Effects of telework and the virtual enterprise on the organization

Conference · Tue Dec 31 04:00:00 EST 1996

OSTI ID:501669

Moore, R A ^[1]

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1. Texas Data Systems & Solution, Inc., Dallas, TX (United States)

This paper provides information on the growing trend towards telework and using {open_quotes}virtual employees{close_quotes} as a fundamental component of the human resource requirements for the conduct of business. As the organization moves from a traditional approach of fixed plant and permanent employees toward a more dynamic model of motile office arrangements and virtual workers, new challenges arise for workers, supervisors, and managers. These challenges pertain to both the individual and the organization and are rooted in both technology and human behavior. Notwithstanding the challenges, the opportunities created for increased productivity and cost-effective operations are propelling organizations globally to adopt the virtual enterprise model, to a greater or lesser extent. Management hierarchy is giving way to autonomous teams. Middle management is being replaced by better organizational communication systems, better information storage and retrieval systems, and a newly developing classification of software called groupware. In the midst of these changes, the business process of identifying and acquiring the services of the virtual team member seems to lie at an intersection where Human Resources, Information Systems, Contracts/Subcontracts, and the functional department requiring the services intersect. Human Resources departments are slowly coming to grips with the virtual worker model but are largely uncomfortable in the role. Information Systems departments can implement networks; but, dynamic links outside the traditional organization bring up a myriad of questions about compatibility and system security. The champion of the virtual worker is the Functional Department. This might be engineering, software development, the design department, the financial analysis group, or whichever department in the organization is faced with the responsibility of creating knowledge work product and has resource constraints and upper management support.

• OSTI ID: 501669
• Report Number(s): CONF-961239--
• Country of Publication: United States
• Language: English

Related Subjects

99 GENERAL AND MISCELLANEOUS
COMMUNICATIONS
MANAGEMENT
ORGANIZATIONAL MODELS
PERSONNEL
PRODUCTIVITY