The assignment deals with the changing nature of the workplace. The workplace was predominantly stable in 1990 with many staff staying in the organisation. This trend has changed drastically in compared to the present workplace culture. It will be discussed in the paper comprehensively. The paper discusses the implications of these changes specially the workplace skills and for management, requires to sustain the change. As a manager evaluative conclusions will be drawn.
If the work life is compared today from what it was in 40 years ago clearly there will be no Starbucks everywhere or Smartphone in every pocket. The work culture was significantly different. As per Worrall et al. (2016), the organisations today have work that is more team-based and collaborative. The work type is more dependent on technological competence, and is more cognitive complex. The work place change is due to change in nature of work. The work pattern today is more dependent on mobile and less on geography. The organisation that people work in toady is likely to be different due to several other factors. Workplace today has more cognitive pressure and includes technological breakthroughs. Organisations today are more focused on finding value from consumers and workers.
Workplace are more agile and learner. One can find that organisations today are less hierarchical in structure. Decision authority is quite prominent in today’s workplaces. It is observed that they are more inclined towards dynamic competitive requirements and strategy. The ultimate goal of the organisations is to maintain high profit market or win competitive advantage thus; they are less likely to provide job security. Due to competitive pressure there is changes in job profile and thus no company provides life long careers (Alias et al. 2014).
The are several key drivers pointed by the organisational theorists, which seems to contribute to this changing nature of work. Two of the main drivers are- Firstly, the aim of an enterprise to become lean. Secondly, growth in mobile technologies, that separate work from time and space. The principles of the lean enterprise include eliminating the non-value added activities in the organisations. It also refers to eliminating the waste and inefficiencies in support. This model encouraged organisations to change rapidly as per the market. Thus, the organisations reduced the cycle time, are developing the mass communication process. These principles help in supporting the continual change and innovation, thereby improving the efficiency of the internal processes (Grint and Woolgar 2013).
There is a much strain on workers facing management and in response to the new organisational models and technologies. The workers in organizations today experience cognitive incompetence, social and interactive incompetence. From workers perspectives, the literature evidence highlights that workers tend to choose jobs that fetch more money in less time. Workers tend to focus on what is easy instead of what is more important (Kraft & Grace, 2016). Workers tend to lack well-developed social skills, which is required in today’s organisations preferring more collaboration and collective activity. Workers face dilemma during conflict resolution, relationship development and networking. In the collaborative settings, the fate of the workers is bound to collective success (Brewer et al., 2017). It might be discomforting for the workers not being recognised for the individual responsibility and individual achievement. Present organisations do not practice, respecting the workers’ participation, identity, and quality of life. Instead, they focus on reducing the labour cost, creating uncertain future for employees. Today there are less full time employees in the workplace. It may be due to increase in time burdens (downsizing and outsourcing), reduced loyalty and commitment. Thus, there is an increasing number of employees working as contractors, part-time, casual workers working on demand basis or need basis or as per flexibility (Brock et al. 2017).
As a manger, the recommendations to strive in the uncertain future are discussed in the subsequent sections.
The workers need to come up with the structured ways of working and require strong analytical and judgemental skills. For technical and managerial jobs, there is need of good cognitive skills. Independent decision-making is important for the administrative tasks. It is the need of all the workers to attend the training classes to be conversant with the business strategy. The workers must improve the internal working relationships, cross group communication, and collaboration. The workers must reduce the workplace stress and increase the overall quality of life (Ng and Law 2014).
The organisations should be able to cope with the advancement in technology and thus enable wireless infrastructure, wireless LAN, Mobile video conferencing too, ls, interactive whiteboards. Workers at all levels in the organisation should engage in continuous competency development. Organisation should be the learning centres for the workers to learn not just through training but also through relationship with co-workers. Continuous learning improves the problem solving, conflict resolution skills, learning from mistakes, motivation to work. Organization should have rewards and recognition schemes for employee retention and continuous professional development (Cole et al. 2014).
Work nature is changing rapidly and to overcome the uncertainty in workplace the workers and the organisations as a whole must strive for cognitive competence, social and interactive competence.
Alias, N.E., Noor, N. and Hassan, R., 2014. Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), pp.227-242.
Brewer, M.L., Flavell, H.L. and Jordon, J., 2017. Interprofessional team-based placements: The importance of space, place, and facilitation. Journal of Interprofessional Care, pp.1-9.
Brock, S.E., Brock, S.E., McAliney, P.J., McAliney, P.J., Ma, C.H., Ma, C.H., Sen, A. and Sen, A., 2017. Toward more practical measurement of teamwork skills. Journal of Workplace Learning, 29(2), pp.124-133.
Grint, K. and Woolgar, S., 2013. The machine at work: Technology, work and organization. John Wiley & Sons.
Cole, R., Oliver, A. and Blaviesciunaite, A., 2014. The changing nature of workplace culture. Facilities, 32(13/14), pp.786-800.
Kraft, M. A., & Grace, S. (2016). Teaching for tomorrow’s economy? Teacher effects on complex cognitive skills and social-emotional competencies. Working Paper. Providence, RI: Brown University. Retrieved from https://scholar. harvard. edu/files/mkraft/files/teaching_for_tomorrows_economy_-_final_public. pdf.
Ng, E.S. and Law, A., 2014. Keeping up! Older workers’ adaptation in the workplace after age 55. Canadian Journal on Aging/La revue canadienne du vieillissement, 33(1), pp.1-14.
Worrall, L., Mather, K. and Cooper, C.L., 2016. The changing nature of professional and managerial work: issues and challenges from an empirical study of the UK (pp. 60-85). Cheltenham: Edward Elgar Publishing.
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