• Corpus ID: 246996251

REMOTE WORKING: A LITERATURE REVIEW

  • Workplace Isolation , I. the , +2 authors Nguyen Thi Ngoc Ha
  • Published 2022
  • Sociology, Business

38 References

Workplace isolation occurring in remote workers, a review of causes and consequeces of workplace isolation, achieving effective remote working during the covid‐19 pandemic: a work design perspective, telework and organizational citizenship behaviors: the underexplored roles of social identity and professional isolation, workplace isolation: exploring the construct and its measurement, the job characteristics model: an extension to entrepreneurial motivation, social isolation and stress as predictors of productivity perception and remote work satisfaction during the covid-19 pandemic: the role of concern about the virus in a moderated double mediation.

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Social isolation and acceptance of the learning management system (lms) in the time of covid-19 pandemic: an expansion of the utaut model, challenges of teleworking during the covid-19 pandemic, related papers.

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Remote Working and Work Effectiveness: A Leader Perspective

Associated data.

All necessary data samples are provided in the paper.

Currently, job duties are massively transferred from in-person to remote working. Existing knowledge on remote working is mainly based on employees’ assessment. However, the manager’s perspective is crucial in organizations that turned into remote work for the first time facing sudden circumstances, i.e., SARS-CoV-2 pandemic. The main aim of our study was to analyze remote work effectiveness perceived by managers (N = 141) referring to three crucial aspects, i.e., manager, team, and external cooperation. We assumed the perceived benefits, limitations, and online working frequency as predictors of remote work effectiveness. Further, we analyzed the possible differences in remote work perception referring to different management levels (i.e., middle-level and lower-level). Our findings revealed a significant relationship between the benefits and effectiveness of managers and external cooperation, specifically among lower-level managers. Limitations, particularly technical and communication issues, predicted team and external cooperation effectiveness. The results showed remote work assessment as being socially diverse at the management level.

1. Introduction

Currently, remote work has become a crucial organizational tool that enables effective performance in the increasingly competitive global market. Although working outside of the office has already been available, this form of performing job duties seems mainstream in modern organizations. Due to the SARS-CoV-2 pandemic, 14.2% of employees in Poland changed their current way of performing professional duties to a remote mode. Almost every sixth employee in the public sector and every twelfth in the private sector worked remotely [ 1 ]. 85.6% worked remotely for five days a week, and 64% were likely to perform their professional duties remotely even after returning to the work office, especially since 44% of employees declared that their efficiency at home did not decrease [ 2 ]. Half of them indicated that sufficient work outside of the office was performed mainly for two days, and every seventh employee pointed out three remote working days.

Since the COVID-19 pandemic, many studies have been conducted on various aspects of remote working from the employees’ perspectives [ 3 , 4 , 5 , 6 , 7 ]. Generally, employees find working from home productive, albeit managers are often concerned about maintaining job performance at least on the same level as office work [ 8 , 9 ]. Thus, it seems crucial to look at how managers at different levels of management perceive the introduction of remote working on an unprecedented scale since they are responsible for organizing and controlling the employees’ work [ 10 ]. We decided to use managerial perception as previous research has proved the usefulness of subjective performance measures and their similarity with objective internal performance [ 11 , 12 , 13 ]. This study aimed to determine how managers rated the effectiveness of their own work and how they assessed the effectiveness of their team and external collaboration while performing their job duties remotely.

Literature Review and Hypotheses Development

Managers’ effectiveness has been defined as the impact of managers on the fluent functioning of an organization [ 14 ]. They can manage effective performance by using optimal acquisition and utilization of internal and external resources, i.e., human, financial, and instrumental resources. Since the managerial role is crucial in obtaining effective workflow and outcomes, this study was focused on managers’ perspectives.

Managers have different needs depending on their status [ 15 ]. Most often, the structure of managers in an organization consists of three levels [ 16 , 17 ]. The first one is top management which assumes top managers with most power, authority, and responsibility. The managers at this level define the company’s strategy, vision, and mission. They represent the company externally and visualize and define the company’s future. Top management is also responsible for dealing with the groups or individuals who may have different interests or intentions that do not have to align with the company’s interests. Their role is to unite or convince them that the interest of the organization stands above everything and is not in conflict with their actions [ 18 ]. The second level, namely middle management, is the one that sets the goals to achieve the organization’s strategy. Middle managers are tasked with communicating and implementing the plan received from top management [ 19 ]. They indicate organizational roles, and they work mainly with the low management. Thus, they rarely have contact with first-line workers. [ 20 ]. At the lowest level of the managerial hierarchy, lower-level managers usually have the most direct and frequent contact with front-line employees. As a result, low managers can significantly impact work effectiveness [ 21 ] since they operate and plan in the short term. They usually do not have the power to implement their own initiatives that can change the strategic goals [ 19 , 22 ]. Nevertheless, to ensure the stable functioning of the organization in unstable circumstances (e.g., at the time of the pandemic), they play a crucial role as first-line leaders. Therefore, the main objective of our study was the assessment of how managers with direct contact with subordinates (i.e., low- and middle-level managers) perceived work effectiveness.

The environment in which an organization finds itself is volatile, and managers at all levels should be open to change. Increased performance and job satisfaction from the perspective of individual employees are reported in trade journals [ 23 ] and academic sources [ 24 ]. However, the relationship between remote working and performance has not been well established from the managers’ perspective [ 11 , 12 , 13 , 25 , 26 ]. Virtual working, including working from home, comprises different benefits, e.g., saving time and other expenses, integrating the work of specialized employees, and expanding external co-operation. There is abundant research on the benefits and limitations of remote working [ 27 ]. The most common benefits include no commuting, reduced distraction, work–life balance and increased work flexibility, creativity, and motivation [ 28 , 29 ]. In addition, many studies have shown increased productivity [ 30 , 31 ]. Research indicates that proximity to co-workers often leads to wasted time and decreased productivity. The increased efficiency of employees in remote working is due to the lack of distractions present in the office [ 32 ]. On the other hand, employees indicate that the most significant disadvantage of remote work is the lack of non-work-related contacts [ 33 ], even though they can contact others via information and communication technologies (ICTs) [ 34 ]. Although Gibbs, Mengel, and Siemroth [ 27 ] emphasized that productivity depended on the worker’s characteristics, and measured employee productivity, the employees were able to maintain similar or slightly lower levels of output during work from home. Besides its positive aspects [ 30 , 35 ], existing research indicated a number of challenges generated by remote work, such as work–home interference, ineffective communication, procrastination, and loneliness.

As mentioned above, there are many advantages of remote forms of performing job duties, and several limitations that result in work outcomes and collaboration [ 31 ]. The responsibility of managing the remote work of employees rests with managers, particularly first-line managers and team leaders. Therefore, we assumed that the perceived effectiveness of remote work was connected with the experienced benefits and limitations ( cf. Hypothesis 1). Moreover, different management levels, i.e., middle- and lower-level managers, might perceive remote work differently ( cf. Hypothesis 2).

The perceived benefits, limitations, and frequency of remote work are related to the remote work effectiveness perceived by lower-level and middle-level managers.

The perceived remote working conditions differ between lower-level and middle-level managers.

2. Materials and Methods

2.1. participants and procedure.

To evaluate the effectiveness of remote work, we recruited employees from one of the largest enterprises in Poland. The companies that provided data belong to one of Poland’s largest capital groups in the energy sector. The survey covered the executive staff of three companies employing 234 middle- and lower-level managers (68 women and 166 men). A total of 29% were middle-level managers. The survey mainly addressed managers who had worked remotely/hybrid since the beginning of the COVID-19 pandemic. Two of the three companies surveyed previously could use remote working, but no more than two days per month. One company did not have remote working in operation. A vast majority of the managers were college-educated employees. As a result of the COVID-19 pandemic, all companies included in the survey had started remote working with the possibility of hybrid working. In the interests of employees, it was recommended that all individuals who were able to perform their duties (i.e., had the appropriate equipment) and agreed to work remotely took advantage of this opportunity.

We focused explicitly on the management staff during recruitment, i.e., department executives. Overall, the sample comprised 141 participants, including 18.7% middle management and 81.3% lower management. A total of 71% of participants were male, which reflects a male predominance in the real structure of the labor market and the share of males in the total number of employed managers in Poland [ 36 ]. All respondents were highly skilled and educated, mainly in the engineering field.

This cross-sectional study was based on anonymized employee data selected from the organizational resources. No person-related data were collected to ensure the anonymity of the study. The respondents received a link that directed them to the survey located on the company intranet. Participation was voluntary and free of charge. The participants were informed of the voluntary nature of participation in the study and the anonymity of data collection, i.e., their data would be analyzed collectively, and no personal information would be shared. They were assured that there were no wrong answers and that all of their opinions were important. Prior to participation, the respondents provided oral consent to participate in the study and were informed about the possibility of withdrawing from the study. All employees were aged 18 or older and completed their duties remotely from home.

2.2. Measures

Work effectiveness was assessed with three items related to different remote work effectiveness dimensions, i.e., the respondents were asked to assess the effectiveness of their own work, of the team, and of the co-operation with other business areas. All items required the participants to rate the extent to which they perceived work effectiveness (sample question: “Taking everything into consideration, how do you rate your work effectiveness as a whole?”) in all dimensions using a 5-point scale from 1 (ineffective) to 5 (very effective). Each dimension contained one-item measures. Using single-item measures is effective and more favorable in some respects than using multiple-item measures [ 37 ]; e.g., single-item measures are easier to understand by management, are completed more quickly, and require less effort. Higher scores indicated a higher level of perceived effectiveness in each dimension. The reliability of the scale comprising all three items in the current study was considered good, with Cronbach’s α = 0.8.

Benefits were measured using the one-item scale to assess perceived advantages of remote work with multiple-choice answers (sample categories: possibility to gain technical skills, on-task concentration, organized home life, and work economy). The list of chosen benefits was evaluated in terms of subjective fulfillment of criteria for remote working benefits by using competent judges. Benefits were defined as positive aspects, advantages, or profits gained from remote work. We asked five professionals, who were psychologists and managers, to evaluate the set of benefits on a 5-point scale (1 = does not refer to the dimension; 5 = fully refers to the dimension) and inspected the judges’ congruency concerning individual ratings (congruency index = 0.95). The ten benefits of remote work were positively verified by all five judges and were included in the study. The respondents reported the perceived benefits by checking them on a prepared list. The sum of selected benefits indicated the level of perceived benefits gained from remote work. In other words, a higher score indicated a larger number of benefits of remote work.

Limitations were measured with multiple-choice answers using a three-item scale assessing three dimensions of perceived disadvantages of remote work (i.e., organizational, technical, and social limitations). Limitations were defined as work aspects that limit the quality or achievement during remote work. The given limitations were verified by competent judges (congruency index = 0.93) and were introduced to the study. The overall-limitations measure was obtained by summing reported limitations from the possible ten statements which tap the various remote job facet (e.g., organizational, technical, and social issues). Higher scores indicated a higher level of limitations of remote work. The reliability of the scale comprising all three items in the current study was satisfying, Cronbach’s α = 0.7.

The respondents indicated the number of days of remote work per week to gain satisfactory team effectiveness, and the number of days of remote work per week to gain satisfactory management effectiveness. They rated on a scale between one to five working days.

Table 1 displays means, standard deviations, and correlations for the study variables.

Means ( M) , standard deviations ( SD ), and correlations between study variables.

Variable 12345678910
1. Position
2. Online_leader3.311.24−0.12
3. Online_team3.311.22−0.110.87 ***
4. Benefits0.350.13−0.23 *0.22 *0.20 *
5. Limitations0.260.130.12−0.30 ***−0.43 ***−0.07
6. Limit_org0.230.160.01−0.22 **−0.33 ***−0.040.76 ***
7. Limit_tech0.330.190.08−0.26 **−0.34 ***−0.050.82 ***0.48 ***
8. Limit_soc0.230.170.20 *−0.21 *−0.32 ***−0.090.74 ***0.34 ***0.39 ***
9. Effect_leader4.260.75−0.28*0.54 ***0.51 ***0.29 ***−0.32 ***−0.21 *−0.25 **−0.28 ***
10. Effect_team4.160.76−0.130.50 ***0.55 ***0.10−0.36 ***−0.25 **−0.35 ***−0.22 **0.70
11. Effect_co3.960.81−0.080.49 ***0.54 ***0.31 ***−0.39 ***−0.31 **−0.36 ***−0.24 ***0.530.17 ***

Notes. Limit_org—limitations in the organizational dimension; Limit_tech—limitations in the technical dimension; Limit_soc—limitations in the social dimension; Online_leader—number of days of remote work to maintain high management effectiveness (per week); Online_team—number of days of remote work to maintain high team effectiveness (per week); Effect_leader—leader effectiveness; Effect_team—team effectiveness; Effect_co—external co-operation effectiveness; a Position is dummy-coded (1 = middle-level manager, 0 = lower-level manager); * p < 0.05; ** p < 0.01; *** p < 0.001.

The management position (i.e., lower-level and middle-level management) was negatively related to the perceived benefits ( p ≤ 0.05) and work effectiveness ( p ≤ 0.05), and positively associated with social limitations ( p ≤ 0.05).

In the first step, a regression analytical procedure was conducted to test the interaction between remote work conditions, i.e., benefits, limitations, online working frequency, and remote work effectiveness ( cf. , hypothesis 1). The regression model explained 37% of the variance in managers’ effectiveness (F(2, 134) = 17.94, p < 0.001), 31% of the variance in team effectiveness (F(2, 134) = 15.89, p < 0.001), and 37% of the variance in external co-operation efficacy (F(2, 134) = 13.45, p < 0.001). The managers’ position was dummy-coded and contrasted with “lower-level managers” and “middle-level managers”. The results are given in Table 2 .

Hierarchical linear regression of three aspects of remote work effectiveness.

PredictorLeader EffectivenessTeam EffectivenessCo-Operation Effectiveness
Position −0.15−2.10 *−0.05−0.730.030.47
Benefits0.141.99 *−0.01−0.190.223.11 **
Limits_org−0.03−0.37−0.01−0.17−0.08−0.99
Limits_tech−0.05−0.60−0.20−2.29 *−0.18−2.21 **
Limits_soc−0.11−1.39−0.01−0.01−0.01−0.09
Online_leader0.342.90 **−0.141.020.090.70 *
Online_team0.080.620.332.33 *0.322.36 *
F17.94 ***15.89 ***13.45 ***
R 0.370.310.37
Adj. R 0.330.280.33

Notes. Limit_org—limitations in the organizational dimension; Limit_tech—limitations in the technical dimension; Limit_soc—limitations in the social dimension; Online_leader—number of days of remote work to maintain high management effectiveness (per week); Online_team—number of days of remote work to maintain high team effectiveness (per week); a Position is dummy-coded (1 = middle-level manager, 0 = middle-level manager); * p < 0.05; ** p < 0.01; *** p < 0.001.

Table 2 shows the regression analysis of the relationship between dependent variables, i.e., manager effectiveness, team effectiveness, co-operation effectiveness, and predictors. Leader effectiveness was negatively related to a managerial position. The managers’ position was dummy-coded (0 = lower-level management; 1 = middle-level management). As shown in Table 2 , middle-level managers perceived the effectiveness of their work as lower ( β = −0.15, p < 0.05). Positive relationships were observed between the perceived benefits of remote work ( β = 0.14; p < 0.05), online working days ( β = 0.34; p < 0.01), and managers’ effectiveness. The same regression analyses were conducted for team effectiveness and relations with the external environment. Team effectiveness perceived by managers was negatively related to the experienced technological limits during remote working ( β = −0.20; p < 0.05) and positively related to the number of online working days ( β = 0.33; p < 0.05). The results showed that co-operation effectiveness was negatively related to the perceived technological limitations ( β = −0.18, p < 0.01), positively associated with the perceived benefits ( β = 0.22, p < 0.01), and positively associated with the frequency of remote work of managers ( β = 0.09, p < 0.05) and the team ( β = 0.32, p < 0.05).

Secondly, we assessed the significance of mean differences in remote work conditions perceived by lower-level and middle-level managers ( cf. hypothesis 2). The scores were normalized to a 0 to 1 range. We applied a Mann-Whitney U test that showed significant differences in the level of the perceived benefits of remote work between these groups (U = 642.50, p = 0.04). Middle-level managers perceived lower benefits ( M = 0.29) compared to lower-level managers ( M = 0.38). Analyzing the online work limitations, we found significant differences in the level of social limits (U = 1138, p = 0.02) and work effectiveness, (U = 519, p = 0.02) between the groups. Middle-level managers reported a higher level of social limits ( M = 0.30) compared to the lower-level managers ( M = 0.22). However, lower-level managers assumed themselves as more effective ( M = 4.37) compared to middle-level managers ( M = 3.95).

Based on the Mann-Whitney U test results, Figure 1 and Figure 2 present the benefits and limitations perceived by the analyzed groups in more detail. The p -value demonstrates significant means differences between the low- and middle-level management.

An external file that holds a picture, illustration, etc.
Object name is ijerph-19-15326-g001.jpg

Remote work benefits perceived by lower- and middle-level managers. Notes. * p < 0.05; ** p < 0.01.

An external file that holds a picture, illustration, etc.
Object name is ijerph-19-15326-g002.jpg

Remote work limitations, perceived by lower- and middle-level managers. Notes. * p < 0.05; ** p < 0.01; *** p < 0.001; + p < 0.10.

We further tested the relation between the specified benefits (i.e., on-task concentration), limitations (i.e., lack of rules, decreased work productivity, poor communication), and perceived work effectiveness that significantly differentiated managers on different management levels. A Mann-Whitney U test showed that the communication issue and perceived own work effectiveness revealed a differential pattern (U = 1993.50, p = 0.02). In other words, managers who reported poorer communication as a limitation of remote working had a lower level of the perceived own work effectiveness than those who indicated no communication issues. A significant difference was observed in work effectiveness referring to perceived productivity (U = 1882.50, p = 0.001). A lower level of managers’ effectiveness was shown in managers who experienced lower productivity.

Although the lack of rules did not significantly differentiate own work effectiveness, the perceived effectiveness of co-operation with the environment was significantly different for managers who “suffered” more from a lack of rules than those who did not complain (U = 1099, p = 0.03).

On-task concentration reported by managers was significant in differentiating their work effectiveness (U = 1475, p = 0.001) indicating that managers who reported on-task concentration as a remote work benefit perceived better work effectiveness.

4. Discussion

The COVID-19 virus outbreak has made many people work from home on an unprecedented scale, especially in business sectors where employees had not had an opportunity to work remotely before. Consequently, we argued the necessity of conducting research to confirm the effectiveness of remote work in this unique context, particularly from the managers’ perspective.

First, we examined the role of the perceived benefits, limitations, and online working frequency in maintaining high work effectiveness in three dimensions (i.e., manager, team, and external collaboration levels). Our findings showed benefits as significant predictors of perceived manager and co-operation effectiveness. The more benefits managers reported, the more effective they felt at work. Therefore, activating the available strengths of remote work empowers organizational resources and work effectiveness. Available communication devices allow quicker performance of the tasks e.g., organizing and attending work meetings online is faster and easier compared to organizing face-to-face contacts [ 38 ]. This relationship mainly concerns lower-level managers. From the managers’ perspective, the benefits were not as important in predicting the team’s effectiveness. The results indicated significant relationships between technical limitations and effective remote work in team and external collaboration. Technical issues were perceived as lowering work effectiveness, independently of the manager’s management level (i.e., middle-level and lower-level).

Further analysis demonstrated the differences in the perception of work effectiveness among managers at different levels of management (i.e., lower-level and middle-level management). In the context of remote working introduced on such a large scale during the COVID-19 pandemic, our findings highlight that, on the one hand, increased effectiveness and perceived benefits can be observed. On the other hand, they are not at the same level depending on the management role connected with social interactions.

Our findings offer managers a new lens to view the advantages/disadvantages of working from home. Generally, employees’ lack of social interactions is perceived as a disadvantage [ 34 ]. Nevertheless, this study proposes an alternative view of telecommuting that can boost performance as a result of improving technical support and minimalizing unnecessary distractions. Although, Allen, Golden, and Shockley [ 9 ] emphasized that social relationships at work can suffer as a result of excessive remote work, and care should be taken to properly manage the negative effects of weakened relationships between employees. We cannot lead to workplace loneliness which can result in lower job performance [ 39 ] as a result of informal interactions and a team cohesion decrease [ 7 ]. The results showed that the possibility of concentration on the task was evaluated higher by lower-level managers. Work that requires more on-task concentration and problem-solving is done more preferably at home, with significantly fewer distractions [ 29 , 40 ]. As mentioned before, lower-level managers have more frequent contact with employees than higher-level managers, and recent research suggests that calls between remote workers are more task-focused and less distracted [ 32 , 34 ]. Consequently, referring to perceived remote work limitations, organizational issues (e.g., lack of rules), and social issues (i.e., lower productivity and ineffective communication with employees) significantly differentiated the managers at different managerial levels. The middle-level managers suffered more from the specific remote work limitations.

By identifying differences in the managerial levels in the perceived benefits and limitations, our findings shed light on a specific explanation as to why remote working is perceived more favorably by lower-level managers. Therefore, our empirical studies on how social implications of remote working can affect work effectiveness [ 32 ] indicated that a lack of distractions can increase workers’ effectiveness while working from home. We do not argue that the effectiveness of the remote mode is only due to employees’ lack of distraction in the home office. The perceived benefits and technological issues are also related to work effectiveness. An understanding of how managers perceive remote work and its effectiveness at different managerial levels and the discrepancy in the perception of benefits and limitations is crucial for understanding remote work effectiveness, especially since remote working offers indisputable convenience, which will contribute to its expansiveness in the organizational setting compared to the pre-COVID-19 level.

4.1. Limitations and Direction for Further Research

Despite the contributions we make, this study is not without limitations. First, our research did not explore the employees’ perspective or objective internal performance or work characteristics. Nonetheless, the managerial perspective is relatively rarely analyzed. Future research could explore how employee attributes and other factors such as personality or stress may shape the effectiveness of working online. Second, the sample size was comparatively small, with a male predominance, which limits the generalizability of the findings and the opportunity to explore other moderating mechanisms. Nevertheless, the sample provided sufficient statistical power to test the hypothesized relations. Next, our study was designed as cross-sectional. Considering the specificity of the sample and contextual conditions (i.e., pandemic), the cross-sectional design seemed reasonable and indicated the most significant relations. Finally, we used self-reported measures that are often the only possible way to examine one’s own perspective, such as self-perceived effectiveness in a specific context [ 34 ]. Nonetheless, there is still the need to use objective methods and include the employees’ perspective in the study. Using objective information (e.g., Key Performance Indicators or Return on Investment) could help solve this potential bias in the data in a future study.

Remote working in Poland is relatively new and introducing it on a such significant scale might provide unique experiences. Little is known about both direct and ripple effects that can bring us a widespread shift to remote work. Additionally, it would be useful to analyze the further relationship between social interactions and effectiveness by using objective measures. Further research requires more information concerning working online from a leader’s perspective. Longitudinal research would be necessary to demonstrate the development and changes of home office effects. Although the consideration of a leader’s perspective has given us new insights, avoiding a biased managerial perception of remote working as less effective is helpful. A more specific analysis of job characteristics and effectiveness can reveal conditions that are advantageous for employers and employees. Further interaction effects between remote work and HRM policies, as well as between social interactions, should be studied.

This study was conducted during the COVID-19 pandemic for the first time. In order to rule out the impact of pandemic stress and its effect on effectiveness, it is necessary to repeat the study after the epidemiological threat has ceased. If home-office information on a management level is available, and if a comparison during and after the coronavirus crisis is possible, we can learn whether COVID-19 has contributed to a substantial structural change.

Other constraints that can affect leaders and managers are those that also can be connected with the issues that are familiar from the perspective of employees. One such constraint, for instance, might be the low turnover and the intensity of hiring, which was limited. In the case of employees, a decline in efficiency can be observed, which could be partly traced to having less experience, lower tenure, or being in the process of onboarding [ 27 ].

4.2. Practical Implications

This study provides meaningful implications for practitioners. First, our research suggests that effectiveness can be increased by managing remote work effectively and implementing HR policies to strengthen the benefits of remote work and minimalize shortcomings, mainly in technical dimensions (e.g., poor quality of internet connections, multiple communication channels), while organizations can set hybrid working from home and observe changes in the managerial perception. However, organizations may influence the supportive practices that come to managers of all levels. Employers can offer training on improving their managing skills in remote environments. Some researchers suggest that consideration should be given to the individual adjustment of work conditions (e.g., less disciplined employees might experience more challenges during remote working). Therefore, offering them online work would be unsuccessful [ 34 ].

Researchers emphasize the great role of managers and leaders in practicing working from home. They are ought to provide adequate support in response to the needs of employees with different challenges [ 7 , 34 ]. Otherwise, remote working might turn out to be ineffective causing problems such as a longer time spent on projects, difficulties with training, onboarding issues, etc. We can observe that, from a management point of view, working from home reached the highest level of productivity in COVID-19 and stabilized, but this situation might not be sustainable [ 40 ].

The main concern, from a managerial perspective, often suggested about working from home is a decrease in effectiveness [ 8 ]. Thus, it can have a negative effect on how they operate at different levels of management. This study contributes to clarifying this issue and gaining a better understanding of the sources of perceived effectiveness from the perspective of managers and leaders. It can have a positive impact on the level of employees’ commitment and dedication to their companies, resulting in higher effectiveness [ 8 ].

Without a doubt, remote work has become an inherent work system, and the challenge today is to maintain or indicate maximum efficiency. Undoubtedly, the best solution is to introduce hybrid work and combine remote work with office work [ 23 ]. It is necessary to take a closer look at the characteristics of the job in question and put in place solutions to perform tasks at their best, depending on whether it is more efficient to do them at home or in the office. So far, we know that some work is done effectively at home, while other work is better done at the office.

5. Conclusions

This study contributes to understanding how remote working influences effectiveness from the managers’ perspective. While previous research has recognized that working online may be more effective, the role of managers has received less attention, both theoretically and empirically. Generally, managers view remote working as resulting in decreased performance and lower managerial control [ 8 ]. Our study suggests that the more benefits managers perceive, the more effective their work is assessed in different dimensions (i.e., manager, team, external co-operation). Moreover, the results indicated the difference in remote work perception depending on the management level (i.e., lower-level and middle-level management). Managers who have more contact with employees are more aware of the benefits of working remotely. Accordingly, the perceived benefits are related to a higher level of reported work effectiveness.

Funding Statement

This research received no external funding.

Author Contributions

Conceptualization, G.K. and K.Ś.; Formal analysis, K.Ś.; Investigation, G.K.; Methodology, G.K. and K.Ś.; Project administration, G.K.; Resources, G.K. and K.Ś.; Software, G.K.; Supervision, K.Ś.; Visualization, G.K. and K.Ś.; Writing–original draft, G.K. and K.Ś.; Writing–review and editing, K.Ś. All authors have read and agreed to the published version of the manuscript.

Institutional Review Board Statement

The current study was approved by the Research Ethics Committee, decision no. KEUS.67/11.2020.

Informed Consent Statement

Informed consent was obtained from all subjects involved in the study.

Data Availability Statement

Conflicts of interest.

The authors declare no conflict of interest.

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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CHAPTER 2 LITERATURE REVIEW AND RESEARCH OBJECTIVES

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Web Controlled Home Automation System is a system that can be used to control home appliances such as fan, air conditioner, heater, light, etc. through the internet. This system is used in this project to create a smart home. In the smart home system, users can activate home appliances wherever and whenever they are by using internet on PC's, Laptops, Smartphones, Tablets, and other internet connected devices. There are three (3) main functional blocks in this system: (i) webpage to provide Graphical User Interface (GUI), (ii) Controller Bridge consists of Arduino UNO and Arduino Ethernet Shield with, and (iii) Switching unit as a task executor. This project focus on building a simple system to control home appliances using user-friendly website page. There is also a built in system error detection. This project has two (2) main tasks. They are (i) Creating simple system for web controlled home automation system with a system error feedback reporting, (ii) Developing the system programming and creating user-friendly website page with interesting GUI. The main controller used an Arduino UNO board that is easy to program using Arduino IDE software [2] and able to control many devices. The system is interfaced to the internet through the Arduino Ethernet Shield using RJ45 cable. This Ethernet Shield is used to collect information from users and send it to the main controller and supports up to four simultaneous socket connection [1] .

Tarun Agarwal

With the growing popularity of Internet, Embedded Technology and Web Technology developing a fault tolerance system based on embedded web server, by using a Ethernet as communication media, this is finding wide spread application in embedded field. The proposed work plans to control the appliances placed in industrial area through the web server, in this plans to use of LPC1768 CORTEX-M3 based embedded board in the implementation of a Tiny web server (embedded web server) for control of industrial appliances in the server side. To communicate server with client an Ethernet is using here, Ethernet network communication Interface by using TCP/IP protocol and an Ethernet interface with HTML web page. This TCP/IP protocol is act as bridge between client and server and initialize to communicate. The webpage and firmware is done in HTML and dynamic C programming language respectively. Here the embedded system board acts as central heart of the server between webpage and appliances.

Marcin Jachimski , Pawel Kwasnowski

The paper presents a comprehensive description of a SMALL INTERNET MONITORING AND CONTROL DEVICE, named as: INTERNET LOGGER eLOGTM, designed and manufactured by the Experimental Department of Scientific Equipment and Automation Ltd in Cracow. It is a miniature, microcomputer remote data concentrator, using real-time operating system, designed for direct connection to the Internet/Intranet network. Visualization of acquired signals, as well as configuration and programming of the device are performed by means of www browser (using Java platform). For this purpose it was provided with the Ethernet 10BaseT interface, TCP/IP protocol and a www server (www@eLOGTM). Additional services installed are: Telnet, FTP, e-mail (e-mail@eLOGTM), PPP and sending short text messages to mobile phones (SMS@eLOGTM). The internet concentrator is designed for operation in distributed systems of data acquisition and recording. It provides an input/output unit for analog and binary signals. Also a method, ...

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A review on drones controlled in real-time

  • Open access
  • Published: 05 January 2021
  • Volume 9 , pages 1832–1846, ( 2021 )

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literature review remote control

  • Vemema Kangunde   ORCID: orcid.org/0000-0001-7169-7632 1 ,
  • Rodrigo S. Jamisola Jr. 1 &
  • Emmanuel K. Theophilus 1  

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This paper presents related literature review on drones or unmanned aerial vehicles that are controlled in real-time. Systems in real-time control create more deterministic response such that tasks are guaranteed to be completed within a specified time. This system characteristic is very much desirable for drones that are now required to perform more sophisticated tasks. The reviewed materials presented were chosen to highlight drones that are controlled in real time, and to include technologies used in different applications of drones. Progress has been made in the development of highly maneuverable drones for applications such as monitoring, aerial mapping, military combat, agriculture, etc. The control of such highly maneuverable vehicles presents challenges such as real-time response, workload management, and complex control. This paper endeavours to discuss real-time aspects of drones control as well as possible implementation of real-time flight control system to enhance drones performance.

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1 Introduction

A drone, also known as unmanned aerial vehicle (UAV), is an aircraft without a human pilot on board [ 1 , 2 ]. There has been a rapid development of drones for the past few decades due to the advancement of components such as micro electro-mechanical systems (MEMS) sensors, microprocessors, high energy lithium polymer (LiPo) batteries, as well as more efficient and compact actuators [ 3 , 4 , 5 ]. Drones are now present in many daily life activities [ 2 , 6 , 7 , 8 ]. They are used in many applications such as inspecting pipelines and power lines, surveillance and mapping, military combat, agriculture, delivery of medicines in remote areas, aerial mapping, and many others [ 2 , 9 , 10 , 11 , 12 ]. See Figs.  1 and 2 for some drones applications. Robotic manipulators, found in many applications [ 13 , 14 , 15 ], have in recent years been implemented on UAV platforms [ 16 , 17 , 18 ] for tasks such as aerial manipulation, grasping, and cooperative transportation. The unstable dynamics of the robotic arm, which increase control complexity of UAVs, have widely been studied in the literature [ 19 , 20 , 21 , 22 ].

UAVs technology is rapidly growing while UAV solutions are being proposed at faster rates as various needs arise. Drone features are determined by specific UAV applications as well as competition in the commercial market [ 23 , 23 , 24 , 25 ]. In [ 26 ], a review of the most recent applications of UAVs in the cryosphere was conducted. Compared to conventional spaceborne or airborne remote sensing platforms [ 27 , 28 , 29 ], UAVs offer more advantages in terms of data acquisition windows, revisits, sensor types, viewing angles, flying altitudes, and overlap dimensions [ 26 , 30 , 31 , 32 ]. The review shows that across the world, applications used various multirotor and fixed-wing UAV platforms. Red, green, blue (RGB) sensors were the most used, and applications utilised quality video transmission to the ground control station. The study in [ 33 ] demonstrates how versatile and fast-growing is the adoption of UAV solutions in daily life scenarios. They propose the design of a system capable of detecting coronavirus automatically from the thermal image quickly and with less human interactions using IoT-based drone technology. The UAV system is equipped with two cameras: an optical camera and a thermal camera. It conveys to the ground control station (GCS) the image of the person, the global positioning system (GPS) location as well as a thermal image of the hot body detected. The system combines IoT, virtual reality, and live video feedback to control the camera for monitoring people.

figure 1

Picture reprinted from https://aibirduav.diytrade.com

The KC2800 is a fixed-wing drone used for surveillance and mapping

figure 2

Picture reprinted from https://www.indiamart.com

Quadrotor drone spraying pesticide on crops

figure 3

Picture reprinted from  https://thewiredshopper.com

figure 4

Picture reprinted from https://thewiredshopper.com

On the other hand, apart from advancements in custom-made drones, commercial drone manufacturers are actively improving their products. Latest, more advanced drones are presented at https://thewiredshopper.com , see Figs. 3 and 4 . DJI Phantom 4, for example, is equipped with an automatic collision avoidance system. It has a sport mode that disables collision detection and enables fast speeds. It also has an active tracking technology that enables the selection of another moving object, like a car or another drone, and the Phantom 4 will autonomously follow it without assistance from the human pilot. The drone is equipped with a 3-axis camera and can record 4K resolution video at 30 fps and 1080p resolution at 12 fps. It will take 12-megapixel images in Adobe DNG raw format. It has gimbal stabilization technology and a built-in video editor. Other latest drones in the market include the AirDog drone by AirDog, 3DR Solo Drone by 3DRobotics, and Yuneec Typhoon H by Yuneec. A UAV’s operational environment is highly dynamic due to unpredictable changes in weather conditions affecting the air space. For drones to be reliable, their flight controllers must adapt to these environmental changes in real-time. Control of highly maneuverable UAVs has been extensively studied for the past decades.

2 Drone hardware overview

A UAV is controlled by an embedded computer called the Flight Control System (FCS) or flight controller [ 34 , 35 , 36 ], basically consisting of a control software loaded into a microcontroller. The microcontroller reads information from on-board sensors, such as accelerometers, gyroscopes, magnetometers, pressure sensors, GPS, etc.,as well as input from the pilot, perform control calculations, and control the motors on the UAV [ 37 , 38 ]. The FCS as well as the set of sensors would be mounted on the drone air frame. Drone air frames, typically made of strong, light composite materials, are mostly relatively small with limited space for avionics [ 39 , 40 ]. A set of sensors, such as TV cameras, infrared cameras, thermal sensors, chemical, biological sensors, meteorological sensors etc., used to gather information during drone applications need to be lightweight to reduce UAV payload [ 41 , 42 , 43 , 44 ]. The information gathered from the sensors can be partially processed on-board or transmitted to the ground station for further processing [ 45 , 46 , 47 ]. An on-board controller, separate from the flight controller, can be used to operate the payload sensors [ 48 , 49 , 50 ]. Figure 5 shows the Cc3d open source flight controller used as a UAV flight controller.

The Pixhawk flight controller is an open-source hardware project equipped with sensors necessary for flight control [ 51 , 52 , 53 ]. It includes a CPU with RAM as well as gyroscope, compass, 3-axis accelerometer, barometric pressure, and magnetometer [ 54 , 55 ]. The Paparazzi flight controller, developed by Ecole Nationale de lAviation Civil (ENAC) UAV Lab since 2003 [ 34 ], is the first and oldest open-source drone hardware and software project. In March 2017 ENAC Lab released the Paparazzi Chimera autopilot. A detailed survey on open-source flight controllers was disclosed by Ebeid et.al in [ 34 ]. An autopilot software is used for drone automatic flight control [ 56 ]. On the other hand, drones can be operated remotely through a remote controller [ 57 , 58 , 59 ].

figure 5

Picture reprinted from https://www.google.com/search?q=Cc3d++flight+controller

UAV hardware components

2.1 State observation

The FCS requires information on UAV states such as attitude, position, and velocity for control implementation [ 60 ]. The commonly used state observer is the inertial guidance system. Other attitude determination devices such as infrared or vision based sensors can be used [ 61 , 62 ]. The inertial guidance system (IGS), also referred to as inertial navigation system (INS) [ 63 ] consists of the inertial measurement unit (IMU) and the navigation computer. The IMU has three orthogonal rate-gyroscopes, three orthogonal accelerometers and sometimes 3-axis magnetometer to determine angular velocity, linear acceleration and orientation respectively [ 64 ]. Inertial guidance systems are entirely self reliant within a vehicle where they are used. They do not rely on transmission of signals from the vehicle or reception of signals from external sources. Inertial guidance systems can be used to estimate the location of the UAV relative to its initial position using a method known as dead reckoning [ 65 ]. Global navigation satellite system (GNSS) provides location estimates using at least four satellites [ 65 ].

2.2 State estimation

State estimation feedback is required for UAV control, such estimates are usually for attitude, position, and velocity [ 66 ]. On board sensor readings are fed to the UAV autopilot system to generate UAV state estimates [ 67 ]. The need for state estimation is due to the fact that data from measurement sensors is prone to uncertainties due to atmospheric disturbances, vibrations noise, inaccuracy of coordinate transformations, and missing measurements [ 68 ]. Sensors such as the GPS suffers from signal obstruction and reflections caused by nearby objects leading to missing or inadequate information [ 69 ].

To compensate for uncertainties and lack of information from individual sensors, multiple sensor data fusion can be employed to incorporate advantages of different types of sensors [ 70 ]. The altitude heading and reference system combines gyroscope, accelerometer, magnetometer, GPS and pressure sensors to measure UAV states. Sensor data for state estimates need to be updated at a relatively high frequency, normally above 20 Hz for small UAVs. Kalman filtering can be employed to make optimal estimations for sensors with lower update frequencies, such as the GPS, which typically has an update frequency of 4 Hz. Kalman filtering can also be used to process gyroscope readings which are susceptible to noise and drift. The other technique to improve gyroscopic readings is to model the gyroscope random noise and then offsetting it according to the model, this is referred to as model compensation [ 71 ].

2.3 Controller design for autopilots

Most current commercial and research autopilots focus on GPS-based waypoints navigation to follow a desires path [ 72 ]. Waypoint navigation is essential for autonomous control of UAVs for UAV tasks beyond the pilot’s sight. The pilot could control the UAV from the GCS using a graphical User Interface (GUI), the location as well as other needed information about the UAV would be displayed at the the GCS [ 45 ]. The path following control of a UAV involves the control of roll, pitch, altitude and air speed for trajectory tracking and waypoint navigation [ 73 ]. GPS waypoint navigation involves providing sequential GPS coordinates that contains locations and heights of the UAV flight [ 72 ]. The set of pr-programmed GPS waypoints then becomes the path for the UAV to follow [ 74 ]. In

2.4 Microcontrollers used

An FCS has sensor packages for state determination, on-board processors for control and estimation uses, and peripherals for communication links and data transfer. For small UAV applications , small, light weight, and often low power consumption hardware components for the FCS are preferable. Successful UAV control requires sensors used for attitude estimation to have good performance especially in mobile and temperature-varying environments [ 75 ]. Arduino is an open-source electronics platform found in a wide variety of application projects. The board is capable of reading inputs from various sensors and generates required outputs. It comes comes with different processors and board sizes. Arduino Nano was used in [ 76 ] to develop an instrumentation system to collect flight data such as airspeed, orientation, and altitude, e.t.c. The system will then transmit the flight data over a radio frequency module.

2.5 Rotors configuration

There are different types of drones, they can generally be categorised as single rotor helicopter, fixed wing and multi-rotor drones [ 77 , 78 ]. Nowadays researchers endeavors to combine the advantages of fixed wing and multi-rotor drones [ 77 ]. Fixed wing drones are renowned for their endurance whereas helicopters and multirotors have the the advantage of VTOL as well as hovering. Quad-rotor drones are most common and belongs to the multi-copter family [ 77 ]. The quad-rotor unmanned aerial vehicle (UAV) are drones with four rotors typically designed in a cross configuration with two pairs of opposite rotors rotating clockwise and the other rotor pair rotating counter-clockwise to balance the torque. The roll, pitch, yaw and up-thrust actions are controlled by changing the thrusts of the rotors using pulse width modulation (PWM) to give the desired output [ 79 ]. Typically, the structure of a quad-rotor is simple enough, which comprises four rotors attached at the ends of arms under a symmetric frame. The dominating forces and moments acting on the quadrotor are given by rotors, driven with motors, mostly brushless DC motors. There are two basic types of quad-rotor configurations; plus and cross configurations [ 80 ]. The difference between these configurations is where the front of the quadcopter is located. To counteract reactional torque due to propeller rotation, two diagonal pair of motors (1 and 2) rotate anticlockwise while the other pair, motors (3 and 4), rotate clockwise [ 80 ]. In contrast to the plus configuration, for the same desired motion, the cross-style provides higher momentum which can increase the maneuverability performances, each move requires all four blades to vary their rotation speed [ 81 ]. However, the attitude control is basically analogous. Figure  6 shows the quadrotor cross and plus configurations respectively. The red cross depicts direction to the front of the quadrotor, in this case to the right of the pictures in the figure.

figure 6

Picture reprinted from [ 82 ]

Quadrotor cross and plus Configuaration

The quad-rotors translational motion depends on the tilting of rotor craft platform towards the desired orientation. Hence, it should be noted that the translational and rotational motion are tightly coupled because the change of rotating speed of one rotor causes motion in three degrees of freedom. This is the reason that allows the quad-rotor with six degrees of freedom (DOF) to be controlled by four rotors; therefore the quad-rotor is an under actuated system [ 83 ]. In principle, a quad-rotor is dynamically unstable and therefore proper control is necessary to make it stable. Despite the unstable dynamics, it has good agility. The instability comes from the changing rotor craft parameters and the environmental disturbances such as wind. In addition, the lack of damping and the cross-coupling between degrees of freedom make it very sensitive to disturbances.

2.6 Sensors used

Essential to drone flight is the Inertial Guidance System, this is an electronic system that continuously monitors position, velocity and acceleration by means of incorporated sensor set. It consists of 3-axis rate gyro and 3-axis accelerometer as well as a magnetometer. The IGS readings are filtered to estimate the attitude of the UAV. Recent developments in computing and MEMs technology has seen the decrease in size of IGS sensors [ 84 ]. Thus for small UAVs, a micro IGS can be used to provide a complete set of sensor readings [ 75 ]. Attitude information can also be estimated using infrared (IR) thermopile sensors. They work on the fact that the earth emits more IR than the sky by measuring the heat difference between two sensors on one axis to determine the angle of the UAV. Other sensors such as Vision sensors, either by themselves or combined with inertial measurements sensors can also be used for attitude estimation [ 85 ].

3 Required software components for real-time implementation

Real-time control requires hardware and software systems to be implemented together. Several definitions for real-time systems can be found in the literature. A good definition that we found states that; “a real-time system is one in which the correctness of a result not only depends on the logical correctness of a calculation but also upon the time at which the result is made available” https://www.ibm.com . There is a time requirement, referred to as a deadline, under which the system tasks must be performed. The primary objective is to ensure a timely and deterministic response to events. In the context of drone control, such tasks are normally intended to react to external events in real-time. Thus such real-time tasks are required to keep up with external changes affecting drone performance. Tasks required to meet their deadlines to avoid catastrophic consequences are called hard real-time tasks. When meeting the deadline is desirable but not mandatory, the task is considered soft real-time task [ 86 ].

3.1 Real-time operating systems

A real-time operating system (RTOS) provides services such as multitasking, scheduling, inter-task communication, etc., to facilitate the implementation of real time-time systems [ 87 ]. An RTOS is the key component needed to build a real-time system. Other software pieces such as compilers, linker, debugger and drivers are necessary to interface with system hardware: https://www.ni.com . RTOSs are employed in the development of many applications such as Internet of Things (IoT), automotive , medical suystems, robotics, industrial automation, avionics, and flight control systems [ 88 , 89 ]. RTOSs mainly focus on task predictability and efficiency, therefore have features to support timing constraints for application tasks [ 90 ]. There are several categories of RTOS; small, proprietary kernels as well as real-time extensions to commercial time-sharing operating systems such as Unix and Linux. The kernel is the core, an essential center of the RTOS, or any computer operating system. It is responsible for memory management, processing, and task management, and to interface with hardware and application software. Small, proprietary kernels are often used in embedded applications when very fast and highly predictable execution must be guaranteed. Meeting time constraints requires kernels to be small in size, which reduces RTOS overhead. Kernels must also have a fast context switch, support for multi-tasking, priority-based preemption, provide a bounded execution time for most primitives, and maintain a high-resolution real-time clock [ 90 ].

3.2 Scheduling and prioritisation

Appropriate task scheduling in real-time applications is the basic mechanism adopted by an RTOS to meet time constraints of tasks [ 90 ]. It is the responsibility of the application developer to choose an RTOS that will schedule and execute these tasks to meet their constraints. For a given application, if a set of tasks can be scheduled such that they all meet their deadline, then the tasks are said to schedulable [ 91 ] In priority-driven (PD) scheduling, priorities are assigned to tasks. A task with the closest deadline than any other task is considered the highest priority task [ 92 ]. Embedded time critical applications employ the real-time scheduler to ensure low latency and meeting time constraints. Numeric priorities are assigned to threads constituting tasks, and only the highest priority task is selected to run by the scheduler. A higher priority task can preempt a lower priority task at any point of its execution [ 93 ].

However task priorities can also be dynamic such that a low priority task may temporary elevates its priority to prevent interruption during execution of its critical section. Preemption thresholds can also be set by considering task priority as well as task urgency. Both priority and Urgency are quantified such that it is possible for urgency to take precedence when scheduling tasks [ 86 , 93 ]. Multithreaded parallel programming systems (MPPS) has a characteristic that data is shared among threads. It is important that access to shared data is controlled to avoid associated concurrency errors. As an example, suppose a task alters or updates a global variable, it is necessary for the task to have exclusive access to that variable while it is executing, otherwise concurrent access to the same variable by other tasks will lead to data races, leading to miscompilations.Access of shared data by one task at a time can be achieved by use of Mutual exclusion locks (mutexes) [ 93 ].

3.3 Sensor inputs and feedback control

The common drone platform has a specialised software running on a computer at the ground control station. It allows users to monitor and send control messages to affect drone’s state and actions remotely. Aboard the drone, the autopilot software combines operator inputs and sensor feedback information to directly control UAV actuators [ 94 ]. Sensors onboard the UAV provide feedback data essential to determine the drone’s position and attitude. A stereo camera was proposed for obstacle avoidance as well as velocity estimation in [ 95 ]. In [ 96 ], vision and IMU sensors were employed for automatic navigation and landing of an AR drone quadrotor. A landing marker was positioned in the drone frontal camera’s sight of view, see Fig.  7 . The landing marker position is the desired position \(X_d\) = ( \(x_{d_G}\) , \(y_{d_G}\) , \(z_{d_G}\) ), which corresponds to a height above the landing marker. Position \(X = (x_G, y_G, z_G)\) denotes the drone current location. The position error is then denoted as \(E = X_d - X\) , where  \(E = (e_x,e_y,e_z)\) . The symbols \(e_x,e_y,e_z\) are position errors in directions \(X_G\) , \(Y_G\) , and \(Z_G\) , respectively. The PID controller was applied to the position error in accordance with ( 1 ) and ( 2 ). The drone will land when above the marker, i.e., when the error  \(E =0\) .

figure 7

Picture reprinted from [ 96 ]

Automatic navigation and landing of an AR drone quadrotor

3.3.1 Localisation using differential global positioning system (DGPS)

Differential global positioning system (DGPS) is extensively used for accurate localisation of drones. The scope of localization and mapping for an agent is the method to locate itself locally, estimate its state, and build a 3D model of its surroundings, by employing among others vision sensors [ 97 ]. Towards this direction, a visual pose-estimation system from multiple cameras on-board a UAV, known as multi-camera parallel tracking and mapping (PTAM), has been presented in [ 98 ]. This solution was based on the monocular PTAM and was able to integrate concepts from the field of multi-camera ego-motion estimation. Additionally, in this work, a novel extrinsic parameter calibration method for the non-overlapping field of view cameras has been proposed.

3.3.2 Mobile phone technology in UAV applications

UAV applications encompass many areas, including, aerial surveillance ,reconnaissance, underground mine rescue operations, and so on [ 25 , 99 ]. Some of these application areas are GPS denied, thus GPS can not provide the location for a UAV. Currently, vision sensors, laser scanners, and the IMU are the most common position sensors used for UAV self-localisation. In some applications, small UAVs are preferred for their cost and high maneuverability. Considering the limited load capacity and the cost of small UAVs, it cannot be equipped with sensors of high precision and large volume [ 100 ].

Micro-electro-mechanical system (MEMS) sensors are therefore preferred alternatives because they are small and cheap. On the other hand, mobile phones contain multi-sensors, multi-core processors, have a small volume, and lightweight. In [ 101 ], Nexus 4 smartphone developed by Google, was used as a flight controller. The phone is equipped with inbuilt MEMS sensors such as accelerometer, gyroscope, magnetometer, global navigation satellite system (GNSS), and barometer. The implementation exclusively used sensors and processors from the smartphone, see Figs.  8 and  9 . Mobile phone usage possibilities in UAV platforms are further elaborated in [ 102 ], where a smart phone is proposed for implementation of drone control algorithms. The usage of smart phones can reduce development time as it it cuts down the need for integration of different drone hardware components, instead the proposed solution uses smart phone inbuilt sensors [ 102 ].

figure 8

Picture reprinted from [ 101 ]

Schematic diagram for on-board smartphone flight controller using Arduino Mega to interface with the electronic speed controllers (ESCs)

figure 9

Quadcopter used in [ 101 ] with an on-board smartphone as flight controller

3.3.3 Communication to the ground control station

Communication to the ground control station allows drone pilots to remotely configure mission parameters, such as coordinates to cover during way-point navigation and the action to take at each way-point. Most existing drone platforms have the configuration shown in Fig.  10 . A specialized software runs at a ground-control station (GCS) to let users configure mission parameters. The Ground Control Station is a system made up of software and hardware necessary for UAV remote control. Hardware, such as the joystic, takes the pilot’s command which is transmitted to the drone via radio transmitter. The GCS software collects tellemetry data transmitted from the UAV and displays it the on the GCS user interface [ 103 ]. Communication networking is responsible for the information flow between GCS and UAV on a mission. It needs to be robust against uncertainties in the environment and quickly adapt to changes in the network topology. Communication is not only needed for disseminating observations, tasks, and control information but also needed to coordinate the vehicles more effectively toward a global goal. The goal could be tasks such as areal monitoring or detecting events within the shortest time, which are especially important in disaster situations. Some specific issues that need to be addressed [ 41 ] are connectivity, routing-and-scheduling, communication link models, and data transmission.

figure 10

Picture reprinted from https://www.google.com/search?q=multirotor+UAV++ground+control+station+images

Platform for drone control from GCS

3.4 Real-time scheduling algorithms

Real-time scheduling aims to complete tasks within specific time constraints and avoiding simultaneous access to resources shared amongst application tasks. To guarantee real-time performance while meeting all timing, precedence and resource usage specifications requires employment of efficient scheduling algorithms supported by accurate schedulability analysis techniques [ 104 ]. Real-time scheduling algorithms can be implemented for uniprocessor or multiprocessor systems [ 105 , 106 , 107 ].

In the context of drone applications, an example could be implementing a flight control system using Arduino Uno or other single processor boards. The Arduino Uno uses the ATMEGA 328P processor (uni-processor), whereas embedded computers like the Rasberry-Pi uses a quad core ARM Cortex-A72 processor (multi-processor). Scheduling algorithms can be broadly divided into two major subsets: offline scheduling and online scheduling algorithms [ 104 ]. In offline scheduling algorithms, task scheduling is carried out before system execution, also known as pre-run time scheduling. The scheduling information is then employed during run-time. The YDS algorithm (named after the author) [ 108 ], which schedules tasks according to earliest deadline first (EDF) precedence [ 109 ] is an example of an offline scheduling algorithm. By contrast, online scheduling algorithms schedule tasks at run-time.An online scheduling algorithm that encoporates event-driven and periodic rolling strategies (EDPRS) is discussed in [ 110 ].

4 Types of controllers

UAV control requires an accurate and robust controller for altitude as well as velocity-and-heading [ 111 ].The altitude controller drives the UAV to fly at the desired altitude, including landing and take-off stages. The heading and velocity control enables UAV to fly through desired waypoints [ 112 ]. To achieve the above control requirements, different control strategies such as Fuzzy Logic,Linear Quadratic Regulator (LQG), Sliding Mode Control (SMC), Proportional Integral Derivative (PID), Neural Network (NN), e.t.c can be used. Robust control systems have been widely developed to address parametric uncertainties and external disturbance. In case of multirotor UAVs uncertainties arising from propeller rotation, blades flapping, change in propeller rotational speed and center of mass position dictates the need for a robust nonlinear controller [ 113 ]. In [ 113 ] robustness as well as compensation forsysten nonlinearities was adresses by combinig the nonlinear sliding mode control (SMC), robust backstepping controller and a nonlinear disturbance observer (NDO). The backstepping controller stabilised translational movement while the SMC controlled the rotational movement of the quadrotor.

The NDO provided all the estimates of disturbances ensuring robustness of the feedback controls. The PID controller was compared with a neural network controller, specifically the direct inverse control neural network (DIC-ANN) in [ 114 ]. The comparison was done in simulation, where both controllers were excited with the same reference altitude reference input and their performances plotted together.The simulation aimed to mimic a quadrotor flight in four phases comprising take-off and climb phase at \(0~<~t<~10~s\) , hovering phase at \(10~<~t~<20~s\) , climb in ramp phase at \(20~<~t<~22.5~s\) , and lastly the final altitude phase at \(22.5~<~t<~50~s\) . The comparison results showed that the DIC-ANN performed better than the PID controller in handling quadrotor altitude dynamics.Also at hovering conditions the DIC-ANN exhibited less steady state error as compared to the PID controller and the transient oscillations damped faster with the DIC-ANN showing that it handles nonlinearities better than the PID controller.

PID controllers are widely used in autopilots due to their ease of implementation, how ever they have limitations when operating in unpredictable and harsh environments. In [ 115 ] the performance of and acuracy of an attitude controller was investigated. The attitude controller is a neural network (NN) based controller trained through reinforcement learning (RL) state of the art algorithms, the Deep Deterministic Policy Gradient (DDPG), Trust Region Pocy Optimisation (TRPO), and the Proximal Policy Optimisation (PPO). The NN controller performance was compared to the performance of a PID controller to determine the appropriacy of NN controller in high precision, time-critical flight control. The contoller performance was evaluated in simulation using GYMFC environment. The results showed that RL can trail accurate attitude attitude controllers, also the controller trained with PPO outperformed a fully tuned PID controller on almost every metric.

The linear quadratic regulation (LQR) optimal control algorithm operates a dynamic system by minimizing a suitable cost function [ 79 ]. When the LQR is used with linear quadratic estimator (LQE) and Kalman filter, it is then referred to as the linear quadratic Gaussian (LQG) The LQG was applied in [ 116 ] for altitude control of a quadrotor micro aerial vehicles (MAVs). Ignoring air resistance, the linearized model for altitude control problem was obtained as ( 3 ), the state space model is represented by ( 4 ) , while the cost function is given by ( 5 ), also refered to in [ 116 ] as the quadratic form creterion. The control objective is to determine the control input U ( t ) to minimise cost function [ 79 ].

The linear Quadratic regulator with and integral with an integral term (LQTI) and a model predictive controller were employed to develop an automatic carrier landing system for a UAV [ 117 ]. The LQTI was applied to the coupled multi-input multi-output (MIMO) UAV dynamic model to reduce steady stare error while the model predictive controller was applied to the final phase landing of the UAV. Automatic carrier landing was performed sequentially by the two controllers. The LQTI controller was applied up to a few seconds before touch down followed by the MPC controller during the final stage of landing. The controller was verified via simulations on HSS Hydro toolbox. Simulation results indicated that the proposed carrier landing system can improve landing accuracy. The performance of the controllers indicted that the LQTI is suitable for calm sea environments while the MPC performs better even in rough sea environments [ 117 ]. Some implementations for UAV control employ the sliding-mode control (SMC) strategy. Sliding-mode control is a nonlinear control method that that utilises a high-frequency switching control signal to the system to command it to slide along a prescribed sliding manifold [ 118 , 119 ]. It encompasses a broad range of varying fields, from pure mathematical problems to application aspects [ 120 ] (Fig. 11 ).

An SMC based fault tolerant control design for underactuated UAVs was implemented on a quadrotor in [ 121 ]. The design approach separated system dynamics into two sub-systems, a fully actuated and an under-actuated subsystem. A Nonsingular Fast Terminal Sliding Mode Controller (NFTSMC) was then designed for the fully actuated subsystem, the Under-actuated Sliding Mode Controller (USSMC) was then derived for the under-actuated subsystem. The controller performance, on a quadrotor platform, demonstrated excellent robustness to actuator faults, disturbances. It had fast convergence and high precision tracking. Herrera et al. designed a sliding-mode controller and applied it in simulation of a quadrotor. They considered a PD sliding surface for vertical take-off and landing. Broad coverage of control algorithms for quadrotors can be found in [ 79 , 122 , 123 , 124 ]. Figures  12 , 13 and 14 shows the PID, LQG, and SMC controllers applied to a quadrotor respectively.

figure 11

Picture reprinted [ 127 ]

Drone path planning from start 1 and Start 2 to Goal, shortest path taken from both starting points

5 Path planning

Missions of UAVs usually involve travelling from some initial point to a goal point [ 125 , 126 ]. A mission requires generating a path for the UAV to follow. Path planning is one of the main aspects of autonomous navigation [ 127 ]. The path planning problem is to produce a path or set of waypoints for the drone to follow while taking into account the environmental and physical constraints of the drone in order to achieve a collision free flight [ 128 , 129 ]. This is obstacle avoidance while executing the the UAV’s mission. Figure  11 depicts drone paths from start to goal position for two drones launched from different locations, each calculating its best path to reach the goal position.

In the literature pertinent to UAV path planning, several algorithms for measuring distances to obstacles and calculations of the drone’s path are suggested [ 130 , 131 , 132 ]. An optimal flight path planning mechanism to determine the best path of the UAV was developed in [ 133 ]. Consideration of environmental information such as geographical topology,location dependent wireless communication channel statistics and flight risk, sensor node deployment and worth of sensing information for different sensor types was made. The implementation aimed at determining the best path to maximise the value of gathered sensing information as well as to minimise flying time, energy consumption, and UAV operational risks. In [ 127 ], 3D propagation approximate Euclidean distance transformation algorithm was formulated to achieve safe path planning by calculating a 3D buffer around the obstacles. The algorithm prevents the drone from flying too close to obstacles by setting the minimal distance from obstacles according to the size of the drone. The algorithm is also used for drone path planning in [ 127 ]. It is worth noting that current techniques for UAVs path planning are application dependent. Different applications require different path-planning approaches.

A method to enhance massive unmanned aerial vehicles for mission critical applications (e.g., dispatching many UAVs from a source to a destination for firefighting) is investigated in [ 134 ]. The method aims to achieve UAV fast travel while avoiding inter-UAV collision while executing their mission. The path planning problem is tackled by exploiting a mean-field game (MFG) theoretic control method. The method requires UAV state exchange only once at launch, thereafter each UAV controls its acceleration by locally solving two partial differential equations, the Hamilton-Jacobi-Bellman (HJB) and Fokker-Planck-Kolmogorov (FPK) equations. Due to high computational burden posed by solving the partial differential equations, two machine learning models were used to approximate the solutions of the HJB and the FPK. The performance of the proposed method was validated on simulation, showing that the mean-field game method guarantees UAV collision avoidance. Also for the proposed approach, the effectiveness of the mean field game method is determined by the level of the HJB and FPK training.

figure 12

Block diagram of PID controller applied to a quadrotor [ 79 ]

figure 13

Block diagram of LQG controller applied to a quadrotor [ 79 ]

figure 14

Block diagram of an SMC controller applied to a quadrotor [ 79 ]

6 UAV real-time control implementation

In order to implement real-time control for UAVs, tasks have to be defined. An RTOS is required for tasks scheduling, inter-task communication, and management of available resources such memory, and power consumption [ 135 , 136 , 137 ]. Each task is allocated a memory space, called a stack, in the microprocessor. This is enabled by the RTOS kernel’s support for multi-threading [ 138 , 139 ]. Scheduling and prioritisation of tasks, as well as the update frequency of the sensors providing essential data for task execution, ensure that application time constraints are met [ 140 ]. In [ 141 ], an embedded RTOS (RT-Thread) is applied to a quadcopter to address problems of real-time response, heavy workload and difficulty in control. Practical tests in this work indicated that quadcopter control system based on RT-Thread responded real-timely, and ensured smooth flight with a PID control algorithm.

The application tasks defined in this work are attitude information acquisition, attitude information fusion, and PID control. The latter is for quadcopter control. The application task is developed on top of RT-Thread RTOS running on STM32F407VGT6 microprocessor. The processor is equipped with high-performance ARM Cortex-M4 core with maximum system frequency of 168MHz, an FPU (floating-point unit), 1 Mbyte of flash, and 192 Kbytes of SRAM. It has peripherals such as ADC, SPI, USART, controller area network (CAN) bus, DMA, etc. High operating frequencies and high-speed memory provide high computational power to enable quadcopter complex calculations to be performed. Also additional peripherals reduce the need for external IC and reduce computational burden from the microprocessor. The implementation in [ 142 ] uses a dual processor configuration.

One processor is used for telemetry and another for control of a custom quadcopter used as a test-bed. The telemetry processor executes software tasks such as communicating reconfiguration and monitoring data with the GCS, data collection from sensors, and wirelessly transmitting data to the GCS. The tasks are managed by \(\mu \) C/OS-II™, an RTOS. The control processor runs the PID controller algorithm for the quadcopter stabilization and navigation. This task was achieved through several tasks allocated to the control processor. Tasks include reading GPS, compass, IMU, and altitude sensor data received from the telemetry processor. Other tasks include implementation of the roll, pitch, yaw, and altitude PID control loops, and communicating reconfiguration and monitoring data with the telemetry processor via CAN bus. Figure  15 shows the PID controllers used in the implementation.

figure 15

Picture reprinted from [ 142 ]

PID control loops implemented by the control processor

7 Essential components for UAV real-time applications

7.1 real-time operating system (rtos).

The literature pertaining to real-time implementation of drone control systems is relatively limited, and the number of reported studies on UAV scheduling has been minimal [ 143 ]. The main feature of real-time implementation in drones control is that an embedded RTOS, also referred to as UAV operation system in some literature, is required [ 67 , 144 ]. The RTOS provides a real-time kernel on which the control program running on a micro-controller is implemented. The real-time kernel guarantees application tasks meet their time constraints by employing the UAV scheduling system [ 143 ]. Consequently, a Real-Time Operating System (RTOS) that provides operating environments for various mission services on UAVs is crucial [ 145 ]. The commonly used RTOS for UAVs is FreeRTOS, and an empirical study of this RTOS was conducted in [ 145 ]. The study looked at aspects such as functionality changes during the evolution of FreeRTOS. A total of 85 releases of FreeRTOS, from V2.4.2 to V10.0.0 were considered.

7.2 Microcontroller

The microcontroller is the UAV onboard processing unit for UAV computations and UAV state monitoring [ 146 , 147 ]. It is selected such that it matches application task requirements. Considerations such as computational speeds and communication with onboard sensors have to be made. Palossi et al. [ 146 ] extended the hardware and software of a 27 grams nano-size, commercial off-the-shelf (COTS) quadrotor, the crazyflie 2.0, to achieve object tracking capability. The quadrotor platform consists the STM32F405 microcontroller as the main onboard processing unit, the Nordic nRF51 module for wireless communication. The STM32 is an ARM Cortex-M4F microcontroller, operating at 168MHz. The on-board sensing is performed by a 9-axis IMU, the MPU-9250 with a gyroscope, an accelerometer, a magnetometer, and an ST LPS25H pressure sensor with a typical accuracy of \(\pm 1\) meter. The vehicle is powered by a 240mAh Li-Po battery.

figure 16

Reprinted from [ 150 ]

Sensors connected to microcontroller

7.3 Sensors and actuators

In UAV applications several sensors and actuators are connected to the microprocessor for UAV control. Table 1 highlights the vital components for real-time implementation of UAV control, the table also lists various sensors used. Figure  16 shows the UAV onboard sensors used in a fire fighting remote-sensing system in [ 150 ]. Various sensors as well as the overall connection network is depicted.

8 Conclusion

Real-time control of drones requires an embedded RTOS for implementation. The RTOS provides facilities such as multi-threading, scheduling and priority assignment. These support real-time response of the drone control system to feedback from GPS and IMU. The drone control system subsequently apply the corresponding motor speeds to achieve the desired drone’s movements. Multitasking enables tasks, such as position and orientation feedback, path-planning, and control implementation to run in parallel. This facilitates real-time response of the drone. Tasks may need results from other tasks for their computations. Scheduling and prioritisation of tasks ensures that at any point in time critical tasks are given computational resources by the microprocessor. For example obstacle avoidance is the highest priority task to ensure that the drone does not collide with other drones as well as other obstacles.

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Acknowledgements

The authors would like to acknowledge the funding support on this work from the Botswana International University of Science and Technology (BIUST) Drones Project with project number P00015. The authors would also like to thank Boyce Segweni for his help in the preparation of this manuscript.

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Vemema Kangunde, Rodrigo S. Jamisola Jr. & Emmanuel K. Theophilus

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Kangunde, V., Jamisola, R.S. & Theophilus, E.K. A review on drones controlled in real-time. Int. J. Dynam. Control 9 , 1832–1846 (2021). https://doi.org/10.1007/s40435-020-00737-5

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DOI : https://doi.org/10.1007/s40435-020-00737-5

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