specialized
expertise, and understand emerging markets; Hinds et al. (2011) cited in Hoch & Kozlosky (2014).
Though with many advantages like reduction on travel expenses of the project team and the ability to
assemble a team of experts; if not well-managed, virtual teams could be disastrous, making the project
fail due to lack of trust between team members, poor group cohesiveness, and communication
difficulties among others; Martins et al. (2004) cited in Dittman et al. (2010).
The following are my responses to the given scenario:
Best Structure for the team
To get the right structure, Wong (2007) lets us know that we have to set up the right process which
would shape the team behaviour on the right path to project success. According to Wong (2007, pp.37
- 38), processes are the tools, techniques, and ways that the project team use to reach their goals; by
converting the project plan from words to actions, while also influencing their behaviour during
execution (such as valuing individual differences, developed mutual trust, interdependency,
accountability, etc.). Wong (2007, pp. 40 -41) further explains that project team should early in the
project, agree on and use specific tools and techniques to create ground rules that would help ease the
following core processes:
1)
2)
3)
4)
5)
6)

Team meetings
Roles & Responsibilities
Communications
Decision Making
Measuring Performance
Team Framework

Hoch & Kozlosky (2014) explains that because of lack of face-to-face interaction, and possible
asynchronous nature of communication in virtual projects; than using traditional hierarchical
leadership models, leadership should be supplemented by distributing leadership to team members.
With inputs from other members, we set out and agree on the rules the team would adhere to and
formalise them in writing for future referencing and guidance for tasks like conflict management; A &
C Black (2007, pp.41 42)

We have 300 members of different backgrounds, culture and experience, and are scattered in different
time zones. I will break into smaller groups with leaders appointed to lead the sub teams such as
finance, human resources and legal. Roles and responsibilities are assigned based on merit and each
participant knows and understands what is expected of him/her. Team meetings are done at an agreed
time, using agreed tools and communication channels.
Issues and how to solve them
Lack of team cohesion Occurs when one has a lack of belonging or recognition for their efforts and
inputs. When not cohere, they would not be in unity as they work towards project goals. A way to
stop this is making reward systems fair enough such that each employee perceive they are being
rewarded according to their inputs; Hoch & Kozlosky (2014).
Trust Issues The greatest challenge and nightmare of virtual managers is developing trust; Meredith
& Mantel (2009, pp.231). This occurs when members feel irrelevant, left out and not being challenged
by tasks assigned to them. This is can be solved sharing team leadership among members based on
ability not by hierarchy, and making decision processes in a collaborative way.
Communication Ineffective communication can result from lack of norms of communication like
creating good feedback process for the team; Dittman et al. (2010). A reason is lack of face-to-face
contact which acts as the best mode to send socio-emotional information to members which creates
trust, bond, and motivates them. Audio and video conferencing are used to enhance communication,
making participants feel more involved, and as an avenue for making key decisions. Apart from
stimulating conversation convey meanings better, voice tones, facial expressions, gestures, body
language and other nonverbal cues help in developing team spirit by creating a feeling of togetherness
and trust; Edwards & Wilson (2004, pp.48).
Motivating members
According to A & C Black (2007, pp. 43 - 45), to motivate members, I would first understand what
motivates each member and work on that accordingly. I would allocate clear roles and
responsibilities, while offering constructive feedback for issues and clarifications, praising them on
achievements and celebrate success (no matter how little) on their contributions and performance.
Conclusion
To identify a good team, Wong (2007, pp.39) highlights five attributes to watch out for, which are: a
team which depersonalizes a topic or an issue, a team that discusses more in an objective manner and
less emotional, a team that behaves in a transparent way among themselves, a team with an inclusive
participative environment, and a team that gives each team member equal power.
With the right processes that creates the right behaviour towards the project and within team members
in place; all the above can be achieved and used to create a virtual team that is efficient, and well
organised.
References:
A & C Black (2007) Steps to success: manage teams successfully. University of Liverpool Online
Library [Online]. pp.1-38. Available
from:http://site.ebrary.com.ezproxy.liv.ac.uk/lib/liverpool/docDetail.action?docID=10196621 (Access
ed: 24 October 2014).

Dittman, D, Hawkes, M, Deokar, A, & Sarnikar, S 2010, 'Improving Virtual Team Collaboration
Outcomes through Collaboration Process Structuring', Quarterly Review Of Distance Education, 11,
4, pp. 195-210, ERIC, EBSCOhost, viewed 23 October 2014.
Edwards, A. & Wilson, J.R. (2004) Implementing virtual teams: a guide to organizational and
human factors, University of Liverpool Online Library [Online]. pp.102-114. Available
from:http://site.ebrary.com.ezproxy.liv.ac.uk/lib/liverpool/docDetail.action?docID=10048150 (Access
ed: 24 October 2014).
Hoch, J, & Kozlowski, S 2014, 'Leading Virtual Teams: Hierarchical Leadership, Structural Supports,
and Shared Team Leadership',Journal Of Applied Psychology, 99, 3, pp. 390-403, Business Source
Complete, EBSCOhost, viewed 23 October 2014.
Meredith, J.R. & Mantel, Jr., S.J. (2009) Project Management: A Managerial Approach. 7th
ed. Hoboken, New Jersey: John Wiley & Sons.
Wong, B.T.Z. (2007) Human factors in project management: concepts, tools, and techniques for
inspiring teamwork and motivation. San Francisco: Jossey-Bass