rganization informational rather than industrial? Industrial in this context that the organizations structure, systems, and management process are designed for intensive face-to-face interaction and that employees remain rooted to specific workplaces (Apgar, 124). In such an environment, the potential for AW arrangements is limited (Apgar, 124). Do you have an open culture and proactive managers? Are you prepared for some push back? Can you overcome the external barriers to an AW program? Will you invest in the tools, training, and techniques that make AW initiatives work? Informational organizations, by contrast, operate mainly through voice and data communications when it comes to both their employees and their customers (Apgar, 125). Informational, as used here, does not necessarily mean high-tech. But it does mean that managers and employees are moving up the curve toward information-age literacy, which is characterized by flexibility, informality, the ability to change when necessary, respect for personal time and priorities, and a commitment to using technology for improving performance (Apgar, 125).Making Telecommuting Successful Once a company decides to implement telecommuting, several tasks should be implemented by human resources to ensure a smooth transition in the workforce. First, top management understanding and support will be paramount in meeting the challenges presented by the changing work force (Riggs, 47). Second, managers must realize that trust is the primary issue on both sides of the telecommuting equation. Trust in particular should be addressed by removing doubts (Riggs, 48). Third, a telecommuting policy should be implemented before the option is offered (Manire, 52). The policy should clearly define telecommuting as it applies to managers. This helps ease adjustments, drives technical decisions, and enables you to make remote work as seamless as possible with the office setup. In addition, key manage...
