Q.1: How do the communications needs of a virtual differ from those of a more traditional office worker?
Ans. Comparative to traditional situations, communication practices that happen in virtual environments are likely to be swift, personalized, larger in size, added prescribed, and further relationship-centred. Automatically facilitated workers have been established to face additional trouble in conveying sense of facts and handling response in conversation as paralleled to those of a traditional office worker (Bleecker 1994). In a virtual workplace, workers do their jobs staying at their own homes, a leased office or a bigger, joint office block. Intended for conferences, many workers use software such as GoToMeeting or Webinars that facilitates them to see all the participants on computer displays instead of moving from their own tables. Virtual communication needs to be satisfactory, regular and strong sufficient to please both the manager and the worker. (Chesbrough and Teece 1996)

Q.2: How might a manager's communications style need to change when supervising a virtual worker?
Ans. Through virtual setting, a modification arises in communication style of a manager to supervise a virtual worker. He has to be self-initiators and self-organized. It is essential not to depend on exclusively on electronic mails. Managers should acquire how to behave actively in audio conferences, and to bring a sense of balance in e-mail, video and audio meetings, and communications. Planned virtual assemblies are necessary and presence must be obligatory firmly to make sure that all workers contribute. (Finholt and Sproull 1990). This is vital that to be operational in these settings, managers need to never ignore following: * Move from a emphasis on deadlines to a concentration on outcomes * Identify that virtual offices, as a substitute of requiring less managers,