Through this article, we have tried to demystify the concept of Remote Management, retrace its genesis and reveal the imperativeness of its use. Given the main objective of providing a better understanding of this organizational configuration, we have identified the major key tools and related behaviors, shedding light on the new challenges assigned to contemporary E-Managers.On this basis, we have first undertaken a historical overview to demonstrate that remote management is an operational consequence of drastic changes, at disparate eras and places, in our interaction modes. We have subsequently exposed a concrete model to endorse the effective use of this configuration several years before the recent infatuation for telecommuting. Our choice fell on a regional project of the United Nations Development Program (UNDP), called MYTecC, Mediterranean Youth Technology Club, mainly for its avant-garde characteristics. Without claiming to present it as a case study, this project includes several responses about Remote Management since it relies, for the achievement of its objectives, on the involvement of a multicultural team, geographically detached but virtually homogeneous and noticeably operational.

The drastic changes brought by the globalization of the economy and the dissolution of borders has considerably favored the emergence of remote management. In a fluctuating environment, the effectiveness of this new form of organization remains tightly linked to the ability of leaders to adapt their skills and consider the prerequisite of their virtual environment.Thus, it is mandatory for modern managers to wear new behavioral glasses that they can federate, remotely, the ardor of their colleagues and at the same time to break with old hierarchical practices and bureaucratic recipes. More than ever, e-managers must develop a highly team awareness, continually identify tools and techniques and be responsive to whatever kind of limits to foster confidence and build a winning virtual team.