Telework People

Break the chains to the past and learn to use the Internet and your existing skills to discover your true potential. Become a teleworker. Employees, managers and entrepreneurs can telework now. Forget about rush hour, meetings with a stressed boss and the boring office chit chat. You can telework from home, a coffee shop, a park and even from a plane 35,000 feet up! This is a book about people. It includes what I've learned in the last eight years, while working happily from home. Contents: * The benefits of teleworking * Ideas for convincing your boss to let you work from home * What you need to telework * Jobs you can do from anywhere * How to start teleworking * How to manage a distributed team * How to enjoy more time with family and avoid becoming a workaholic * Cases from my friends in many countries * Useful resources for teleworkers

Increase your organization's competitive advantage while decreasing its carbon footprint. The traditional workforce - using the model of the 9-to-5 employee - is a thing of the past. Companies, and their employees, are utilizing flex-time and work-from-home arrangements. Modern telework solutions counter problems of escalating real estate costs, traffic and commuting and employee turnover, and promote carbon footprint reduction and higher employee productivity and satisfaction. Telework has taken center stage as a means to generating productive business. Making Telework Work is a call to action, helping organizations gain competitive advantage in a technology-rich world. Leaders of teleworkers must grasp the big picture while still accounting for the details. To do so means developing capabilities that mark extraordinary leadership, not just run of the mill management.

While the concept of teleworking has existed for many years, the COVID-19 pandemic drastically altered the operations of businesses and industries around the world. Through these shifts, there have been many challenges of adapting employees, business operations, productivity levels, technology, and more to meet this increased demand in teleworking. Through these challenges, not only were businesses forced to adapt, but a new wave of telework and its approach have been fostered. Analyzing Telework, Trustworthiness, and Performance Using Leader-Member Exchange: COVID-19 Perspective focuses on evaluating the response to the pandemic and how to continually improve teleworking and organizations in their utilization of remote work. This book provides multifaceted perspectives focused on all parties involved in these issues, from employees to CEOs. Covering topics such as employee risk, telework resistance, and performance, this book is an essential resource for managers, CEOs, business leaders, students of higher education, professors, researchers, and academicians.

Much of the research in the area of telework has been more enthusiastic and optimistic than dependable. This book presents objective descriptions and experiences of telework, instead of focusing on boosterism of proponents' theories or the unexamined skepticism of naysayers. Vega specifically questions the wholesale adoption of telework as recommended by its advocates. She examines the impact of telework on the worker, as well as benefits to the employer. Telework might not be the answer to all problems, but Vega's close examination concludes with an upbeat description of what can happen—and has happened—in the best of circumstances.

The Elgar Companion to Managing People Across the Asia-Pacific provides a crucial exploration of current business and management research, touching upon topics such as leadership, employee motivation and politics, and innovation to provide a timely examination of management in the Asia-Pacific. It addresses how unique cultural, societal, and governance factors in the Asia-Pacific affect business practices.