Effective Leadership in Virtual Workplace

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To: President Smith Re: Virtual teams In light of our recent expansion into India, it is only natural to desire the success that we have garnered through a team-based workplace in the U.S. is translated into our new international venture. Virtual teams, or teams in which the members from our home-based office would be working on the same projects as those in India, would enable us to generate mutual synergies between the two newly-united branches. Members of the Indian team would have the cultural knowledge of the intricacies of doing business in their homeland, as well as new areas of expertise and knowledge from which our American employees could learn. Our current employees in the U.S. could help orient their Indian counterparts in our organizational culture. However, there are legitimate concerns about virtual teams. First and foremost is the commitment factor: people often feel less committed to individuals whom they have not met personally, face-to-face. Virtual teams must keep in regular contact through email, chatting, and ideally through some 'real time' video conferencing. The team leader should require daily or weekly contact between all team members. There should be requirements regarding deadlines in terms of how long members have to respond to messages. The first meeting should be in the form of a video teleconference so employees can 'put a name to a face' and feel more invested in the process. Video conferences should also occur regularly, at an hour
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