Virtual Working Teams - Essay Example

HERE HERE YOUR HERE HERE Organizing Virtual Working Teams Time Zone Structure: In order to effectively manage virtual teams and ensure collaboration, it is necessary to understand the time zones in which each country of origin operates:1. Cairo, Egypt: 3:00pm 2. Washington, D.C. 8:00am3. Lima, Peru 8:00am 4. Paris, France 1:00pm5. Moscow, Russia 4:00pm Based on these differences, communication in real-time is manageable to include all virtual team systems. Recruitment, Hiring and Training Recruitment for these efforts will be managed by a centralized organizational HR leadership that will serve as champion for virtual team development.

However, there must be an awareness of the cultural context in which the team is operating, understanding the different cultural values held by potential candidates in the team (Holden, 615). Mid-tier management on short term expatriate assignment, trained in cultural diversity related to these regions will be assigned to manage recruitment and training efforts. These assignments will be handled in the U.S. office where the HR champion will coordinate with expatriate efforts. Peru is highly collectivist, in which decision-making is trusted and valued with group emphasis (geert-hofstede.com, 2). France is highly individualistic, valuing rewards and recognition for individual accomplishment of that of group affiliation and group-based norms (geert-hofstede.com, 2); the same is true for the United States.

Egyptian protocols are highly social even in the business environment (Dunn, 1). As part of expatriate training, managers will be provided exceptional literature on cultural dimensions to assist in locating top talent for the virtual team role in each geographical region. Training will consist of literature and software scenarios based on customer relationship management principles and corporate social responsibility related to government interaction and business leadership. Training will further consist of inter-dependent group methodologies in the form of role play exercises to highlight scenario responses in a virtual environment.

Skype and other streaming software will assist in this development with the HR manager in the U.S. who will observe and recommend solutions based on testing scores and expatriate management assessment. The Communications Structure and Task Assignment For issues of cost reduction, cloud computing will be the majority of software support. This system provides access to CRM software over the Internet with pay-per-use access (Burns, 11). This will avoid the need for a defined, individualized information technology support system.

Communications between teams will occur via existing e-mail systems (i.e. Lotus Notes), streaming video, and teleconferencing. These are effective systems for real-time project communications. However, a recent study using a sample of 42 interviewed virtual team members from 26 different organizations indicated that face-to-face discussion is required in order to gain commitment and build productivity (Dube & Robey, 18). To facilitate this need, key personnel from each international team will attend a one-time kick-off meeting for introductions, to build a sound social network, and discuss concerns or recommendations about how to proceed.

“Non-verbal cues often lead to miscommunication and faulty establishment of trust relationships” (Debrand & Johnson, 23). This meeting will be held in the United States and will consist of a three day conference and systems training development effort. Task assignment will occur with key mid-tier managers in each geographic division, reporting to the senior executive headquartered in the U.S. Weekly task updates will occur via videoconferencing and e-mail systems, with virtual communications occurring as needed at 4pm Moscow time to ensure full attendance. The U.S.

and Peru offices will operate from 7am EST until 5pm EST to ensure daily communications are possible throughout the week. Individual task assignments will be coordinated by mid-tier management in each division dependent on the workload or need.Works CitedHolden, Richard. “Managing people’s values and perceptions in multi-cultural organizations: The experience of an HR director”, Employee Relations, vol.23, no.6, 2001.Burns, Michael. “CRM Survey 2010”, CA Magazine, vol.143, no.3, 2010.

Debrand, C. & J. Johnson. “Gender differences in email and instant messaging: a study of undergraduate business information systems students”, Journal of Computer Information Systems, Spring, pp.20-30.Dube, L. & D. Robey. “Surviving the paradoxes of virtual teamwork”, 2008. Accessed June 22, 2011 at http://onlinelibrary.wiley.com/doi/10.1111/j.1365-2575.2008.00313.x/fullDunn, Jimmy. “Doing Business in Egypt”, 2003. Accessed June 22, 2011 at http://www.cyborlink.com/besite/egypt_business.

htmGeert-hofstede.com. “Geert Hofstede Cultural Dimensions”, ITIM International, 2009. Accessed June 22, 2011 at http://www.geert-hofstede.com/hofstede_france.shtmlGeert-hofstede.com. “Geert Hofstede Cultural Dimensions”, ITIM International, 2009. Accessed June 22, 2011 at http://www.geert-hofstede.com/hofstede_peru.shtmlAppendix A: Time Zone Map of the EarthSource: http://www.peacefactory.com/timemap1.gif