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Successfully working in a flexible environment also de-
mands flexible management and HR management tools.
Two fundamental changes to management strategies
should be emphasised here:
Indirect management
In objective-setting
2
meetings, managers and workers
agree on long-term performance goals which are speci-
fied as performance indicators. Detailed instructions for
daily work are no longer required. The worker takes on
responsibility for processes, the use of equipment, goal
achievement and the quality of results.
Long-distance management
The widespread use of communication technologies
and multimedia means that communication is increas-
ingly virtual. It is not only workers who must adapt to
working arrangements that are flexible in terms of time
and location; managers must also adapt to a new way of
leading. When it is no longer possible to see and speak
with workers on a daily basis, the relationship between
manager and employee changes fundamentally. Not only
do the planning and the delegation of tasks have to be
adapted to these changes in working conditions but also
the way managers communicate and provide feedback.
Methods of indirect management
• Management by objectives
(MBO)
• Goal-setting meetings
• Scope to act and structure work
(e.g. trust-based working hours)
• Contract-based remuneration
• Broad transparency (an individ-
ual’s contribution to the compa-
ny’s success is clearly visible)
• Incentive schemes (e.g. perfor-
mance-based remuneration,
non-cash rewards, bonuses,
stock options, commission)
• Internal competition via internal
benchmarking
• Continuous monitoring of results
using controlling and reporting
processes
• Reflecting performance through
feedback (e.g. customer satis-
faction)
New expectations for
management
2
For the purpose of this paper, objective and goal are used synonymously.
New Forms of Work
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