000			02060pab a2200205 454500
008			140923b0 xxu||||| |||| 00| 0 eng d
040			_cWelingkar Institute of Management Development & Research, Mumbai _aWelingkar Institute of Management Development & Research, Mumbai
041			_aENG
082			_a _bMul
100			_aMulki Jay
245			_aSet Up Remote Workers to Thrive
250			_a1
260			_a _bFall 2009 _c0
300			_a63-69 Pp.
490			_v51
520			_aDuring the last decade, virtual work -- professionals working remotely from home, from client locations or simply from the road -- has become increasingly prevalent. Some Fortune 500 companies, including Procter & Gamble, IBM, Accenture and AT&T, have already partially or fully eliminated traditional offices. As much as 10% of today's work force telecommutes from home -- more than triple the level of 2000. This trend will accelerate in the coming decades in response to the ongoing globalization of work, ever-increasing customer demands and the cost and time of commuting. However, remote employees as well as managers are becoming increasingly aware of the challenges associated with virtual work as they relate to internal communication, social interaction and employee satisfaction and commitment. The article focuses on four critical challenges involving remote work that require management attention: (1) finding the right work-life balance, (2) overcoming workplace isolation, (3) compensating for the lack of face-to-face communication and (4) compensating for the lack of visibility. For each issue, the authors offer a set of management coping strategies drawn from interviews with managers and remote workers. Successful companies will find ways to adjust to the differences and provide specialized training, reentering and broad opportunities for social and business interactions with both traditional and remote employees.
650			_aManaging People, Remote Work
856			_uhttp://192.168.6.13/libsuite/mm_files/Articles/AR11147.pdf
906			_a33558
999			_c30946 _d30946