As technology has evolved, the reality of virtual organizations has begun to take hold in a variety of industries. It is now commonplace for employees to work, at least in part, from offsite. Telecommuting is a reality that has allowed companies to reduce costs, become more competitive, and facilitate happier more productive employees. Virtual employees, or “telework is one of the most radical departures from standard working conditions in the suite of flexible work practices now gaining widespread acceptance.” (Daniels, Lamond, & Standen, 2001) Literature Review: Managing Professionals in Virtual Environment
Table of Contents
1. Abstract
2. Executive Summary:
3. Literature Review:
4. Discussion:
5. References
Objectives & Core Themes
This literature review explores the challenges and management strategies associated with the rise of virtual work environments. It examines how organizations can effectively support offsite professionals while maintaining productivity, team cohesion, and corporate identity in an increasingly remote-first world.
- Benefits and challenges of telecommuting for organizations and employees.
- Strategic management of virtual teams, emphasizing communication and results-based evaluation.
- Legal and ethical considerations, including employment laws and taxation for remote workers.
- The impact of virtual environments on organizational culture and employee isolation.
- Practical approaches for hiring and keeping virtual employees connected.
Excerpt from the Book
Literature Review:
Tronco (2001) discusses the challenges often faced by managers in ensuring that employees are functioning as productively as possible when working virtually. He notes, “An increasing number of companies are finding that, for some of its employees, working from home just makes sense. Employees who are entrepreneurial, independent, dependable and creative by nature often work best as virtual employees.” (Tronco, 2001) However, in addition to these benefits, there are challenges as well.
To overcome these challenges, Tronco suggests ensuring that several steps are being taken. First, he emphasizes the importance of regular communication with virtual employees. Expressed appreciation is also key to successful virtual employee management. And, finally, ensure that technology is being utilized to its fullest to facilitate communication. For example, organizations can use tools such as instant messaging, and a free voice-mail/fax/email service to receive faxes. Complimentary technology, such as eGroups.com, a free Web bulletin-board service, can archive employee conversations for review and reference later. (Tronco, 2001)
Tronco’s credentials were not discussed, but some very valuable information was put forth. A valid point was made about communication and appreciation, as oftentimes employees in all fields that are working virtually feel disconnected from the rest of the organization. And, it may be easier for managers not to express their appreciation without physically seeing the employee day in and out.
Summary of Chapters
Abstract: This section introduces the rise of virtual organizations and telecommuting as a means to reduce costs and increase productivity while acknowledging the significant shift in traditional working conditions.
Executive Summary: Provides an overview of the challenges faced by virtual employees, including the need for new management strategies to maintain trust and cohesion in remote team settings.
Literature Review: Examines diverse research studies on managing remote workers, covering topics from communication and productivity to legal ramifications, social comparison, and the paradoxes of flexibility and control.
Discussion: Synthesizes the literature to conclude that while virtual work offers substantial cost savings and productivity gains, success depends on proactive management of employee isolation, organizational culture, and legal clarity.
References: Lists the academic and professional sources utilized to support the review of virtual working trends and management theories.
Keywords
Virtual Environment, Telecommuting, Virtual Teams, Management, Remote Work, Employee Productivity, Communication, Organizational Culture, Virtual Organizations, Leadership, Professional Management, Workforce, Work-life Balance, Legal Ramifications, Self-efficacy.
Frequently Asked Questions
What is the primary focus of this work?
This work provides a comprehensive literature review on the management of professionals within virtual environments, focusing specifically on the challenges and best practices for managers dealing with remote staff.
What are the central themes discussed in the paper?
The central themes include the shift toward telecommuting, the psychological impacts of remote work such as isolation, the necessity for results-oriented management, and the legal/ethical considerations of a distributed workforce.
What is the core objective of the research?
The primary objective is to analyze existing research to identify effective management strategies that ensure virtual employees remain productive, connected to the organization, and efficiently supported by leadership.
Which methodology is employed for this research?
The research is a literature review, synthesizing findings from various academic and professional studies to provide a holistic overview of current knowledge regarding virtual work management.
What specific topics are covered in the main body of the text?
The main body covers technological implementation, legal aspects like taxation and employment law, the paradox of flexibility versus control, and the critical importance of communication and social support in virtual settings.
Which keywords best characterize this publication?
Keywords include virtual environments, telecommuting, remote management, organizational culture, and employee productivity.
How do the researchers define the five challenges of virtual teams?
Based on the Sabre, Inc. case study, the five challenges are building trust, maximizing process gains, overcoming feelings of isolation, balancing technical and interpersonal skills, and managing assessment and recognition.
Why is the "8-track tape" analogy used in the context of the office?
Davenport and Pearlson use this analogy to illustrate that the traditional notion of a physical office is becoming obsolete, suggesting that work is increasingly defined as an activity rather than a specific location.
What does the literature suggest regarding gender and age in virtual work?
Research cited in the paper indicates that older individuals may be better suited for virtual work due to a stronger desire for independence, and that men may adapt to virtual work environments more readily than women.
- Citation du texte
- Kimberly Wylie (Auteur), 2004, Literature Review: Managing Professionals in Virtual Environment, Munich, GRIN Verlag, https://www.grin.com/document/57776
