Advertisement

Managing Telework from an Austrian Manager’s Perspective

  • Michal BenoEmail author
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 745)

Abstract

Telework is a management technique, proven to improve results and morale. The key to success in telework is an effective leader. This paper is designed to provide an understanding of telework in Austria through face-to-face interviews, from the manager’s perspective in the private sector. The manager determines which employees are permitted to telework, monitors progress, provides support and encouragement, and determines if he/she is productive at work. Becoming effective at managing teleworkers means a change in management style and technique. The principal key issue for results to be most effective in the virtual workplace is that managers accomplish effective managerial communication. Included in this is the importance of feedback, with trust being seen as one of the most important managerial tasks at a distance. An effective style of management can lead to stunning improvements in productivity, profits and customer service.

Keywords

Telework Management Information Technology Austria 
This is a preview of subscription content, log in to check access.

References

  1. 1.
  2. 2.
  3. 3.
    Caldow, J.: Working Outside the Box: A Study of the Growing Momentum in Telework, Institute for Electronic Government, IBM Corporation (2009). http://www-01.ibm.com/industries/government/ieg/pdf/working_outside_the_box.pdf
  4. 4.
    Jenner, L.: Are you ready for the virtual organization? HR Focus 71(7), 42–58 (1994)Google Scholar
  5. 5.
  6. 6.
    Andriessen, J.H.E., Vartiainen, M.: Mobile Virtual Work: A New Paradigm?. LNCS, vol. 4018, pp. 232–252. Springer, Berlin (2006)CrossRefGoogle Scholar
  7. 7.
  8. 8.
  9. 9.
    Nilles, J.M., Carlson, R.F., Gay, P., Hanneman, G.J.: The Telecommunications-Transportation Tradeoff: Options for Tomorrow. Wiley, New York (1976)Google Scholar
  10. 10.
    Nilles, J.M.: Managing Telework: Strategies for Managing the Virtual Workforce. Wiley, New York (1998)Google Scholar
  11. 11.
  12. 12.
  13. 13.
  14. 14.
    Homeofficeday, Europäische Rahmenvereinbarung über Telearbeit, Umsetzung in Österreich. http://www.homeofficeday.at/resources/files/Europaeische_Rahmenvereinbarung_ueber_Telearbeit.pdf
  15. 15.
  16. 16.
  17. 17.
    Durkin, T.: IBM offers system of virtual office management. Telecommuting review: The Gordon Report (2004)Google Scholar
  18. 18.
  19. 19.
    Bamesberger, A.: Flex Your Force: Building to the Virtual Office, Sun PowerPoint Presentation: Talent Management: Attracting and Retaining the Next Generation Workforce (2007)Google Scholar
  20. 20.
  21. 21.
    Jeffrey, H.E., Hawkins, A.J., Ferris, M., Weitzman, M.: Finding an extra day a week: the positive influence of perceived job flexibility on work and family life balance. Fam. Relat. 50(1), 49–58 (2001). National Council on Family RelationsCrossRefGoogle Scholar
  22. 22.
  23. 23.
  24. 24.
  25. 25.
  26. 26.
  27. 27.
  28. 28.
    Hewitt LCG, Nucleus Absence Overview; and 2005 CCH Unscheduled Absence Survey. http://www.cch.com/absenteeism2005/default.asp?fr=print
  29. 29.
    CCH 17th Annual Unscheduled Absence Survey. https://www.cch.com/press/news/2007/20071010h.asp
  30. 30.
    Cascio, W.F., Serapio, M.G.: Human resource systems in an international alliance: the undoing of a done deal? Organ. Dyn. 19, 63–74 (1991)CrossRefGoogle Scholar
  31. 31.
    Serapio, M.G., Cascio, W.F.: End-games in international alliances. Acad. Manage. Exec. 10(1), 62–73 (1996)Google Scholar
  32. 32.
  33. 33.
    Fitzer, M.M.: Managing from afar: performance and rewards in a telecommuting environment. Compens. Benefits Rev. 29(1), 65–73 (1997)CrossRefGoogle Scholar
  34. 34.
    Haddon, L., Lewis, A.: The experience of teleworking: an annotated review. Int. J. Hum. Resour. Manage. 5(1), 193–223 (1994)CrossRefGoogle Scholar
  35. 35.
    Harrington, S.J., Ruppel, C.P.: Telecommuting: a test of trust, competing values, and relative advantage. IEEE Trans. Prof. Commun. 42(4), 223–239 (1999)CrossRefGoogle Scholar
  36. 36.
    Cascio, W.F.: Managing a virtual workplace. Acad. Manage. Exec. 14, 81–90 (2000)Google Scholar
  37. 37.
    Dahlstrom, T.: Telecommuting and leadership style. Public Pers. Manage. J. 42(3), 438–451 (2014).  https://doi.org/10.1177/0091026013495731 CrossRefGoogle Scholar
  38. 38.
    Snell, A.: Tackling the challenges of employee engagement. Strateg. HR Rev. 8(2), 37–38 (2009)Google Scholar
  39. 39.
  40. 40.
    DeRosa, D.: In focus/virtual teams-improving performance by emulating the best. Leadersh. Action 29, 17–19 (2009)CrossRefGoogle Scholar
  41. 41.
    Kouzes, J.M., Posner, B.Z.: The Five Practices of Exemplary Leadership. Pfeiffer, Wiley, Hoboken (2003)Google Scholar
  42. 42.
    Martins, L.L., Gilson, L.L., Maynard, M.T.: Virtual teams: what do we know and where do we go from here? J. Manage. 30(6), 805–835 (2004)Google Scholar
  43. 43.
    Powell, A., Piccoli, G., Ives, B.: Virtual teams: a review of current literature and directions for future research. Database Adv. Inf. Syst. 35(1), 6–36 (2004)CrossRefGoogle Scholar
  44. 44.
    Brett, J., Behfar, K., Kern, M.C.: Managing multicultural teams. Harv. Bus. Rev. 84(11), 84–91 (2006)Google Scholar
  45. 45.
    Barczak, G., McDonough, E.F., Athanassiou, N.: So you want be a global project leader? Res. Technol. Manage. 49(3), 28–35 (2006)CrossRefGoogle Scholar
  46. 46.
  47. 47.
    Malhotra, A., Majchrzak, A., Rosen, B.: Leading Virtual Teams. Acad. Manage. Perspect. 21(1), 60–70 (2007).  https://doi.org/10.5465/amp.2007.24286164 CrossRefGoogle Scholar
  48. 48.
    Nandhakumar, J., Baskerville, R.: Durability of online teamworking: patterns of trust. Inf. Technol. People 19(4), 371–389 (2006).  https://doi.org/10.1108/09593840610718045 CrossRefGoogle Scholar
  49. 49.
    Janove, J.W.: Management by remote control. [Electronic Version]. HR Mag. 49(4), 119–124 (2004)Google Scholar
  50. 50.
    Gerke, S.K.: If I cannot see them, how can I lead them? Ind. Commer. Train. 38(2), 102–105 (2006).  https://doi.org/10.1108/00197850610653171 CrossRefGoogle Scholar
  51. 51.
    Thomas, D.: How to: avoid burnout. Caterer Hotelk. 197(44), 8 (2007)Google Scholar
  52. 52.
    Kerber, K.W., Buono, A.F.: Leadership challenges in global virtual teams: lessons from the field. SAM Adv. Manage. J. 69(4), 4–10 (2004)Google Scholar
  53. 53.
    May, K.A.: Interview techniques in qualitative research: concerns and challenges. In: Morse, J.M. (ed.) Qualitative Nursing Research: A Contemporary Dialogue, pp. 188–201. Sage, Thousand Oaks (1991).  https://doi.org/10.4135/9781483349015.n22 CrossRefGoogle Scholar
  54. 54.
    Seidman, I.E.: Interviewing as Qualitative Research: A Guide for Researchers in Education and the Social Sciences. Teachers College Press, New York (1991)Google Scholar
  55. 55.

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.VSM/City University of SeattleBratislavaSlovakia

Personalised recommendations

Cite paper

Buy options