Imagine
waking up ten minutes before work and strolling into your office wearing your
pajamas. This isn’t a dream; it is a reality for virtual companies. Virtual companies, also known
as distributed companies, allow their employees to work
directly from their homes. Automattic, the provider of “WordPress blogging
software,” (Kopytoff) is an example of a successful distributed company. Automattic
employees communicate through a blog with various discussion boards, organized
by task or issue. Other forms of communication include Skype and instant
messaging. All meetings are recorded and broadcasted. The main goal is to
ensure that all employees are in the loop and aware of all projects and
plans.
I acknowledge the positive aspects to
the distributed model. Virtual companies can cut costs with smaller offices or
even no offices at all. The company can hire the best employees, regardless of
their location. Salaries can be reduced because they are based on the
employee’s current residence. Employees can cut out commuting expenses. Especially
in the current economic state, many businesses may be attracted to the virtual
model.
But personally,
I do not believe that virtual companies will remain successful in the long run.
According to the Businessweek
article, the “distributed model appeals almost exclusively to small businesses”
(Kopytoff). If a business begins to expand into a larger corporation, it will
be extremely difficult to transition. The challenge of transitioning was proven
by the publication Inc., which
experimented with the virtual model for one month. The employees had trouble
adjusting to working from home, often finding themselves overworking and
missing meals. Many people already have difficulty separating their work from
their home life and the distributed model blurs the lines even more. After one
month, the majority of the employees surveyed did not favor the virtual model.
One setback
that is not covered in the Businessweek
article is the legality behind virtual company salaries. Although salaries will
most likely decrease, the company’s legal fees will increase. Since the
employees are from various states, the company must adhere to each state’s laws
and taxes. The company will have to hire a lawyer to ensure all rules are being
followed.
Another
negative aspect to the virtual company is the lack of face-to-face
communication. There are no brief hallway chats or post-work dinners. These
small daily interactions are what can help make work enjoyable. Inc. attempted to create a “virtual
water cooler” (Chafkin) through Skype and video conferencing, but employees
felt like video chatting with no purpose was a waste of time. Although the lack
of distraction can make a worker more productive, it is difficult to establish
a bond with a co-worker hundreds of miles away. Without the feeling of a
team, employees may be inclined to make decisions independently rather than
consulting with others.
Overall, I
believe that the virtual model may work for some small businesses that are
looking to cut costs. But although expenses are decreased, it is not
worth sacrificing a communal work environment, which helps employees focus on
working together towards a common goal.
Sources
Main article:
http://www.businessweek.com/articles/2012-09-04/why-some-company-offices-are-virtual#p1
Supporting article:
http://www.inc.com/magazine/20100401/the-case-and-the-plan-for-the-virtual-company.html
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