SUMMARY

In the Virtual Office environment, managers must be prepared to make some adjustments to their styles and approaches to ensure success. The results of the literature search indicate that there are some key areas which require special attention when managing telecommuters.

Planning is Key

The key management attribute that requires special attention is the planning function. The managers of telecommuters feel that proper planning is essential. Their survey responses revealed the need to establish goals and objectives and set aside scheduled time to review developmental needs and educational opportunities with the telecommuter. They recommended that planning identify support resources required to ensure that all equipment is fully functional prior to establishing the home office as well as to act as a source of ongoing technical support as needed. When starting the telecommuting program, managers need to plan for the telecommuter's regular "in office days" and "face" time and identify plans to establish an ongoing dialog and involve them in the work group activities.

Key to Managing is Paradigm Shift

Many managers must make some fundamental changes to their management style to be successful in the virtual office. They must shift from observing the work getting completed to a more participatory style of management that primarily focuses on the results achieved and less on the techniques utilized to accomplish the goal. The new role requires the manager to enable and empower the worker to complete their tasks. The manager must have trust and confidence in the telecommuter's ability to achieve the expected results.

Self Motivated & Knowledgeable Employees Important

Most managers feel that one of the critical success factors to a successful telecommuting program is to ensure that the telecommuter is self motivated and possesses adequate job knowledge and skills. Employees with the right attitude who believe in the mission and feel that they have control of their agenda are likely to succeed in this environment. Telecommuters with these traits will flourish in a company where the corporate culture and strategic vision place a higher emphasis on the achievement of the goal , rather than the specific methods used to achieve it. Managers must be committed to teaching the employees how to use new technologies associated with their jobs and to work with the telecommuter to identify career and professional development goals and educational opportunities.

Communications & Involvement Critical

Finally, the literature search and the survey results clearly indicate that communications and involvement on behalf of both the manager and the telecommuter are essential for this alternative work arrangement to benefit all parties. These elements are certainly important in the traditional office environment but they become absolutely necessary for the telecommuting program to survive. With the reduction in face-to-face and personal interaction, additional emphasis must be placed on these two areas to develop and enhance the long distance relationship.

Managers must include their telecommuters in all group meetings, social events and special occasions to ensure that they are viewed as fully contributing members of the team. All office information, memos, and policy changes must be communicated in a timely and convenient manner. Both parties should jointly establish goals and objectives and then determine ways that progress can be monitored and communicated on an ongoing basis. Regular "in office" days should be established so that the organization knows when to expect the employee and so that the manager can provide coaching and feedback "in person" to supplement the electronic communications.

SURVEY QUESTIONS

Background

1 What size company do you currently work in?

2 How many years have you been a manager?

3 How many years have you managed telecommuters?

1: General Information

1.1 Which managerial skills are most important when managing telecommuters?

2: Planning

2.1 Which processes for setting performance objectives are the most effective with telecommuters?

2.2 Which of these are utilized to provide the necessary support to telecommuters?

3: Organizing

3.1 How do you successfully assign work when using telecommuting?

3.2 What types of work are most suitable to telecommuting?

3.3 How do you address technical support issues for productivity in the virtual office?

3.4 How do you ensure that telecommuters have ready access to the necessary information, expertise and office support?

3.5 Which traits are most important to ensure success as a telecommuter?

3.6 How do you provide growth, training, and development for telecommuters?

4: Controlling

4.1 How do you keep the supervisor/organization informed of the telecommuter's activities and accomplishments?

4.2 How do you ensure effective communications with the telecommuter?

4.3 How to convey organizational culture, policies and procedures to telecommuters?

4.4 How does the organization implement reviews and rewards to include telecommuters?

4.5 How does the supervisor change his/her supervision style to accommodate telecommuters?

4.6 What techniques can be employed to ensure that a balance exists between the telecommuter's professional and personal life?

5: Leading

5.1 How do you coach/mentor a telecommuting employee?

5.2 How do you inspire and enable telecommuters to accomplish their tasks?

5.3 How do you build a sense of "team" and ensure that telecommuters are treated as an equal member of the work group ?

5.4 How does the organization ensure the telecommuter is visible in the workplace?

5.5 For rewards and motivation, which motives are important in telecommuting?

5.6 Which of these statements are most applicable to the telecommuter?

6: Coordinating

6.1 How do you keep the telecommuter informed of team, project, and corporate information?

6.2 How do you coordinate and maintain a work group with telecommuters?

SOURCES FOR FURTHER HELP

Bell Atlantic. 1993. A Common Sense Guide for the Telecommuter. 3 vols. Vol. Book 1, Home Is Where the Office Is. Silver Spring, MD: Bell Atlantic.

BellCore. 1993a. Establishing Telecommuting Policies and Guidelines. Edited by B. Atlantic. 3 vols. Vol. Book 2, Home Is Where The Office Is. Silver Spring: Bell Atlantic.

BellCore. 1993b. Telecommuting & You - A Telecommuter's Handbook. Edited by B. H. Resources and I. T. C. the Clean Air Act Compliance Team, Bellcore TEC NJ, the ISDN Project Management Team: Bellcore.

Boyatzis, Richard E. 1982. The Competent Manager: A Model for Effective Performance. New York: John Wiley and Sons.

CoTAC. 1992. Telecommuting: Meeting the Management, Environmental, and Family Needs for a Changing Business Environment. Denver, CO: Colorado Telecommuting Advisory Council - City and County of Denver.

Department of Transportation, U.S. 1994. Orientation To Telecommuting Trainer's Guide and Participant Workbook. Washington, DC: Technology Sharing: A Program of the U. S. Department of Transportation & U. S. General Services Administration.

Dutton, Gail. 1994. Can California Change Its Corporate Culture? Management Review (June):49-54.

Geber, Beverly. 1995. Virtual Teams. Training April:pp. 36-40.

Kanter, Rosabeth Moss. 1989. The New Managerial Work. Harvard Business Review (November/December).

King, R. T. 1994. The Virtual Company. Wall Street Journal, November 14, R12, R18.

Moskowitz, Robert. 1993. How To Increase Your Personal Effectiveness and Job Satisfaction By Telecommuting Vol 1. Edited by R. Moskowitz. 2 vols. Vol. 2, The Official Handbook of the American Telecommuting Association. Washington, D.C.: American Telecommuting Association.

Pacific Bell. 1992. Telecommuting Resource Guide: Pacific Bell / A Pacific Telesis Company.

Schellenberg, R. 1994. Telecommuting at BC Systems. Paper read at Telecommute 94, October 26, at San Francisco.

Smart Valley Telecommuting Team. 1994. Smart Valley Telecommuting Guide. In Smart Valley, Inc. URL: HTTP://www.svi.org/: Smart Valley, Inc.

Spigai, Joseph. 1994. Project Management. Paper read at XTMAN IV - Semester 3, at College Park, MD.

Verespej, Michael A. 1994. The Anytime, Anyplace Workplace. Industry Week, July 4, 37-40

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