Why Teleworking is an Organizational Keeper

Teleworking

Advancements in telecommunications, computerization, and transportation have had significant effects on how organizations are developing. In particular, these advancements have given rise to the “knowledge worker.” Imagine you are an organizational development professional who has been retained by a major corporation that employs knowledge workers. Changes in the economy have brought the need for organizational development and knowledge workers to the forefront of the business world.

The knowledge worker is defined as a person who uses their mind with the process of thinking and knowledge development to complete tasks in an unconventional way. The knowledge worker has been apart of organizational advancements by being coined as having the ability to work and solve problems by thinking creatively about a given solution for organizational development (Mládková, 2011). The knowledge worker formulates business strategies, plans processes, develops strategic competencies for business and human resources professionals, and organizes management implementation (Andrew Patrick, 2011).
Teleworking is a new method of working in business organizations. With teleworking, an organization can assign work, have meetings, and even check the status of the employee’s work process. This advancement in technology is one of the most effective changes in the federal government and civilians companies alike.

The advancements in organizational developments within telecommunications, technology, and transportation have had significant effects on business management with the ever-changing economy crisis and the influx of a new workforce. Business management telecommunications has gained a competitive edge for how organizational developments function, telecommunications such “Face Time, Skyping and Web Real-Time Videos” which allow for technology to increase strategy formulation (Patrick, 2011). Not all organizations utilize teleworking schedules, but for those who do the advantages are endless with “getting the job done at any cost,” without exhausting overhead expediters.

Dr. Jenice Armstead

References:
Andrew Patrick, H. (2011). Knowledge Workers Demography and Workplace Diversity. Journal
Of Marketing & Management, 2(2), 38-73.

Mládková, L. (2011). Knowledge Management for Knowledge Workers. Proceedings Of The
European Conference On Intellectual Capital, 260-267.

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