Abstract
Because of a general absence of guidelines available to management in arranging part-time status, it falls to the prospective part-timer to take the initiative. It is incumbent on the part-timer to clearly communicate his or her status to all members of the organization. Successful part-timers involve their coworkers as much as possible in the initial transition from full-time status. Attention is also given to the importance of protecting the boundary between home and office and of finding someone within the ranks of upper management who will champion the cause of part-timers.
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