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论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-06-04编辑:felicia点击率:23754
论文字数:9291论文编号:org201505262129434181语种:英语 English地区:英国价格:免费论文
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摘要:这是一篇有关远程办公的留学论文,随着现代社会的发展,远程办公已经不再新鲜,本文就具体分析远程办公的利弊。
The classic picture of innovative stimulus is Sir Isaac Newton, sittingunder a tree considering a body of scientific data, when he was hit inthe head with a falling apple. Hewlett-Packard provides a more modernexample. Hewlett-Packard realised the need to move from a massproduction process to a mass customization process in buildingcomputers for the home and small business market in the 1990s. Thestimulus for this innovation in process was consumer complaints. Theperson in charge of analyzing consumer complaints realized thepotential of customization to reduce these dissatisfactions, and waspowerful enough within the organisation to be heard (Zell 1997).
Finally, innovation only becomes true innovation if it is implemented. Prior to implementation, innovation must be presented todecision-makers, accepted by these leaders, and initiated. Successfulinitiation of the innovation then leads to its full implementation. This study will show teleworkers often experience reduced power andsocial inclusion in the workplace, potentially limiting their abilityto have innovative ideas accepted, initiated, and implemented.
This study seeks to examine teleworking in the context ofhigh-technology organisations, focusing on its impact on innovation inthese firms. The questions are, therefore, if any substantial part ofan employee’s work performed by employees physically separated from thelocation of their employer using information technology (IT) foroperation and communication contributes to or detracts from theirparticipation in changes in the product, process or administration ofan organisation; does this work method enhance new ideas that departfrom existing norms and practices to respond to the firm’s current orfuture environment, specifically in the case of organisations that bothproduce and heavily use advanced technology products and services?
Few positions allow full-time teleworking; most high-tech firmsexamined in this study allowed one to three days of teleworking. Someemployees used teleworking to continue work projects outside theirofficial workday (Anon 2004, Baruch 2001, Werdigier and Neibuhr 2002,Zell 1997). For example, at AT&T, 29% of managers telecommute atleast once a week (up from 8% in 1994) and weekly work an average offive more hours at home than at the office. The typical context ofteleworking in high-tech organisations, therefore, is on a part-timebasis.
It is important also to consider the types of positions usually offeredteleworking opportunities. With one exception, managers andoffice-based personnel are more likely to be allowed to work remotelythan production or laboratory staff (Werdigier and Neibuhr 2002). Theexception to this trend is the developer or designer who works remotelyfrom client locations as part of testing of new technological productsand proces本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。