Personnel Management of a Decentralised Organisation

All but a few of the staff of F International (Berkhamsted, UK), a computer consultancy and systems house, work from home. The company has 7 regional offices, each headed by a regional manager. Two key factors in the company's results are communication and administration. The company requires i...

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Bibliographic Details
Published in:Employee relations 1986-01, Vol.8 (1), p.iv
Main Author: Evans, Pam
Format: Article
Language:English
Subjects:
Attitude surveys
Case studies
Consulting firms
Decentralization
Human resource management
Organizational structure
Work at home
Online Access:Get full text
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Summary:All but a few of the staff of F International (Berkhamsted, UK), a computer consultancy and systems house, work from home. The company has 7 regional offices, each headed by a regional manager. Two key factors in the company's results are communication and administration. The company requires its workers to set up a business-like environment at home, away from household disturbance. The support of other members within the company, both managers and peers, is important, and manuals ensure adherence to corporate standards. Other corporate activities for a decentralized organization are: 1. newsletters, 2. induction days, 3. briefings, 4. attitude surveys, 5. local contact groups, 6. project meetings, and 7. training courses. Regular telephone contact gives employees rapid feedback on progress. Training can be done through distance learning techniques, such as: 1. books, 2. self-study, 3. audiotapes, and 4. microcomputer training.
ISSN:0142-5455
1758-7069