Changing Nature of Work in Organisations †MyAssignmenthelp.com

Question: Discuss about the Changing Nature of Work in Organisations. Answer: Introduction There has been an observable transition in the workplace over the recent past. This has taken place slowly and effectively like evolution in living organisms. The change is evident due to the emergence of different structures of organizations and how employees work. This also includes the change in the office layout and also the organization organogram. This article looks into the changing nature of work in organizations today as well as the strains, dilemmas, and contradictions facing management. The Changing Nature of Work in Organisations Today Over the recent past, the nature of work in organizations today has changed evidently. To begin with, there is less employment of staff. This is as a result of improved technology that gives room for the sharing of activities. Recently, activities that could be done by five people are being done by one person more efficiently (Alcover 2017, pp. 54-56). Again, there is less usage of manual labor. This is seen in a case whereby what was done manually is now computerized. This includes and is not limited to the keeping of employee and company database. The nature of the office layout has also changed tremendously. Long ago, most of the organizations used the closed office layout where each person had his own partition to work from. However, today organizations are adopting the landscape office layout where all the staff share one big non-partitioned room but with separate desks. This office layout is better because there is sharing of office equipment and also allows easymanagement since some of the staff will not lock themselves in their rooms doing anything productive (Landy 2016, pp. 45-50). Another change is the less acquisition of permanent employees. Nowadays, companies and organizations employ casual laborers and contractors just when a new job opportunity arises rather than employing permanent employees. Another mentionable change is the presence of less staff in the company. This means that most of the staff work while out of the organization. They simply log into the system staff portal and work from the comfort of their houses. This has been made possible by networking anddata management systems (Earl 2017, pp. 6-11). In the workplace place, there has also been a change in management. Managers do not have to physically check whether all the employees attended their respective workplaces but have only to look at the organization system whether all the people logged into the system. Dilemmas, Strains, and Contradictions Facing Management Due to the changing nature of the workplace as a result of the advancement of technology among other factors, there are a number of strains, dilemmas, andcontradictions facing management today. To begin with, maximization of scarce resources is a major challenge facing management today. Now that the workplace is changing, every manager is striving to organize his staff to catch up with the other advancing world business (Franco-Santos 2017, pp. 3-11). It, therefore, becomes a challenge how to organize the available factors to reap the best. Another major dilemma is remaining relevant to the business. Managers in todays organization are faced with challenges in the sense that most of them are unable to withstand the pace of change. This is due to the introduction of new gadgets and management approaches. Most of the managers, as a result, find some required management ideas beyond their scope and find it difficult to remain relevant. Another major strain is the inability to retain employees. It is said that modern business is not only competing for customers but also employees (Cascio 2016, pp. 77-83). With the changing nature of the workplace, there is a lot of employee migration looking for favorable working conditions and payment. It, therefore, becomes a challenge to retain them owing to the fact that at the end of the day the business must minimize cost and maximize profits. Another dilemma facing management today is responsibility and authority. It is important to note that a responsibility comes with an authority. However, it becomes difficult to exercise the authority by a manager because all the staff in the high ranks of management feels as being equal. It wouldnt be strange to see a lower rank manager ignore getting an approval from his above manager. The need for a wider ranging knowledge is yet another major challenge. In most of the organizations, some managers have acquired some time ago where specialization was taken into consideration (Margerum 2017, pp. 76-88). It has however become different where a manager has to be fluent in different fields and this is posing a big challenge to todays managers. Information overload is yet another major challenge facing managers today. The amount of data that they are presented with daily that influences their decision is quite overwhelming. The challenge arises in the extraction of the meaningful data and transforming it into a strategic guidance. Conclusion Conclusively, as a manager, I don't have to be afraid of the in uncertain management future. Something that I need to know is that every change will come with an opportunity and room to learn. I need also to know that a change will always come with its own way of tackling. As a manager, I need to be conversant and informed about the trends in management especially in such a changing world. I also should continue learning so as to keep pace with the changes that arise in management so as to give the best. 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Landy, FJACJM 2016, 'Landy, F.J. and Conte, J.M., 2016.Work in the 21st Century, Binder Ready Version: An Introduction to Industrial and Organizational Psychology. John Wiley Sons.', An Introduction to Industrial and Organizational Psychology. , 2016, pp. 45-50. Margerum, RDARCJ 2017, 'Collaborative partnerships and the challenges for sustainable water management. ', Current Opinion in Environmental Sustainability, 2017, pp. 76-88. Worrall, L, MK 2016, 'The changing nature of professional and managerial work: ', issues and challenges from an empirical study of the UK, 2016, pp. 76-80.