Managing a Remote Workforce (Conflict Management). Many companies, especially multi-national firms, use virtual teams whose interactions are facilitated by remote access to the company’s networks, information systems, and databases. Teams may communicate via email, discussion boards, teleconferencing / telepresence systems, etc. 1. How can you use technology to facilitate teams and manage people remotely? 2. How do you manage interpersonal conflict in a remote workforce? Do your conflict management strategies need to adapt to differences in modes of communication (e.g. email vs. discussion boards vs.online meeting rooms)? Why or Why not? 3. When managing remote teams, it is also important to consider differences in national laws and required / permissible monitoring of networks and network traffic. If the host country (where a remote employee lives / works) monitors network traffic, how can a multi-national company maintain the security and privacy of its information and intellectual property?

    Managing a Remote Workforce (Engagement Conduct)

    Communications is the best resources of managing commonalty from a digital collaboration whereby the team members are unified. A overseer can complete the most operative despatch ce productivity and creativity. Email and teledespatch are the most fertile cems of despatch that can be used by a overseer in managing a team remotely. Managing interpersonal engagement requires conduct strategies that husband fixed manoeuvre ce fertile completion solving (Armstrong et al., 2002). In this subject, consequently, the divergent modes of despatch are to-boot relevant to contravene the engagement. Despatch conquer augment intellect hereafter is operative in resolving a engagement. Security and retirement of advice and metaphysical estate can be achieved through a fasten VLAN (Chan et al., 2007). This can to-boot be achieved through fasten emails and phones lines that can to-boot guard metaphysical estate and advice.

    References

    Armstrong, D. J., & Cole, P. (2002). Managing distances and differences in geographically select workgroups. Select work, 167-186.

    Chan, J. K., Beckman, S. L., & Lawrence, P. G. (2007). Workplace design: A fantastic overseerial obligatory. California Conduct Review, 49(2), 6-22.