Nowadays, the variety of profession is impressive indeed. People are eager to develop relations on different levels and improve their cooperation as frequent as possible. Virtual teams are one of the organizations which aim at improving communication and representing “a growing response to the need for high-quality, low-cost, rapid solutions to complex organizational problems” (Furst et al., 2004, p.6). One of the duties that have to be completed by these teams is the ability to recognize challenges developing organizations may face.
The company under analysis is characterized by rapid growth and spreading over the world; due to high costs and desire to gain recognition within a short period of time, some challenges become evident and prevent necessary development. In this case, the company or the charity faces numerous communication challenges in the international environment: cultural differences, team intimacy, and varieties in work styles.
“Virtual teams are considered to be the answer to many organizational problems” (Dube &Pare, 2004, p.1). These organizations make communication between partners from different parts of the world possible and what is more important effective clear. However, as any other group of people, these organizations are characterized by certain challenges, and the chosen charity is not an exception.
One of the first communication challenges facing the charity in managing virtual teams in an international level is connected to cultural diversities. In the situation under analysis, a cultural issue plays an important role due to its impact on the context in which usual communication may take place (Kayworth & Leidner, 2001, p. 10).
To avoid or solve this challenge, it is necessary to work on the strategy that may allow to use the cultural aspects of every member of the virtual team and not to lose the necessary focus on the generally-accepted cultural backgrounds which mat satisfy customers and partners.
Another problem that is worth attention is challenged caused by team intimacy (Gibson & Cohen, 2003, p.323). Intimacy seems to be one of the most powerful indicators of strength and experience of the organization. Its level has to be properly defined between the members of the team, between business partners, and between stakeholders who decide on the ways to achieve success. If the level of intimacy is not appropriate, the results of this work may lead to complete failure and disappointments.
Finally, such point like work style is also crucial for any organization and the work of virtual teams (Brown, Huettner, & Tanny, 2006, p.7). In some countries, much attention is paid to competitiveness and abilities to self-improvement on the highest levels. To achieve better results, each member introduces his/her own unique approach and explains why this approach has to be justified.
In some organization, this kind of responsibility is forbidden, and the only person who has to make such decision is the leader of the team. This is why if the organization wants to overcome challenges in virtual teams, it is necessary to take into consideration the style of work of each partner and unite each other properly.
Nowadays, the work of virtual teams plays an important role and, at the same time, faces considerable challenges which prevent achievements of the necessary results. It is impossible to overcome them without their identification, this is why it is better to spend enough time and evaluate these challenges.
With time, it is possible to clear up how these challenges influence each other. In the charity under discussion, there are three main problems to deal with: differences in work style, cultural backgrounds, and team intimacy. Each of them has its own peculiarities for virtual team work and has its own ways of solution.
Reference List
Brown, MA, Huettner, B, & Tanny, CJ 2006, Managing Virtual Teams: Getting the Most from Wikis, Blogs, and Other Collaborative Tools. Wordware Publishing Inc., Suite.
Dube, L & Pare, G 2004, ‘The Multifaceted Nature of Virtual Teams’. In David Pauleen Virtual Teams: Projects, Protocols, and Processes. Idea Group Inc, Suite.
Furst, SA, Reeves, M, Rosen, B, Blackburn, RS 2004, ‘Managing the Life Cycle of Virtual Teams’, Academy of Management Executive, vol. 18, no. 2, pp. 6-20.
Gibson, CB & Cohen, SG 2003, Virtual Teams that Work: Creating Conditions for Virtual Team Effectiveness. John Wiley and Sons, San Francisco.
Kayworth, TR & Leidner, DE 2001, ‘Leadership Effectiveness in Global Virtual Teams’, Journal of Management Information Systems, vol. 18, no. 3, pp.7-40.