" (Katz and Lazer, nd) the following chart illustrates both the 'functional' and the 'network' need. Functional and Network Need of the Team

Source: Katz and Lazer (nd)

In the work entitled: "Building Blocks for Teams" published by Penn State it is stated that there are "...several configurations for a virtual team, but probably the most important characteristic is that the members cannot always meet face-to-face for one reason or another." (Penn State, nd) This leaves teams members relying on "information technology, such as e-mail, chat systems, instant messaging or even the phone or fax to communicate." (Penn State, nd) the following steps are suggested in the beginning of building the virtual team:

Make sure that the first meeting is face-to-face or via audio so that the team members have the change to meet and connect a face with the name of the individual;

Require the team to share their daily schedules with one another so that team members know when to expect a reply from one another;

Require the team to create a contact directory;

Encourage the members of the team to share brief bios with on another.

It is important the ground rules be set out for email communication between team members. The following are suggested as ground rules for email by Penn State:

Establish a maximum time limit for a reply to a message

Determine which medium will be the primary one used for communication by the team;

Make sure that a common file space exists for the team members;

Establish naming conventions and locations for posting material to review;

In the case revisions are needed a coding system to indicate revisions should be created;

Team members should be encouraged to disagree privately and not involve the entire group. In the case of a serious disagreement, a phone call or face-to-face meeting is preferable.(Penn State, nd; paraphrased)

SUMMARY and CONCLUSION

Building...

However, the manager who is aware of the limitations placed upon the working relationships of team members who do not actually know one another personally is able to avoid many conflicts through proactively bringing the team members together on a regular basis for discussion via email, chatrooms or other means of communication. Coordination of team member's communications when the team members are in various time zones is also another issue that the manager must take into consideration. This is proactively dealt with through establishing rules for response to emails and communications whether it is 24 hours or a longer period of time. Cultural issues have also been identified as barriers to effective team-building however, this too can be overcome with proper planning and proper initiation of the team in the beginning to their fellow team members cultural roots. Conflict is a given therefore, there cannot be a total avoidance of conflict but instead there should be ground rules established for dealing with conflict among the members of the team.
Bibliography

Building and Leading Virtual Teams (2005) Contour Consulting. April 2005

Katz, Nancy and Lazer, David (nd) Building Effective Intra-Organizational Networks.

Wasserman, S. & Faust, K. 1994. Social network analysis. Cambridge, MA: Cambridge University Press.

Newman, Laurel Vaughn (2005) Building Effective Virtual Teams: Using Selection Interviews and Peer Assessment. 18th Annual Conference on Distance Teaching and Learning.

Building Blocks for Teams: What is a Virtual Team? (nd) Penn State - Teaching and Learning with Technology. Online available at http://www.gsb.stanford.edu/news/bmag/sbsm0305/feature_virtual_teams.shtml

Organizational Behavior: Building an Effective Virtual Team