IBM Indiana
The purpose of this case study is to explore the benefits of and problems with telecommuting. It also provides an understanding of the importance of technological support in making telecommuting successful. Technological advances have made it feasible to redefine where work is done. The traditional notion of an office as the place where someone goes to work seems to be going the way of the buggy whip, the eight-track tape, and the stenographer.Companies such as Procter & Gamble, Compaq, Hewlett-Packard, AT&T, and IBM have partially or fully eliminated traditional offices for field sales and customer service. Other companies have eliminated offices for workers including researchers, real estate managers, and accountants. For these businesses, work is becoming something you do, not a place where you go. They are successfully replacing offices with technology; portable computers, cellular phones, and fax machines all enable remote or mobile work. This paper will elaborate on how IBM - Indiana implemented telecommuting, perspectives of the employees, perspectives of IBM, advantages to society, the effectiveness of Wiley's leadership, the mobility concept, and tips for managing in the new environment.
He also noted other benefits such as providing more effective service to customers, eliminating time and stress of commuting, eliminating parking problems, increase of quality of life. Why did IBM-Indiana decide to adopt telecommuting? In 1993 IBM-Indiana was contemplating further head-count reductions on top of earlier drastic decrease in staff. What physical changes were required to support the change to telecommuting?Physical changes not only required setting up home offices and providing telephone lines to these offices, but it also required eliminating individual offices in current IBM locations and reengineering the support processes that were provided by the central office staff. From the perspective of the employees, what were the disadvantages of telecommuting?But some of the telecommuters relayed concerns about the new environment, specifically technical support provided for items such as software, telephones and printers. Everyone should be thoroughly training on all the functions of the software. I know this is bruising your egos, because IBM has conditioned you to expect these perks. If we aren't willing to give up some perks everyone will know that management doesn't understand what is going on. In addition, daily 15 minute briefing on a teleconference call involving each member of the team. The goal was to reduce worldwide employment to 225,000 by the end of 1994. He motivated the staff regarding the change by pointing out not only the alternative of cut backs but also acknowledging the benefits of telecommuting. He ask the managers who were reluctant to be an example and give up their personal offices. Mobility differs from telecommuting. Susan should establish a plan that will allow everyone to maintain communications at remote locations. He was the first to move out of his own office, and he sold most of his people with the argument that telecommuting was necessary to save 50 jobs in the state.
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Acceptance Essays
