Introduction
Today's highly competitive global business environment requires organizations to continually adapt to maximize strengths and leverage opportunities. As such, Virtual teams have proven to be an effective way to do that. Operations of a virtual team are not hampered by the common constraints of distance and time. They use technology to their advantage, lowering costs, reducing project timelines, and improving performance . Such teams hardly ever have face-to-face contact. This reason requires of members special abilities to enable them to work in cross-boundary environments. Many companies adopt this method of collaboration but do not know the ingredients for success. Organizations that aspire to succeed in the present and future global business environment have to embrace the idea of virtual teams working across boundaries. The unique skill set or leadership talents in virtual teams are skills increasingly desired by organizations. However, it takes more than these skills to build successful virtual team collaboration. According to Duarte and Snyder (2006), there are various types of virtual teams which are classified according to the composition, mission and type of tasks assigned. They include;
Networked Teams
Such teams are commonly found in companies that have high-end technology. It comprises of individuals that are working across time and distance towards a similar objective. These individuals may not even be aware of other team networks or players they are working with. They are called upon in times of urgency and when the challenge can not be solved at one location. Uwezo Consultancy firm received a project to identify the mistakes the client was making in data submission. However, the firm did not have all the resources at that time ( Caldicott, 2013). ). They were able to reach out to their external partners in a networked team and they delivered to their client.
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Parallel Teams
A parallel team differs from a networked team in that its composition is distinct. Members usually work together for short periods of time to achieve set goals. They are common in multinational companies that operate globally. These teams are also eventually used domestically. This is where resources cannot be accessed in one place. Future International is a company that works globally ( Caldicott, 2013) . It frequently seeks the services of parallel team to solve some challenges
Product Development Teams
These teams work for relatively longer periods of time. Unlike parallel teams, they are tasked with the duty to not only give reports but also give recommendations. Members may move on to other ventures once they complete a project. Team members also work across boundaries, time and distance.
Management Teams
This type of team is separated by distance and time, Duarte and Snyder (2006). They exist in companies that operate globally and are located in many parts of the world. They work together in constant patterns through methods like video conferencing.
Action Teams
These are teams that work in response to emergency situations. Most news rooms use this team to report during coverage of special events. Such teams also cross time and distance in their line of work. These teams do not always achieve success. There are several factors that contribute to the success of a virtual team. Duarte and Snyder (2006) have identified seven critical success factors for virtual teams to succeed.
Human Resource Policies
Human Resource departments are a necessity in any organization. They are tasked with the important responsibility of employee acquisition, training and welfare provision. For an organization that has Virtual Collaboration program, it should have human resource policies that allow the teams to function accordingly. Where team members have the perception that Virtual collaboration is no a viable career path, the team leaders should step in to assure them. This can be done by offering these members good career opportunities and promotions. This will help to show that virtual teams are just as important as traditional teams. Virtual teams work on a cross-organizational environment. Duarte and Snyder (2006) recommend that organizations come up with structures to recognize and reward members of virtual teams. Leaders ought to develop objectives and targets for the teams to enhance teamwork. Productivity levels must be noted to reward results. This is because in a virtual environment, it is not easy to note the effort, results and dedication of some members, and this may go unrewarded.
Members can be rewarded through various means. One way is by on the spot recognition by giving bonuses and awards. Their achievements can also be made public through websites or in public publications. This will go a long way in recognizing people in the virtual setting. It also important to note that the organizations should put in place policies that ensure that virtual team members have access to resources ( Hernandez, 2007 ). They should have access to electronic communication systems that allow the team to work efficiently form any location.
Training, Education and Development
One of the reasons for the underperformance and failure of cross-boundary collaboration is lack training. Organizations spend a lot funds on acquiring the necessary technology and firmware for cross-boundary activities but do not train members on how to use them. Educating members on such is vital for the success of the enterprise. Duarte and Snyder (2006) note that there should be a formal training curriculum and a continual training and technical support. Training on how to use technology, however is not enough to produce success. Leaders should facilitate meetings using various means. Training in facilitation skills should anchor the training process. The training process should also be carried out in a way that all members are educated. This measure ensures a balance in the quality of work among members.
There are also many firms that offer consultation services on virtual team building. Organizations should reach out to such firms for guidance. They should also work towards establishment of platforms to allow sharing of knowledge and data. Data should be shared adequately and in good faith to help foster trust and respect. Lessons learnt in the process will be kept on these platforms to enable better results. This will further the efforts of expanding the capacities of virtual collaboration.
Standard Practices of an Organization
Organizations should work towards developing and ensuring that standard organizational processes are adopted. This processes will help save the time taken to start a project and would get rid of the need for re-invention whenever a new team forms. These practices have to be flexible so that teams can adapt to them quickly depending on their task requirements. Common organizational processes include defining what is required for a project to be completed. This helps chart out a way forward. Secondly, there should be an estimate of what the process would cost. After this is done, the necessary equipment is procured and a project plan is put forward. The results are then documented and stored for reference in a report. When this is done, all that is left is to control the project depending on the variations of work. Organizations should also try to have the right software to use for each project. It should also seek to establish processes that have been agreed upon to handle emerging issues such as conflict resolution, team norms and communication protocols. This would avoid confusion when such cases arise as there would be set out guidelines.
Electronic Collaboration and Communication Technologies
Team leaders have to ensure that the electronic communication and collaboration technology available meets the needs of the team. They should also ensure that the organization is ready to support any requirements that may arise. Introduction of advanced collaboration facilities like video conferencing is vital. There are conditions that an organization has to meet to ensure progressive collaboration. For instance, an experienced, respected and well funded Information Systems staff has to be in place. The staff should always be working to maintain, install and support collaboration systems at strategic locations (Duarte and Snyder 2006).
The organization should be committed to ensuring that all personal computer systems are kept up to date. This should be done regardless of a person’s title or duty. If this is not done, the costs of updating and time pile up overtime. This will likely cause a drop in performance in the affected area leading to an overall lapse in productivity of the team. An established and well maintained corporate network system should be in existence. If an organization does not have these conditions in place, it should consider adopting a simpler technological system.
Technological standards adopted should meet the mission and objectives of the virtual team. For cross-border teams, facilities like video conferencing should be available. There should also be interactive email platforms to help in the sharing of knowledge and data. Availability of touch up phones helps to overcome the constraints of distance. The skills applied in using these collaboration technologies should be distributed equally in all geographical locations. Performance lapse will be noted in locations where members do not have enough skills to use these technologies. These technologies should be available to all members of the team in all locations. There was a two day delay in submission of reports at a Kenyan firm because one of the offices did not have working internet facilities. Technologies that facilitate collaboration and efficient communication should be catered for in the budget of the team. It should be sufficient to cover operational cost, equipment acquisition and any emerging issues. There is no denying that the fast growing technology is vital to the success of virtual teams.
Organizational Culture
Organizational culture is ideally defined as the set of norms that regulate how knowledge, information and data is shared. Shared leadership, responsibilities and cross-boundary collaboration is also regulated. This totals to operating with respect together with individuals from foreign cultures, keeping to criticism that is useful and sharing information and data. It sets the standards which virtual team members work together. How an organization fosters or impedes trust reflects in the team’s performance. Trust is built of many constructs such as good faith, morality, competence, commitment and expertness. A member’s cultural background influences how the individual communicates (Wellington, 2012). To attain good virtual team collaboration, all members must participate from the beginning of the project.
Organizations must promote cooperation and teamwork. It takes a lot of management efforts to foster a proper working environment that accommodates diversity and technological challenges. Duarte and Snyder (2006) notes that trust can be eroded by cultures like untimely sharing of data, selective treatment of members and hoarding of information. A cyber security firm in Uganda recently faced a significant drop in productivity because one of its branches was not receiving vital data due to its regional location.
Leadership and Support of Virtual Teams
Success of a virtual team depends on the organization’s willingness to offer leadership that fosters a culture that values cooperation, communication, and makes good use of diversity (Duarte and Snyder, 2006). Managers and team leaders must be flexible to change and support virtual cooperation.
Team leaders and members can assist managers develop positive attributes. These include conceptual clarity, courageous actions and caring empathy. They can offer advice on the four categories of leadership that include; communication, establishing objectives, sharing resources and demonstrating desired behavior. It is imperative to communicate throughout the organization that collaborating with global partners is not a passing fad but is a new trend in doing business. This assertion can be achieved by assigning virtual teams projects of high importance. Virtual teams need concise guidelines to work by. Leaders have to set clear objectives and goals which the teams should strive to achieve. At Magic Global Computer Solutions, each team is given a set of goals to work for in solving a clients’ problem (Wellington, 2012). In the end, these goals sum up to attain one main objective; satisfying the client.
Chartering a virtual team to work in an under-funded environment is a recipe for failure. Time and money should be allocated accordingly towards member training, equipment acquisition and to aid travel for face-to-face meetings. Resources should also be allocated for maintaining collaboration channels. The most important aspect of leadership according to Duarte and Snyder (2006) is their ability to model behaviors they expect from employees. They should not expect behaviors that they do not exhibit themselves from their juniors.
Team Leaders and Team Member Competencies
Virtual Collaboration does not involve face-to-face contact. This sets upon team leaders a huge task of building trust and tolerance in situation where such trust is improbable. This requires the leaders to have extra competencies that set them apart from the traditional team leaders. Duarte and Snyder (2006) outlines the talents like being able to coach or manage performance in this environment. Secondly, they could posses the ability to discern appropriate technology as well as offer leadership in a diverse environment. Team leaders also should be able to help transitioning members and build trust within the team.
Team members are also expected to have a different set of competencies to allow them to be productive in a virtual collaboration. As they cannot come to face-to-face contact with other team members, these competencies will help them to develop a good working relationship. These competencies vary according to the type of projects being undertaken, mission and composition of the team. Duarte and Snyder (2006) outline some of these skills to include having personal boundaries, techniques to manage projects and using personal awareness among others. Continual development and education of members will help them improve even more which will help them to participate productively in virtual collaboration.
Conclusion
Virtual Team Collaboration is fast being adopted as an effective way of doing business and fostering partnership. Organizations that strictly observe these factors have a high chance of being successful. This relatively new way of doing business is the way of the future as it offers more returns relative to input. Several organizations have immensely profited from adopting Virtual Collaboration.
References
Caldicott, S. M. (2013). Midnight Lunch: The 4 Phases of Team Collaboration Success from Thomas Edison's Lab . Hoboken, N.J: J. Wiley & Sons Inc.
Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed (3rd ed.). San Francisco, CA: Jossey-Bass.
Hernandez, G. (August 01, 2007). Book Review: Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed. 3rd ed. Technical Communication, 54, 3, 364-365.
Wellington, P. (2012). Managing successful teams . London: Kogan Page.
