Challenges of managing at a distance are related to communication 

Management theories and practice have assumed the co-location of manager and subordinates where daily face-to-face communication is dominant. In his doctoral thesis in Information Systems Science, Ek. Lic. Svein Bergum examines the characteristics of managerial work when there is a geographical distance between the manager and the subordinates. The research shows that management at a distance is different from management of co-located subordinates, particularly related to communication. The characteristics of management at a distance will vary depending on such factors as the skill level of subordinates. The docoral thesis Management of teleworkers – managerial communications at a distance will be defended on 9 October at Turku School of Economics.

Management at a distance is part of the future of management in general. To manage at a distance will probably be an element in the jobs of a large number of managers in the future.

The data for this thesis is from the Norwegian Public Roads Administration (NPRA) where 70% of the 5000 employees in this organisation work at a distance from their managers after a huge reorganisation in 2003. The main challenges of managing at a distance are related to maintaining regular communication as managers do not have the regular daily face-to-face communication. Because of this, seeing the subordinate and giving feedback is more complicated.

Managerial solutions

Management at a distance has some common characteristics for a majority of managers. These characteristics are increased need for planning, the clarification of expectations, development of trust, have regular and effective communication by various types of media, as well as carrying out management by results. Managers often need to increase their travel to visit remote subordinates, and consciously decide on which tasks that should be discussed at a distance or face-to-face. Negative feedback is difficult in management at a distance, and this should generally be avoided.

Requirements and practice are not the same for all managers

Even if there are common characteristics for management at a distance, this thesis also illustrates that management at a distance can vary. Senior managers have more independent subordinates than lower level manager, and there are also differences between managers in different functions for example with reference to the extent of travel. The skill level of subordinates also has an impact. Different from previous studies, this thesis illustrates that working at a distance from the manager is possible also for employees with limited knowledge and skills. In this situation managers have to increase their support or control, or make some adjustments in job design.

Distance is not only geographical distance

This thesis also looks at other concepts of distance such as social distance (how well you know each other and how power is divided) and cognitive distance (educational background and common knowledge). Managers in NPRA do not think that management at a distance is much more difficult than traditional management because other types of distance are low. This means that the managers know their subordinates well, they trust them, many of the employees have the same engineering education and are middle-aged people. These conditions make management at a distance easier. 

The doctoral thesis can be read at http://info.tse.fi/julkaisut/vk/Ae10_2009.pdf  


More information:
Svein Bergum
+47 40 20 31 06, sb@ostforsk.no