Computers, the Internet and mobile phones have had a huge impact on managing all types of workforces, from sales organizations that have long been remote to more traditional office workers who can now work remotely too. While in some cases, such as in the case of sales management, managers' tasks have been simplified by this new technology, in others, such as in the case of traditional office workers now working from home or remote offices, managers' work has been considerably complicated. Overall, however, the management of multinational organizations and disparate locations has been simplified by technology. Mobile phones, email, chat, instant messaging (IM), and online collaboration have made managing a remote sales force or other workforce more efficient and effective. The changing role of remote management Addressing the issue of remote management, Mewton (2005 ) suggests that old management philosophies based on top-down decision making, centralized operations and controlled flow of information do not work in today's diverse work environment . Frontline workers need and have access to much more information than even their managers once had. For managers the task becomes one of relating to their staff as they rarely interact face to face. Goleman, Boyatzis, and McKee (2002) point out that the availability of remote communication tools – cell phones, email, instant messaging – only creates “the opportunity to connect” (p. 2), it takes effort to drive through these tools and leaders must be aware of and use their skills of self-awareness, active listening, compassion, empathy, and integrity to motivate remote workers (Mewton, 2005). Remote Sales Force ManagementSales forces have long been...... paper medium... and salesperson work outcomes: the moderating effect of salesperson location. Journal of Personal Selling & Sales Management, 20(3), 161-171.Evans, R., & Abbott, W. (2010). Remote working and its effects on business relationships. Editor: British Journal of Administrative Management, 2010(69), 28-29.Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Realizing the power of emotional intelligence. Cambridge, MA: Harvard Business School Press.Mewton, L. (2005). A question of leadership. Leadership in Action, 24(6), 14.Ravichandran, T.T., & Liu, Y. (2011). Environmental factors, managerial processes and IT investment strategies. Decision Sciences, 42(3), 537-574. doi:10.1111/j.1540-5915.2011.00323.xTemkin, B. D., Mines, C., & Gardiner, K. M. (2002). Technology Catch-Up Update: The Turning Point in 2003. Cambridge: Forrester Research.