THERE IS NO PLACE

LIKE HOME
KERRY E PEARLSON
 Term coined
since 1973

2M people commuted
in 1992
In 2001 19M people
worked outside office

TELECOMMUTING
E-commuting is a work arrangement in
Survey in 2001
which the employee works outside the
office
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 MANAGING THE WORKER AND THE WORK

Location

Discipline

Knowledge

Culture of trust

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 Paradox
Statement of two seemingly contradictory
perspectives, both of which are perhaps true

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ABUNDANCE OF
PARADOXES

Increased flexibility
and structure

Greater individuality,
more teamwork

More responsibility,
greater control

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 STRATEGIES FOR DEALING WITH PARADOXES

Accept the paradox Clarify point of view New perspective Take time into account

• Accepting the • Differences in • Resolves the • Clarify the

paradox can point of views can contradictory temporal
reduce the create tensions sides by separation can
tensions introducing a new help ease the
perspective paradox's
tensions

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APPLYING THE STRATEGIES IN ORGANIZATIONS

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Managing telecommuting
paradoxes

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 STRATEGY 1: ACCEPT THE PARADOX

COMPO CONSULT
• Flexibility
Paradox 1 • Planned spontaneity
• Standard architecture • Solve problems
individually
• Formal communication
processes • Responsibility
• Detailed work • Build support systems for
agreements the telecommuters
• New procedures

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 STRATEGY 1: ACCEPT THE PARADOX

COMPO VERI fone

• Increased demand for
Paradox 2 • No relocation
team requirements on people
• Come fully prepared • Top-level managers meet
face-to-face with staff
• All meetings were subject
to evaluation • Senior managers mingle
• No overabundance of with staff
meetings • Management courses

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 STRATEGY 1: ACCEPT THE PARADOX

COMPO CONSULT
• Old methods replaced by
Paradox 3 • Technology to manage
other techniques this control paradox
• Superb communication • Principals and consultants
systems used extensive e- mail
and voice mail
• Regular progress reviews
• New control approaches
• New stresses

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 STRATEGY 2: CLARIFY POINT OF VIEW

CONSULT Paradox 1

Unwritten policy

Individuals live where they want to

Workers were asked to fly to the

locations

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 STRATEGY 2: CLARIFY POINT OF VIEW

COMPCO CONSULT
Paradox 2 • Team work, 4-7 members.
Assigning work:
• Individual Vs Virtual • 65-75% , 23-35%
teams.
• Telecommuters Vs
• Team approach manage
nontelecommuters. engagements for clients.
Allocating Rewardes: • Balance indivitual
differences.
• Individual Vs Team based.
• Pay increase, extra stock • Well-balanced set of
option, bonuses. skills.
• Promotions, recognitions

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ARRANGING WORK AND ALLOCATING REWARDES AT
COMPCO

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 STRATEGY 2: CLARIFY POINT OF VIEW

COMPCO CONSULT
• Objectives to allow
Paradox 3 • Unconfortable with
individual to self-control letting them self-control
their work their work
• Organizational cultural • Managers
encourages trust uncomfoartable with
telecommuting
• Managing spatial
separation • They were coached

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 STRATEGY 3: TAKE TIME INTO ACCOUNT

COMPCO CONSULT
• Reducing flexibility
Paradox 1 • Five working days.
• Mandatory virtual office • Consultant is expected on
timing client site 4 days a week.
• 3 days off.

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STRATEGY 3: TAKE TIME INTO ACCOUNT

Fixed life teams

Theory of
punctuated
equilibrium

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STRATEGY 4: INTRODUCE NEW PERSPECTIVES TO
RESOLVE THE CONFLICT

Introducing a new perspective.

Broadened managerial perspective.

Managers perspective, worker or work.

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 PARADOXES

Paradox 1 Paradox 2 Paradox 3

The first paradox loses More versus less

Individual versus group
its punch when a control, is bypassed by
expectations, are
company does not focusing on the work to
avoided by focusing on
mandate structure to be done. Managers
the work rather than
accommodate focused on the results
the worker.
employee flexibility. of the work.

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 THERE'S NO PLACE LIKE HOME
New pair of glasses

Formalize the informal

Wait and see
• A new view of the • What managerial • Where expectation
situation attention is were set to
• Old perspective or required in the anticipate and
new perspective long run accept whatever
• Don't react on was needed
minute by minute • Rather than to set
tensions. up formalized
procedures and
processes

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Why this issue is
contemporary?

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 CRITICAL ANALYSIS

Feeling Poor No positive Too many Technology

disconnected communication acceptance distractions struggles

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 Does Telecommuting
improve work life
balance?
Workers who worked at least a part of their time
away from the office ended up working an
average of three hours more per week than
those who worked from the office the entire
time. Furthermore, the extra three hours of work
did not result in noticeably increased wages or
being paid over-time.
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