Future Work: Changing organizational culture for the new by Alison Maitland
By Alison Maitland
The method we paintings is past due for switch. This newly up-to-date advisor to the demanding situations you'll face within the twenty first century international of labor units out a compelling case for swap in organizational cultures and dealing practices to spice up output, lower expenses, supply staff extra freedom over how they paintings and give a contribution to a greener economy.
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Additional resources for Future Work: Changing organizational culture for the new world of work
They have monitored progress and used various motivational techniques to encourage their staff to perform effectively. The whole process has been based on the assumption that the manager knows best and has the authority to tell people what to do. Yet for the past 50 years, respected management writers have been arguing that motivation is about giving people responsibility and creating an environment where they can use their skills to achieve something satisfying. Maslow, Frederick Herzberg and McGregor were preaching this in the 40s, 50s and 60s and Charles Handy, Peter Drucker and Tom Peters were pushing the same messages in the 80s and 90s.
With support from the CEO of Credit Suisse EMEA, a plan of action to embed agile working across the bank was agreed by the EMEA diversity council, which comprises senior managers. 36 Future Work Implementation was set for autumn 2013, with training for managers and employees. 27 New types of work contract The last decade of the twentieth century brought a rapid growth in the ﬂexibility of employment contracts. Part-time work, staggered hours, condensed working weeks and ‘ﬂexi-time’ spread. Remote and homebased working increased with the introduction of mobile technologies.
Leadership in the past was built on organizational power and the ability to dish out money,’ says Damien O’Brien, head of Egon Zehnder, the Time for change 13 executive search ﬁrm. ‘This new generation coming through will have less deference to organizational power and for many of them money will be less of a driver. They will come to work if they are inspired. ’23 The biggest component missing from leadership today – especially in the corporate world – is women. If diversity in the leadership team really is a strategic objective, as more and more business leaders claim it is, then the requirement of ‘total commitment’ will undermine it.