Report on Sustainability in Management: Remote Intelligence

This report delves into the evolving landscape of telecommuting and remote intelligence, examining their impact on workforce sustainability and management practices. It explores the rise of telecommuting since 1995, defining remote intelligence and differentiating it from telecommuting. The report critically analyzes the advantages and disadvantages of these practices, addressing ethical considerations, potential threats to workforce sustainability, and the required leadership styles and skills for effective remote intelligence management. The report highlights the importance of flexible work arrangements and the impact of technology on the modern workplace, including discussions of remote access, security concerns, and the need for ethical approaches in managing remote teams. It also covers the implications of remote work for employee training, career advancement, and the overall productivity of organizations, emphasizing the need for clear communication, employee autonomy, and a focus on results-oriented performance.

Sustainability in Management

Running Head: Report
Contents
Contents.........................................................................................................................1
Introduction....................................................................................................................2
Rise of tele-commuting and the increase in networked and separated workplaces since 1995.2
Remote intelligence.........................................................................................................3
Telecommuting not necessarily remote intelligence............................................................4
Nature of remote intelligence...........................................................................................5
Threat to sustainability of workforces...............................................................................6
Ethics of using remote intelligence...................................................................................7
Advantages and disadvantages.........................................................................................8
Leadership style and skills for remote intelligence management..........................................9
References....................................................................................................................11
1

Running Head: Report
Introduction
This assignment is compiled to discuss the role of telecommuting and remote intelligence in
the present era of technology. It critically analysis the management functions that are
necessary for the development of the skills required by the leaders for managing people in
locations that are geographically diverse. The advancements in technology have enabled the
organisations to adopt to these practices and people make use of mobile telecommunication
and computer systems connected with the internet along with smartphones to work from
home or any other place. The results obtained from telecommuting for the organisations and
employees helps in creating an environment that fosters productivity and increases the
satisfaction for all the members involved (Westfall, 2004).
Rise of tele-commuting and the increase in networked and separated workplaces since
1995
Telecommuting which is also known as remote working or teleworking is an arrangement
adopted by the organisations and their employees which does not require them to commute or
travel to work. The advancements in technology have enabled the organisations to adopt to
these practices and people make use of mobile telecommunication and computer systems
connected with the internet along with smartphones to work from home or any other place.
The history of telecommuting goes back to the early 1970s. The term telecommuting was
coined by Jack Nilles in the year 1972 when he was working with NASA to develop a
communication system. The Interagency Telecommuting Pilot Project was born in the year
1992 and the purpose of this project was to popularize the external telecentres in Washington
DC. By 1994 September 20th was named the employee telecommuting day and this concept
2

Running Head: Report
began gaining popularity. In the year 1995 ESPN laid the foundation of the http based
streaming revolution which for the empowered telecommuting for the next few years. By the
year 2005 telecommuting had already taken off as a concept and more than 100,000 federal
employees in the United States of America were telecommuting. The popularity of
telecommuting has grown even further with the passing years as the internet has increased its
rich and enabled the people to stay connected anytime from any part of the world and access
the information immediately (Bagley, 2000). This popularity is for the expected to increase in
the coming years as it offers increased flexibility in work and results in a higher productivity
and also reduces the cost of operations for the organisations which is a Win-Win situation for
all. The better results obtained from telecommuting for the organisations and employees
helps in creating an environment that fosters productivity and increases the satisfaction for all
the members involved. The evolution of telecommuting over the years is an interesting case
study and helps in better understanding the path followed by this technology (Siha &
Monroe, 2006).
Remote intelligence
Remote intelligence refers to the hiring of refers to the hiring of highly trained and skilled
workers by enabling them to telecommute. With the increase in the trend of telecommuting
and advancement in technology, the organisations have enabled themselves with the special
advantage of recruiting people from anywhere across the world without the constraint of
geographical location. This has not only lead to the recruitment of a work force that is skilled
and equipped as per the needs and Expectations of the company but has also benefited the
people by providing them the convenience of working from their preferred location for the
organisation that they wish for without having to relocate. Most of the employers have felt
3

Running Head: Report
that these jobs and the greater degree of freedom that they provide to the employees have led
to the enhancement in the productivity of the organisation (ILO, 2016). There is a chance of
loss of productivity since there are no quality which can be set up for the remote intelligence
jobs. The remote access needs that the telecommuting work was required may lead to the
compromise in the security of the confidential data of the organisation. The United States of
America is continously experiencing decline in the labour force participation by the people.
The main contributor of this is the practice of remote intelligence where the organisations are
hiring workforce from varied geographical locations where there is skilled workforce present
in abundance and is available at lower cost. With the increase in the capabilities of
Technology the organisations are constantly trying to oust their expensive employees and
instead hire people possessing diverse skill set at a lower cost. This has only been possible
with the practice of remote intelligence (Akkirman, 2005).
Telecommuting not necessarily remote intelligence
Telecommuting has become a part of the total employment landscape all over the world and
is growing into a much common practice nowadays. However, remote intelligence and its
practice by the organisation cannot generally be termed as telecommuting since it involves
many more intricacies and provides a greater power and flexibility to the people as compared
to the former. Remote intelligence provides the members of the organisation to the ability to
carry out autonomous decision making and decentralized the operations. A higher degree of
virtual collaboration is possible with remote intelligence and the environmental impact of the
organisations is also reduced as the employees are not commuting which saves them in terms
of fuel emissions and productivity which is lost in the time taken by the employees to travel
from one place to the other (Pinder, 2018). Remote intelligence is also a far more
4

Running Head: Report
sophisticated technology as compared to telecommuting and requires a higher degree of
expertise and a more expensive set up to be practice. Telecommuting is only a part of the
entire practice of remote intelligence and therefore telecommuting alone cannot be
considered remote intelligence by the organizations (Zhu, 2013).
Nature of remote intelligence
The remotely intelligent jobs definitely provide a greater degree of freedom and
independence to the Employees. Since the productivity and progress of the employees is only
monitored through the task that they have accomplished, it is easier to keep a track on the
work assigned to the people when they ask working as a remotely intelligent workforce.
Technology today allows the people to easily telecommute and this has led to the breaking
down of the traditional mindset regarding the corporate culture. The telecommuting jobs can
provide all the parties involved a number of benefits that they can enjoy while working from
home (Peters & C Wetzels, 2004). The absence of disruption when telecommuting allows
people to concentrate better and they can develop their work station as per their own tastes
and preferences. It is extremely easy to set up a job which is remotely intelligence as it
requires only a mobile device or a computer system that is connected to the internet. These
jobs are generally providing a high degree of autonomy and help in developing a more open
line of communication with a transparent schedule. The flexible working hours on the easy
environment of working from home or any preferred place has made remote intelligence a
preferred option for a number of employers and employees across the world. These dogs are
also more sustainable in terms of the reduced carbon emissions because of them (Gajendran
& Harrison, 2007).
5

Running Head: Report
6

Running Head: Report
Threat to sustainability of workforces
The rise in the technological advancement and Outsourcing of the jobs was generally not
perfect to be a threat for the workforce however with the decline in the employment rates it is
emerging as an area of concern since these jobs do not provide a high degree of sustainability
to the employees. The automation of a lot of jobs has led to the decline in the number of
opportunities that are provided to the skilled and trained workforce. There are numerous
potential drawbacks of these practices that need to be considered by the employers. There is a
chance of loss of productivity since there are no quality which can be set up for the remote
intelligence jobs. The remote access needs that the telecommuting work was required may
lead to the compromise in the security of the confidential data of the organization (Iscan &
Naktiyok, 2005). The training of the employees in these cases may also become a challenge
for the company is the training provided remotely are not found to be as beneficial as the
ones provided in a classroom environment. The workforce across the world also believe that
these jobs may act as a hindrance to the career advancement for them since it reduces the line
of communication and does not generally provide an opportunity for the employees to
enhance the skill set for prove themselves with added responsibilities or duties as in the case
of a regular office setup (Yen & Mahmassani, 1994).
7

Running Head: Report
Ethics of using remote intelligence
Remote intelligence also raises numerous questions with regards to ethics and social
responsibility of the employees. The nature of work performed by the employees is the single
most important criteria for the success when working in these jobs. These jobs should not
involve the members physically or require them to handle any material or equipment when
coming to the offices. Remote intelligence job is likely to be more successful if the measure
of the overall performance of the employees is carried out by analysing the results obtained
by them and not by observing them. The personality characteristics of the employees and the
employers are specifically important when working in jobs with remote intelligence. It is
extremely important that the employee is disciplined and has the ability to work
independently with complete honesty (Ahmadi, 2000). They must be equipped with the
required skill sets to carry out the designated responsibilities and since there is less contact
when working for these jobs, the supervisors and the employers need to maintain the
communication continuously through the various electronic mediums. The employee should
act responsibly asking questions when needed with regards to security, intellectual property
or other business issues. Business systems which include telecommuters should be managed
with ethical approaches and mutual responsibility. The employer as well as the individual
telecommuter need to address issues openly and take advantage of opportunities fairly.
Concern for the environment, concern for the wellbeing of the individual and commitment to
delivering a good work environment and responsible level of productivity contribute to
success (Paez & Scott, 2007).
8

Running Head: Report
Advantages and disadvantages
There are numerous advantages and disadvantages that remote Intelligence and
telecommuting jobs offers for both the employees and the employers. Most of the employers
have felt that these jobs and the greater degree of freedom that they provide to the employees
have led to the enhancement in the productivity of the organisation. There is a chance of loss
of productivity since there are no quality which can be set up for the remote intelligence jobs.
The remote access needs that the telecommuting work was required may lead to the
compromise in the security of the confidential data of the organisation. The training of the
employees in these cases may also become a challenge for the company is the training
provided remotely are not found to be as beneficial as the ones provided in a classroom
environment (Corporation, 2015).
The less interruptions in this work style which are a result of less meetings, break time and
fun events in the offices make people priorities work over everything else. The work hour
flexibility with no particular rescheduled timings of the job in directly benefits the employer
since it leads to less wastage of time in the office environment and more task oriented
performance of the employees. The employees report a greater satisfaction level since they
get more time to spend with their family and spouse. Remote intelligence also provides an
increased Independence to the people since they can complete the work without constant
reminders or watch of their bosses which most of the people enjoy. (Chepken, 2012).
Remote intelligence also indicates an increase in savings for the employer and employees.
The employers benefit by cutting down the cost of maintenance of the office find the
workplace and providing the basic utilities to their work force. The people are also able to
save more since there is no need for professional clothing and the money spent in transit
passes or fuel for commuting is also saved. The remote intelligence jobs provide a greater
9

Running Head: Report
degree of flexibility and people can choose their schedule as per their convenience. The
people also enjoy independence in terms of carrying out the household chores and adjust the
work schedule according to their own preferences. It helps in saving energy and money
which in turn increases the revenues for the company. For the employees this helps in saving
them the cost of commuting and there is more responsibility taken by them for the job along
with getting added freedom to pay attention to their personal life as well (Hershatter &
Epstein, 2010). The employees also report a greater satisfaction level since they get more
time to spend with their family and spouse. Remote intelligence also provides an increased
Independence to the people since they can complete the work without constant reminders for
watch of their bosses which most of the people enjoy. Some of the disadvantages of remote
intelligence or that it leads to reduced interaction among the employees which further reduces
the chances of socializing. The employees may feel missed out and cannot Bond with their
coworkers as in the case of regular jobs. The Technical difficulties faced by the members also
need to be tackled by them alone without any support which may be another challenge for
them (NBDC, 2015).
Leadership style and skills for remote intelligence management
The leadership skills required for the management of a workforce with remote intelligence is
very different from the traditional leadership skills. Although most of the skills required to
lead a work force depend upon the type of job, the organisation and the manager, there are a
few skills that a leader needs to develop in order to effectively lead a word for that is not
physically present in front of them. The leader should be extremely focused towards the work
and have the ability to develop and maintain a high degree of Trust among their work force.
Trust is an essential element when working with remote intelligence as the managers are not
10

Running Head: Report
able to physically monitor the movement all the hard work of the employees and their work is
only measured in terms of productivity and the tasks accomplished by them. Therefore, it is
necessary that they carry out routine checks with their employees to ensure that they
completely understand the requirements and there is an open line of communication
maintained between them. Meetings are an essential component to ensure communication and
discuss the goals and accomplishments for the company. Facilitating virtual meeting with the
employees working with remote intelligence and living rooms for follow ups for anyone
missing out on the meeting will help in building the team and allowing the employees to
interact with each other (Safirova & Walls, 2004).
The leaders should be able to maintain reasonable work life balance for all their employees
and should evenly distribute the responsibility among the members. They must keep a track
of the contact information and the time zones where each of the team members is working to
make it easier to consult and set the times for the meetings that are convenient for everyone.
11

Running Head: Report
References
Ahmadi, M., 2000. Technological developments: shaping the telecommuting work
environment of the future. 18(1/2), pp. 83-89, Available at:
https://www.emeraldinsight.com/doi/abs/10.1108/02632770010312204
Akkirman, A., 2005. Organizational communication satisfaction in the virtual workplace.
Journal of Management Development, 24(5), pp. 397-409.
Bagley, M., 2000. Modeling employees' perceptions and proportional preferences of work
locations: the regular workplace and telecommuting alternatives. Transportation Research
Part A: Policy and Practice journal, 34(4), pp. 223-242.
Bosua, R., 2012. Telework, productivity and wellbeing, Available at:
https://networkedsociety.unimelb.edu.au/__data/assets/pdf_file/0009/1661328/
TeleworkProductivityWellbeing.pdf
Chepken, C., 2012. Telecommuting in the developing world: a case of the day-labour market,
Available at:
http://pubs.cs.uct.ac.za/archive/00000868/01/Final_Thesis_Chepken_CHPCHR004.pdf
Corporation, V., 2015. Implementing & Managing a Telework Program: A Complete Guide
to Properly Managing Telework Employees, Available at:
https://www.govexec.com/pdfs/viack_teleworking_mgnt_60.pdf
Gajendran, R. & Harrison, D., 2007. The Good, the Bad, and the Unknown About
Telecommuting: Meta- Analysis of Psychological Mediators and Individual Consequences.
Journal of Applied Psychology, 92(6), p. 1524–1541.
12

Running Head: Report
Hershatter, A. & Epstein, M., 2010. Millennials and the World of Work: An Organization and
Management Perspective. Journal of Business and Psychology, 25(2), p. 211–223.
ILO, 2016. Challenges and Opportunities of Teleworking for Workers and Employers in the
ICTS and Financial Services Sectors, Available at:
http://www.ilo.org/wcmsp5/groups/public/---ed_dialogue/---sector/documents/publication/
wcms_531111.pdf
Iscan, O. & Naktiyok, A., 2005. Attitudes towards telecommuting: the Turkish case. Journal
of Information Technology, 20(1), p. 52–63.
NBDC, 2015. Technical Assistance Guide on Telecommuting in the Workplace, Available at:
https://www.viscardicenter.org/wp-content/uploads/2016/09/2015_NBDC_Guide_Telecomm
ute_08.15.15_FINAL_COPY.compressed.pdf
Paez, A. & Scott, D., 2007. Social Influence on Travel Behavior: A Simulation Example of
the Decision to Telecommute. Environment and Planning A: Economy and Space journal,
39(3).
Peters, P. & C Wetzels, 2004. Employees’ opportunities, preferences, and practices in
telecommuting adoption. Information & Management journal, 41(4), pp. 469-482.
Pinder, A., 2018. 4 Reasons Remote Intelligence is Vital to Field Service, Available at:
https://www.ptc.com/en/service-software-blog/4-reasons-remote-intelligence-is-vital-to-field-
service
Safirova, E. & Walls, M., 2004. What Have We Learned from a Recent Survey of
Teleworkers? Evaluating the 2002 SCAG Survey, Available at:
http://www.rff.org/files/sharepoint/WorkImages/Download/RFF-DP-04-43.pdf
13

Running Head: Report
Siha, S. & Monroe, R., 2006. Telecommuting’s past and future: a literature review and
research agenda. Business Process Management Journal, 12(4), pp. 455-470.
Westfall, R., 2004. Does Telecommuting Really Increase Productivity?, Available at:
https://pdfs.semanticscholar.org/593a/d243d35f818a445701a7b6db9ea792e64231.pdf
Yen, J. & Mahmassani, H., 1994. The Telecommuting Adoption Process: Conceptual
Framework and Model Development, Available at:
https://static.tti.tamu.edu/swutc.tamu.edu/publications/technicalreports/60055-1.pdf
Zhu, P., 2013. Telecommuting, Household Commute and Location Choice. Urban Studies
journal, 50(12).
14