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Telecommuting : a manager's guide to flexible work arrangements / Joel Kugelmass.

By: Material type: TextTextPublication details: Lexington Bks., 1995.ISBN:
  • 0029176913
Subject(s): DDC classification:
  • 658.312 20
Contents:
Pt. I. Understanding Flexible Work. Ch. 1. Working in a Changing World. Ch. 2. What is Flexible Work? Ch. 3. Flexible Work for a Diverse Workforce. Ch. 4. The Benefits of Flexible Work. Ch. 5. Challenges to Flexible Work. Ch. 6. The Selection and Management of Flexible Workers. Ch. 7. The Technologies of Flexible Work -- Pt. II. Implementing Flexible Work. Step 1. Inaugurate a Broad Discussion of Flexibility Issues. Step 2. Choose Flextime, Telecommuting, and/or Remote Work Centers. Step 3. Set Short- and Long-Term Goals for Participation. Step 4. Assign an Individual or Group to Head the Program. Step 5. Define a Flexible Work Budget and Funding. Step 6. Establish Flexible Work Policies and Agreement. Step 7. Secure Management and Employee Commitments. Step 8. Train Managers, Supervisors, and Employees. Step 9. Resolve Problems as they Arise. Step 10. Evaluate Results.
Summary: Organizations of all sizes and types are finding that flexible work policies offer concrete benefits for both telecommuting employees and the organization. Employees are more productive and loyal, absenteeism decreases, overhead is reduced, and environmental regulations are easier to meet. In fact, ever-increasing advances in telecommunications and the accompanying cost savings suggest that telecommuting will soon become a necessity for companies that wish to stay competitive. Part I of Telecommuting provides all the information needed to familiarize the manager with all aspects of telecommuting including its benefits and potential pitfalls; the variety of programs that can be chosen such as flextime, flexiplace, and remote work centers; and examples from private and public sector organizations that have been on the forefront of flexible work. Joel Kugelmass discusses the selection of workers and jobs that are compatible with flexible work, security and insurance issues, as well as the technologies of telecommuting. In Part II, Kugelmass provides the manager with a ten-step plan for setting up and implementing a successful telecommuting program. Kugelmass offers detailed advice on conducting the initial discussions of telecommuting, goal-setting, group structuring, budgeting, training managers and telecommuters, formalizing telecommuting agreements, resolving problems, and, finally, evaluating the program. Telecommuting is not without its risks, but rather than shy away from them, Kugelmass shows how they can be managed and minimized in any corporate setting. Accessible, comprehensive, and practical, Telecommuting is sure to become the indispensable reference for any manager whose responsibilities extend beyond today's office into the workplaces of the future.
Holdings
Item type Home library Call number Status Date due Barcode Item holds
Two Week Loan Two Week Loan de Havilland Learning Resources Centre Main Shelves 331.1144 KUG (Browse shelf(Opens below)) Available 4401451941
Total holds: 0

Enhanced descriptions from Syndetics:

Pt. I. Understanding Flexible Work. Ch. 1. Working in a Changing World. Ch. 2. What is Flexible Work? Ch. 3. Flexible Work for a Diverse Workforce. Ch. 4. The Benefits of Flexible Work. Ch. 5. Challenges to Flexible Work. Ch. 6. The Selection and Management of Flexible Workers. Ch. 7. The Technologies of Flexible Work -- Pt. II. Implementing Flexible Work. Step 1. Inaugurate a Broad Discussion of Flexibility Issues. Step 2. Choose Flextime, Telecommuting, and/or Remote Work Centers. Step 3. Set Short- and Long-Term Goals for Participation. Step 4. Assign an Individual or Group to Head the Program. Step 5. Define a Flexible Work Budget and Funding. Step 6. Establish Flexible Work Policies and Agreement. Step 7. Secure Management and Employee Commitments. Step 8. Train Managers, Supervisors, and Employees. Step 9. Resolve Problems as they Arise. Step 10. Evaluate Results.

Organizations of all sizes and types are finding that flexible work policies offer concrete benefits for both telecommuting employees and the organization. Employees are more productive and loyal, absenteeism decreases, overhead is reduced, and environmental regulations are easier to meet. In fact, ever-increasing advances in telecommunications and the accompanying cost savings suggest that telecommuting will soon become a necessity for companies that wish to stay competitive. Part I of Telecommuting provides all the information needed to familiarize the manager with all aspects of telecommuting including its benefits and potential pitfalls; the variety of programs that can be chosen such as flextime, flexiplace, and remote work centers; and examples from private and public sector organizations that have been on the forefront of flexible work. Joel Kugelmass discusses the selection of workers and jobs that are compatible with flexible work, security and insurance issues, as well as the technologies of telecommuting. In Part II, Kugelmass provides the manager with a ten-step plan for setting up and implementing a successful telecommuting program. Kugelmass offers detailed advice on conducting the initial discussions of telecommuting, goal-setting, group structuring, budgeting, training managers and telecommuters, formalizing telecommuting agreements, resolving problems, and, finally, evaluating the program. Telecommuting is not without its risks, but rather than shy away from them, Kugelmass shows how they can be managed and minimized in any corporate setting. Accessible, comprehensive, and practical, Telecommuting is sure to become the indispensable reference for any manager whose responsibilities extend beyond today's office into the workplaces of the future.