Components of a Virtual Team
What are the components of a team?  What are the components of a virtual team?  Do all teams perform the same functions?  In reality, there are many types of teams in today’s business world; but what are their similarities?  Can you think of some examples? 
Please read the attached article titled:  Managing a Remote Workforce: Proven Practices from Successful Leaders.

Prepare a two-page summary of this article.  The first page of the article summary should contain a summary of the article itself, and the second page should contain your personal opinions and experiences regarding the issues raised in the article.Prepared by:

James Ware

Charles Grantham

The Work Design Collaborative, LLC

Managing a Remote Workforce:
Proven Practices from Successful Leaders

© Copyright 2010 by The Work Design Collaborative, LLC. All rights reserved.

Managing a Remote Workforce:
Proven Practices from Successful Leaders

A Citrix© GoToMeeting© White Paper

Prepared by James Ware and Charles Grantham

Executive Summary

There are hundreds, if not thousands, of articles, books, blogs, and Websites filled with
advice about how to manage remote workers (or telecommuters, or workshifters, or
distributed teams1

While those slogans do point in the right direction, they tend to be stated as universal
truths even though the real world is full of complexity and varying contexts. Worse, they
don’t begin to deal with why and how companies choose to embrace workforce
mobility. And an organization’s motivations and experiences make a huge difference in
what works and what doesn’t.

). However, most of that advice amounts to broad generalizations or
“bumper-sticker”-like slogans that are well-meant but rather shallow: “Pay attention to
your staff’s personal life,” “Measure what they produce, not how much time they
spend,” “Hold regular conference calls,” “Check in with your subordinates on a regular

Therefore, with Citrix Online’s support and encouragement, we set out to produce a
different kind of understanding about the challenges surrounding the management of
remote workers. Most importantly, we studied the real-world experiences of leading-
edge organizations in order to identify what really works, and under what conditions.

This summary of our research addresses three fundamental management questions:

1. Why do organizations launch distributed work programs in the first

2. What practices and tools do successful organizations rely on to manage
remote staff effectively?

1 We tend to use those terms interchangeably, though there are certainly subtle distinctions among

them. However, our current interest and focus is on best practices in managing people who are in
locations at some distance from their boss. In our judgment, what matters is the distance between
manager and subordinate, not what label someone has put on the job category.

Best Practices for Managing a Distributed Workforce Page 2

© Copyright 2010 by The Work Design Collaborative, LLC. All rights reserved.

3. What critical advice do successful leaders of distributed teams have for
organizations that are just getting started?

In the course of conducting this research we interviewed half a dozen “experts”
(authors, academics, consultants, and leading practitioners) and spoke with even more
actual managers and change agents who have designed and implemented distributed
work programs. This analysis of corporate best practices is their story.

Drawing on those c

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