Communication Challenges to Managers in Global Virtual Teams - Research Paper Example

Communication Challenges to Managers in Global Virtual Team Introduction Global virtue teams entail a work team with members distributed globally andhardly meet on face-to-face basis. Due to globalization, several cross-boundary enterprises arose. The change in leading teams from same nationality to global virtual teams necessitate leaders particularly managers to modify the communication strategies. Communication plays a vital role in influencing some results in global virtue teams. Face-to-face communication is rare or not there at all thus other forms of communication such as through the internet, fiber optic network as well as telecommunication is used in enabling teamwork. It is therefore important to study and understand the connection between communication and performance of virtual teams. Jointly, trust and communication vastly influence performance of members of virtual teams. In any kind of team, members are likely to differ in ideologies as well as ambitions, which can be challenging to managers managing such teams. In global virtue teams, the challenges are severe since the teams comprise of members from different nationalities characterized by cultural as well as technological differences. Being a leader of a global virtual team is challenging and it requires excellent management skills. This paper focuses on communication as one of the crucial challenges for managers in global virtual teams, because of differences in their national culture and technology structure. Challenges posed by geographical separation include lack of synergy. Another challenge that managers of global virtual teams face is inability to identify the talents of their employees thus might end up employing a less diverse team. Virtual teams permit organizations to expand their territories thus employ individuals from different backgrounds. However, challenges may arise in the management of virtual teams resulting in ineffectiveness (Mirjaliisa, 2007; Sarker, Ajuja, Sarker, & Kirkeby, 2011). The challenges could be related to several factors. Leadership style is the major challenge. Managers should thus ensure that their leading strategies are in line with the team members’ anticipation. This can be made possible by switching between the different leadership styles depending on the situation at hand (Johri, 2010; Shachaf, & Hara, 2007; Shachaf, 2008; Dorothy, Kayworth, & Mora-Tavarez, 2010; Karen, 2008). The other challenge is the building of trust. The geographical separation often results in a feeling of alienation, which makes it hard to develop strong relationships amongst team members. The lack of strong relationship may result in lack of motivation amongst employees. Trust can be enhanced by setting of clear visions as well as assigning each team member specific roles to play in the team (Chitakornkijsil, 2010; Workman, 2007; Steinfield & al; Oguntabi, 2009; al, 2002; Smith, 2004). Studying global communication challenges is important since it helps in understanding the impact of communication in success of global virtual teams, improve on the communication skills, as well as realize the factors that determine the appropriateness of different communication skills (Chitakornkijsil, 2010; Mogale, 2009). Communication plays a major role in development of trust, which in turn affects the behaviors of members of virtue teams. The disparity in culture and communication techniques results in failure of certain management styles, as they may not align with the cultural expectations of some team members. The difference in culture, geographical location, and time thus affects the operations of global virtual teams (Mirjaliisa, 2007; Mogale, 2009). Overview of Global Virtual Team Global virtue team is a group of individual geographically distributed over different nations but working for a similar goal thus required to meet similar goals and objectives. Due to global demand for qualitative products and services, organizations are forced to utilize workforce across the globe. The teams members may be from different organization thus the hierarchical structure are absent (Katz, 2009). Space, time, organizational borders, cultural and other diversities separate the virtual teams. The greatest challenge in global teaming is setting a parallel vision for the entire team. The virtual teams are separated by time zones, cultures, nationality and organizational differences thus it is challenging to coordinate and allocate duties effectively. Another challenge is creating oneness in the entire team since some members might feel alienated especially if the communication is not effective. Global virtue team are characterized by cultural, racial and ethnic diversity thus the expectations of each member might be different which poses a challenge to the management since they have to try to understand and meet the needs of different members or sub-teams (Katz, 2009). Managers are thus required to evaluate the communication etiquette to embrace diversity in the Global virtual teams. Communication Challenges in Global Virtual Teams For any virtual team to be successful there is need for development of effective communication. The effectiveness of communication in global virtue teams principally depends on the type of communication technology selected since face-to-face communication is impossible. Interruption or postponement in sending of feedback or absence of universal source of reference for the team members poses a challenge to the effectiveness of communication. For proper communication among global virtual team members, there is need for establishing trust, motivation, comfort, and cohesion amongst team members as well as with the management (Chitakornkijsil, 2010). Trust is very important in global virtual team’s virtual teams where members do not meet face to face. This is because they are geographically separated and are socially and culturally different. The building of trust is tricky since it is hard to establish the credibility of team members devoid of face-to-face interactions. The other aspect is comfort, which is the ease of communication and operating in virtual space. Motivation is a critical feature in determining performance of any organization. The lack of frequent interactions among global virtual team members results in demoralization. There is always need to motivate team members by making them more challenged by their roles to improve their effectiveness (Chitakornkijsil, 2010). Cohesion is fundamental for any form of teamwork to be effective and triumphant. However, the level of cohesion in global virtual teams is often determined by trust. Building cohesion is challenging due to the inability of team members to socialize and share information at the initial stages of virtual teaming (Sarker, Ajuja, Sarker, & Kirkeby, 2011). Several factors influence the communication strategies. However, the major factors are that influence the effectiveness of communication in global virtual teams includes cultural background and communication technology. Culture greatly affects human aspects particularly language since people from different cultures use different languages (Chitakornkijsil, 2010). Language Language difference is another example of factors that challenge communication hence effectiveness of global virtual teams. Global virtue teams are characterized by cultural diversity thus, there is need for proper communication skills amongst the team members. The difference in culture results in existence of myths, language differences, as well as stereotype, which may affect the cooperation between virtual team members. Dispelling such divergence requires use of effectual intercultural communication. Communication between peoples from different culture, ethnicity, or races is at times difficult, which results in conflicts between employees or members of a virtual team. Creating or improving intercultural communication in an global virtual teams is quite challenging due to the different barriers that hinder relaxed interactions amongst team members (Chang, Chuang, & Chao, 2011; Katz, 2009). The difference in language is typified by dissimilarity in language, use of words, accent, as well as in use and interpretation of body language. Language poses the chief obstacle in communication amongst members of global virtue teams due to lack of an internationally tacit language. The difference in language results in lack of communication or misinterpretation of verbal communication. A good example is the use of English, which is quite widespread compared to other languages. However, there is a range of English in which similar words are accorded different meanings. The English used in most Asian countries differs from that used in America or even in U.K. Using American English amongst Britons or even Indians may sound sarcastic or even rude (Shachaf, 2008; Katz, 2009). Tone of voice is another aspect of language that differs in different cultures. Different cultures interpret tones differently. For example, soft tones amongst Americans indicate graciousness while loud voice is depicted to demonstrate irritation or arrogance. On the contrary, Italians construe loud as an indication of enthusiasm. If virtual team members from the two cultures were to communicate, misunderstanding will occur if the two are not conversant with the different interpretations (Kayworth & Leidner, 2001/2002). Difference in culture also results in disparity in views on many aspects. A good example is the great emphasis of individualism in the West particularly in United States, which is dissimilar from the great importance placed on family unanimity in the East. Team members from the two cultures might have different point of view on different aspects. Other difference that arise in global virtual teams include the different orientations on the different issues in virtual teams which may be due to cultural, ethnic, racial or language differences (Tavčar, Žavbi, Verlinden, & Duhovnik, 2005). Communication Technology In global virtual teams, Face-to-face communication is almost impractical. However, the need for proper communication is still significant for the success of the team. Most organizations thus encourage use of computer-mediated communication (CMC), which has been enabled by technological advancement. CMC is any type of communication that entails use of computers (Chang, Chuang, & Chao, 2011). Use of computer-mediated communication is valuable as compared to face-to-face communication since the effect of aspects such as tone and accent is eliminated. CMC also facilitate better autonomy of thoughts and expression amongst virtual team members since the prospect of victimization is reduced (Kayworth, & Leidner, 2001/2002; Shachaf, 2008). Use of CMC reduces the possibility of any form of discrimination since the performance of virtual teams is based on productivity and other factors such as physicality are insignificant. There is thus amplified minority expression. CMC also facilitates incessantly communication using different modes such as emails (Chang, Chuang, & Chao, 2011; Chitakornkijsil, 2010). Computer- mediated communication has its shortcomings, which pose threats to global virtual team communication. The CMC method is faced by innumerable technological hitches as well as logistical crisis, which often take time to be managed. Scheduling computer based communication strategies such as video-conferencing is easier said than done. Factors such as time zone obstacle make it difficult to schedule video-based conferences. Another predicament arises since the training on use of computer-mediated communication has to be done in the alienated workforce environments. This is problematic since some recruits might not be in a position to effectively progress at the same pace as the technological advancements due to factors such as generational gap (Chitakornkijsil, 2010; Kayworth & Leidner, 2001/200). Lack of face-to-face interactions amongst team members result in virtual team members designing their own criteria of interpreting information and emotions. Another challenge posed by computer-based communication is the difficulty coordination of events. Some events such as video-conferencing may require participation of external organizations, which may be part of a virtual team making it difficult to get an appropriate time to synchronize events. Cultural diversity is a phenomenon that can be utilized for the benefit of an organization. Employing persons from different cultural background gives an organization a competitive advantage (Chitakornkijsil, 2009). Implication to Managers This considers how managers can deal with the challenge of language differences in virtual teams. It is important that managers understand how to deal with challenges merging from cultural diversity and communication technology to ensure thriving collaboration in virtual teams. Managing virtual teams is quite a challenge and managers require too be adequately equipped with technological knowledge as well as some understanding on different cultures (Jacqueline & Lewis, 2010). There is a great inclination of global virtual team members misinterpreting information of making erroneous assumptions. Several interpersonal challenges may result while using CMC due to absence of verbal cues. These interpersonal disputes may hinder building of trust and cohesion among the team members (Chang, Chuang, & Chao, 2011). Managers thus have a challenge of to learn different cultures and encourage appreciation of the diversity amongst virtual team members to enable them benefit from multicultural workforce (Crosse, 2002). Managers require learning how to keep their promises to enhance building of trust. Managers also require to learn to communicate more often to enable them interpret information from team members more appropriately (Chitakornkijsil, 2010).Managers as well as other team leaders are thus necessitated to amend their leadership styles to enhance building of trust amongst team members (Flammia, Cleary, & Slattery,2010). Virtual team managers are thus required to establish apposite databases to enhance virtual communication. Managers should understand the drawbacks of CMC and ways of coping with such limitations. Managers should also understand the needs of the virtual team members such as need for technological training, and address such needs amicably (Chitakornkijsil, 2009). Managers should also create a positive attitude towards technology among the virtual team. The managers should also create a warm relationship with the team members by keeping in touch and being concerned about other aspect of their life (Chitakornkijsil, 2010; Schlenkrich, & Upfold, 2009). Considerations in Using a Wide Range of Technologies When using the different types of technologies, it is important to consider the cost, advantages of the technology, limitations, and ability of the virtual team members to use such technologies. The issue at hand should determine the appropriate communication strategy. It is important to have a clear understanding of different global virtual communication strategies for effective communication. These include E-mail, phone, face-to-face, videoconferencing, and fax. This is because different communication strategies are appropriate for different situations (Shea, Sherer, Quilling, & Blewett, 2011; Johri, 2010). Limitations and Future Studies Some of the limitations of global teaming are the inability to determine the level of technological expertise, skills, as well as weaknesses among the team members (Daim, Ha, Reutiman, Hughes, Pathak, Bynum, & Bhatla, 2012). 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