Telework in Medicine, research and Business Kiev, April 24-25, 2003

ORGANISATIONAL IMPACTS OF TELEWORK

Jean-Claude Marot JC Consultants Mahina (French Polynesia) jcmarot@claranet.fr

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SUBJECT OF THE CONTRIBUTION • Organisational issues of the telework. • Case study • Download EU-CIS TELEWORKING 2001 on WISTCIS web site < www.ednes.org/wistcis> © JC Consultants - jcmarot@claranet.fr

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CARBUR Fuel distributor Low reactivity © JC Consultants - jcmarot@claranet.fr

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CARBUR Mobile telework More easy More efficient © JC Consultants - jcmarot@claranet.fr

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CARBUR Head office is sick of overabundance of e-mails © JC Consultants - jcmarot@claranet.fr

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CARBUR New organisation © JC Consultants - jcmarot@claranet.fr

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WHAT DOES IT MEANS ?

Telework • can involve both positive and negative features • can give rise to radical changes in the organisation © JC Consultants - jcmarot@claranet.fr

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CONCLUSION Five steps of the telework implementation • Exploratory phase • Preparatory phase • Launching phase • Experimental phase • Assessment phase © JC Consultants - jcmarot@claranet.fr

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