The paper "Ferrazzi’ s Four Must-Haves" is an outstanding example of a management literature review. A virtual team is a group of sub-teams or individuals interacting by means of co-dependent tasks, which are guided through normal work and purpose across connections fortified by technologies, communication, and information. Besides that, virtual teams can be defined as teams with geographically dispersed members who principally coordinate their work by means of electronic ICTs (telephone, e-mail, and, video-conferencing). Given that the marketplace has become very competitive, virtual teams symbolize the increasing response to the demand for rapid solutions to multifaceted problems at organisations, low-cost, and fasting time-to-market.
More importantly, Virtual teams facilitate organisations to amass the employees’ and non-employees’ expertise as well as talents through the elimination of space and time barriers. These days, business organisations are investing heavily in virtual teams with the objective of improving their competitiveness and performance. As pointed out by Ferrazzi (2014, p. 120), the value of creating virtual teams is obvious; for instance, it enables employees to manage their personal and work lives flexibly. Furthermore, the virtual team offers employees an opportunity to interact with colleagues across the globe.
Still, virtual teams come with a number of challenges such as feelings of isolation and trust issues. Therefore, to get virtual teams' rights, the organisation must focus on Ferrazzi’ s four must-haves: the right touchpoints, the right team, the right leadership, as well as the right technology. With a view to these four must-haves, this paper seeks to critically discuss how they can be applied in a virtual team. Furthermore, the piece evaluates examples of where virtual teams have been successful and unsuccessful. Body The Right Team Ferrazzi (2014, p. 121) is of the view that the composition of the team is always the beginning point.
He maintains that when creating a team, a person must consider not just the right people, but also the right roles as well as the right size. That is to say, the members of the virtual team should have a suitable set of abilities, like work independently, high emotional intelligence, and effective communication skills. Ferrazzi (2014, p. 121) further maintains that sensitivity to as well as awareness of other cultures is crucial when creating global virtual teams.
With the view of roles, Ferrazzi proposes a framework defining different tires of team members: outer, operational, and core.
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