Organisational Behaviour for Scattered Geographical Locations

Question: Discuss about theOrganisational Behaviour for Scattered Geographical Locations. Answer: Introduction In order to establish a successful virtual meeting, it is imperative to take care about certain key points. Since there are least chances of having face-to-face conversations to sort out misunderstandings, the managing director must adhere to certain practices while conducting a virtual meeting. The practices that needs to be adapted are discussed below: Our scattered geographical locations Since the lead of the proposed team are from different geographical locations only a virtual meeting will be able to make a proper team coordination. The business head will maintain a continuous focus to the fact that the future meetings are arranged in such a way that it does not harm the private times of our lead members. From the companys end special care would be taken so that all the leads of the team provides their consent in accord to their own preferences. The good part of carrying on a virtual meeting is that the employees would not need to travel so far into other countries. This travelling would not only save time but also at the same time will also save unnecessary expenses and thus, save companys capital (Majchrzak et al. 2014). Meeting challenges Our major members are from different geographical locations. As such, it is quite normal that apart from the timing issue the members would also be facing language constraints. The members are from Mumbai, Sydney, New York and Beijing. Since all the different parts that the business leads are chosen from follow various culture and language practices, it may turn a bit difficult to converse in virtual meetings. It is imperative to understand the ideas and innovation skills of the member. In order to do that, it has been decided that the company will create its own website and design its own video chatting software (Binder 2016). The software will be containing preinstalled translator and all the speech would be auto translated in comfortable language of the leads. This approach would be reducing language problem to a great extent. Handling cross conversations On any given day, there would be minimum four members from Mumbai, Sydney, New York and apart from that the managing director would also be joining he discussion. In such a situation, there is no iota of doubt that there will be clashes among ideas. Other factors like the arguments and debates are no less to mention. In such conditions others leaders may overlook the arguments and statements of the leaders. There may be chaos and discrepancy in thoughts. Such situations if not handled skillfully may turn grave. In order to prevent situations like that the company has decided that it would design the meeting in a different way (Hoch and Kozlowski 2014). That is all the leads and the members will be given chance to speak, counter question, justify their speeches and argue if needed. There will be time slots divided equally among the leads to place their points. Perception of deadlines Once again, the scattered geographical location comes into account. The time zones are different and as such a 5pm deadline would mean different time at the other places. The admin needs to be tactful while allocating the deadlines. The company will also take in to account that the deadlines are not adjusted in ways so that any particular country gets only overnight time to get the work done. The company has decided that the work allocated will be in moderation. Time of whole units, that is 24 hrs or 48 hours will be given to the leads to suggest ideologies for a particular project. Most of the projects will be of long deadlines. However, if there are projects of shorter deadlines the company will take concern that the leads are comfortable with the deadlines. At times, if there are urgency of projects that needs to be get done. In such emergency situations, the leads or the lead that will be handling the projects will be given leave for the next day. The leads will also be having th e benefit of taking bonus in exchange of leave in such critical cases (Nemiro 2016). Conclusion It can thus be concluded that though virtual meeting has certain benefits yet it also has some strong constraints. The key constraints that virtual meetings can have are discussed and the possible recommendations and solutions has also been discussed. If the mentioned solutions are taken into consideration, virtual meetings would be largely successful. Reference List Binder, J., 2016.Global project management: communication, collaboration and management across borders. Routledge. Hoch, J.E. and Kozlowski, S.W., 2014. Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership.Journal of applied psychology,99(3), p.390. Majchrzak, A., Rice, R., King, N., Malhotra, A. and Ba, S., 2014. Computer-mediated inter-organizational knowledge-sharing: Insights from a virtual team innovating using a collaborative tool. Nemiro, J.E., 2016. Connection in creative virtual teams.Journal of Behavioral and Applied Management,2(2).