The virtual team: creating and managing communication across the globe
To: Team members of ‘KidsEats’ project
From: Jane Wilson
Re: Virtual communication about the project
Hope you all are doing well. According to the dieticians and nutritionists De. Jeremy Jones, the recently launched campaign and initiative ‘KidsEats’ needs to be promoted among the children and students for maintaining healthy food and eating habits.
As the team members of the project belong to the diversified countries, maintaining the virtual communication on regular basis assist the manager to demonstrate each and every aspect of the project.
Initially, a conference call will be arranged on 08.09.2019 at 2 PM, UK time.
The schedule of the call is designed in such a manner that all can attend the virtual communication as it is placed during day hours and office timing for all the employees.
The main agenda for the meeting is to discuss the strategic alignment for making the product popular among children.
Being a member of the business team, you all are invited to propose your idea about the progression of the marketing of the newly launched product for making it popular.
Being the social media manager, I am inviting you all to attend the conference call for further information about the business process and feel free to communicate in case of any issue.
The success of the ‘KIdsEats’ has depended on your hard work and effort.
Feel free to contact me in case of query.
As the team members of KidsEats have belonged from different cultural and social background, the working process and mind-set of the employees have also need to be considered for executing the work process without facing any issues.
The virtual communication style has been followed which is executed through using Skype, Whatsapp or Google drive and the exchange of documents has also been accomplished through the virtual medium.
The interpersonal concern is not prioritized but negotiation and problem-solving ability have been demonstrated through mail chat (Farndale & Sanders, 2017).
The employees need to be instructed to think about the increased market opportunities for the KidsEats program which assists the business to gain popularity.
The mind-set of the other country citizens are different and the factors for choosing the children’s products are also evaluated for inclining the product into that dimension.
The role of the team members must be distinguished and allocated according to the field of expertise.
Maintaining regular communication between employees helps to identify the potential issues related to the market or expertise.
The strategies are needed to be formulated for enhancing the efficiency of the team members through maintaining regular communication (Tjosvold, 2017).
The differences in custom are also considered as an important factor that is to be communicated on regular basis for applying the pricing strategy.
The positioning of the KIdsEatsneeds to be executed by evaluating the external factors of the country.
However, the rules and regulations are also needed to be followed for achieving the goal systematically and in disciplinary action. The conflict-related to business processes is solved through the decision-making ability of Jane which adds value to the employees.
Cross-cultural competence is characterized as the ability for evaluating and understanding the perspective of the people that assist the businesses to engage the employee into the work by adding value to their culture (Nadeem, et al., 2018).
The cross-cultural characteristics that are to be followed for executing the demands of employees comprise focusing on goals, respect the cultures, managing attitude towards culture, implanting new culture, developing reliable communication, formulating the cultural clarification of behavior (Reichard, et al., 2015).
These are the skills or attributes which are to be followed for regulating with business processes of KidsEats.
The goal of the team is to make the campaign successful for the beneficiaries of the citizens especially children which are processed through grabbing attention of the citizens about the product.
As the employees have belonged from the diversified field, they must be from wide cultural background and adding cultural value to the employee assist them to enhance the engagement into work (Nadeem, et al., 2018).
The communication between employees also needs to be maintained for completing any assigned job as a team.
Moreover, regular reporting of the work in progress also assists the manager to undertake suitable strategy and implement it in the business context.
The attitude and behavior of the manager must be aligned with cultural value of employees and opinion of sensitive content must be avoided for removing any type of conflict.
As the team members will be connected through virtual medium, the key tasks and processes are delivered through digital mode which requires high level of involvement with online medium.
The employees should express their opinion only related to jobs and the opinion of all the team members are also added value (Alizadeh & Chavan, 2016). Maintaining regular interaction about the work in progress also enhances the motive of the staff to complete the task.
The conflict between the employees has been resolved by the manager as the decision-making ability is bound to the manager.
Proper justification and description related to any work process or decisions need to be delivered for achieving the business goal.
Proper training and development program is needed to be arranged for delivering the effective process to perform the regular tasks (Luo, 2016).
Teamwork culture is prioritized which includes assistance between employees for completing the business process of KidsEats. The aspect of the children and their demands are also evaluated to implant the product or service line-up in that direction (Kroon, et al., 2015).
The delivery of respect attitude without blaming anybody help to assure the success of the planning of cross-cultural training and the business proposal KidsEats.
Alizadeh, S. & Chavan, M., 2016. Cultural competence dimensions and outcomes: a systematic review of the literature. Health & social care in the community, 6(24), pp. e117-e130.
Farndale, E. & Sanders, K., 2017. Conceptualizing HRM system strength through a cross-cultural lens. The International Journal of Human Resource Management, 1(28), pp. 132-148.
Kroon, D., Cornelissen, J. & Vaara, E., 2015. Explaining employees’ reactions towards a cross-border merger: The role of English language fluency. Management International Review, 6(55), pp. 775-800.
Luo, Y., 2016. Toward a reverse adaptation view in cross-cultural management. Cross Cultural & Strategic Management, 1(23), pp. 29-41.
Nadeem, S. et al., 2018. Examining cross-cultural compatibility of high performance work practices. International Business Review, 3(27), pp. 563-583.
Reichard, R., Serrano, S., Condren, M. & Wilder, N., 2015. Engagement in cultural trigger events in the development of cultural competence. Academy of Management Learning & Education, 4(14), pp. 461-481.
Tjosvold, D., 2017. Cross-cultural management: foundations and future. 1 ed. London: Routledge.
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