I consider myself an excellent virtual communicator that has enough skills to maintain sound communication in the virtual organization. The program manager plays the role of supervisor and capable mitigator who avoids conflicts, especially inter-cultural, and enhances team performance with the help of adequate communication strategy (Curlee & Gordon, 2013). To improve communication effectiveness, I, as a program manager, would establish regular communication both with individuals and the program team using modern social media tools. For instance, messengers can be applied for instant textual contact with particular employers, while Zoom may be an excellent platform for weekly meetings with the group. During those meetings, the manager has to encourage honest reporting of subordinates, which increases transparency and trust within the group. The program manager should establish an atmosphere of engagement; thus, it is essential to devote time to interact individually with team members.
To keep stakeholders abreast of progress, problems, and control the communications plan should define all of them and envisage a proper communication method or channel. The stakeholder matrix would assist in outlining their roles, contact information, and participation level. Employees will enjoy a shared chat room from which they receive updates and ask for input, while sponsors will receive regular emails reporting on the current project stage. The plan includes two-way communication; hence, stakeholders have a chance to ask all possible questions. Online schedules should be timely updated to make all involved in the project aware of their roles and deadlines.
Although businesses shift towards virtual work arrangements, face-to-face communication is still essential. Battiston et al. (2017) argue that face-to-face interactions at the workplace between employees and managers contribute to better productivity, especially in higher pressure conditions. Thus, regular physical meetings with stakeholders may be organized to enhance cooperation, trust, and goal alignment. In terms of remote employees, they can be reached by video-conference tools. If team members fail to avoid conflict, and the organization’s culture does not automatically mitigate it, the project manager should interfere using face-to-face communication to decompose its essence and define an appropriate solution. The best strategy here is to find a compromise that settles the personality differences of team members.
A good program manager applies both face-to-face and virtual communication techniques to establish and maintain internal communication. I want to be considered as a reliable and honest manager who provides information to stakeholders in a timely manner and in the most convenient way. The final plan includes regular group and one-on-one meetings, both with remote and traditional employees. Social media platforms, such as instant managers, will be used to keep in contact with team members instead of relatively outdated emailing. Face-to-face meetings should help to resolve conflicts, whereas sponsors and customers may enjoy two-way communication through social media.
References
Battiston, D., Vidal B. I., & Kirchmaier, T. (2017). Is distance dead? Face-to-face communication and productivity in teams (CEPR Discussion Paper No. DP11924). Web.
Curlee, W., & Gordon, R. L. (2013). Successful program management: Complexity theory, communication, and leadership. Auerbach Publications.