Ways to Manage Geographically Dispersed Teams

1. Use of technology to communicate and to tie the team together:
   Team members spread around the world often find it difficult to visualize and identify with the wider team they are part of. Apatrapa is already utilizing technology to improve communication. It could extend this to the use of shared resources held on a central server, for example, an intranet. Communication is key to managing any team as it allows information to flow and for relationships to be built. Geographically dispersed teams are no different – it is just the type of communication that is different (being more often electronic rather than face-to-face). The team manager must be creative in their use of technology and willingness to use it. They should identify the types of communication which work best for their team and use them wherever possible.
2. Consistent induction and training processes:
   It is important that all team members work in a similar way and all have the same understanding and knowledge. This can be difficult to achieve with team members based in different locations. A single, consistent induction and training program can help ensure consistent levels of expectation, knowledge, and performance across the whole team.
3. Clear lines of authority and role responsibility:
   A person’s authority and responsibility are often communicated in part by their personality and ‘in-person’ interactions with others. With geographically dispersed teams, relying upon electronic communication, these clues and informal discussions to establish responsibility are often absent. It is essential therefore that all team members are aware of the team structure, roles, and responsibilities – these must be clear and available for all to see. For example, in global organizations, it is essential people know who is responsible for a particular customer or contract that operates in different regions.
4. Be aware of possible cultural differences:
   Employees who live in different locations and cultures may have different personal goals. For example, some cultures are more work-focused than others, with the achievement of promotion and status as a key motivator. A manager of a geographically dispersed team should be aware of differences between the goals of individuals within their team and try to ensure all act in a way that helps achieve the organization’s goals. This may require devoting more time managing and mentoring employees than if they were in one central location.
5. Build team spirit:
   Building a sense of team spirit and cooperation can be more difficult when team members are spread around the world. Employees who only communicate by email or other electronic means do not share the spirit of collaboration to the same degree, and communications become more pressured in tone and demands. For example, an employee may only hear from another when their work is late or something has gone wrong. A manager of a dispersed team should encourage collaboration between employees. This may be achieved through face-to-face team-building events but could also be achieved through giving employees projects to achieve as a team.

(5 points well explained @ 2.4 marks each = 12 marks)