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Effects of the use of technology on human labour
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Changing jobs in the 20th century was considered an oddity. Carrying on the tradition of beginning and ending ones career with the same company was the norm. Find a good company to work for, start at the bottom and work your way as high as possible was common place then. These organizations, known as “‘womb to tomb’ employers” (p. 42) would often times keep personnel in their employ with fifty years or more of faithful service.
Often an employee would have to gain knowledge of all the responsibilities within a certain department in order to gain the expertise needed to earn a promotion. It was not all that uncommon to meet individuals, as cliché as it may sound, who started their career in the mailroom, and worked their way into a position of authority.
In today’s ever changing work environment, the notion of beginning and ending a career at one place of employment is considered passé. “Many people entering the work force may work for as many as seven or eight companies during their careers” (p. 42). Within their careers they also learn a vast array of specialized skills, also making the employees more marketable. Within all of these changes is the notion that with all of the skill sets employees are learning “it is not unusual for an employee to work for two or three companies that are competitors of one another, using the knowledge they acquire from one company to enable a different company to compete more effectively” (p. 42).
Also changing in today’s labor society, is the role that managers play. No longer are they representatives of all the specialized fields that form a department. In the 20th century, an employee had to have specialized knowledge of each job function from within that department to climb the promotion ladder.
This report sets the terms followed by managers .The report will be split into 3 different 0parts first stating what the concept and model of the ‘Managerial Escalator’ is by referring back to Rees & Porter’s aim and concept of the model, also stating their view on the ‘Managerial Escalator’, the second part of the report would aim to justify and analyze whether or not the two managers results match with the managerial responsibilities and launch the amount to which their progression into management, and daily management routines, fit into the Managerial Escalator.
The career doldrums may also be associated with certain career stages. Careers are like lives in that they go through stages that frequently include transitions into new phases. One framework (Nicholson cited in Kidd 1998) for analyzing work transitions includes the following stages:
...r career will end. Therefore, people that have long and successful careers typically show commitment and loyalty whether to a particular employer, an industry, a craft man, or a profession. After all the positive side of having a career, it has disappeared along with the Fordist bargain and the Fordist state. Careers are not really guaranteed anymore, but are contingent. This mean that having a future career in our dreams is probably likely, but not very certain at all. Having globalization around us means that the end of our career is at jeopardy, because of many times attempting to break free from our dependency on labour and capital that puts us in a way of global consumerism issues. As we all start to rethink the growing contingency of our careers, the main concept of job security has been replaced by the idea that security lies in being employable.
Implementing change in the workplace is a dynamic process. Although change itself can be controlled and limited to some degree, innovation is substantially even more dynamic. This dynamic, unpredictable process introduces vulnerability, which can lead to employee frustration. Just as the scenario addresses, many individuals become motivated at the thought of change and innovation; however, the change does not occur due to resistance or other obstacles. Much of this resistance arises from the unpredictability and vulnerability of the process. Managers must be able to prevent or manage resistance by using tools and strategies to smooth the process.
... data is accessed using graphical user interface or WebPages using a PC. Numerous other characteristics have changed. The ranks of management have changed from primarily white male, to a more diverse mix of race and gender. Management tactics have also altered. Gone are the days of a manager yelling and throwing a chair against a wall during a meeting. Management styles have moved to a more composed approach, one which works to enlist the employees support, rather than scare employees in to achievement.
To explore the answer to that question, one needs to examine performance management, job analysis, and employee satisfaction to elaborate on how a position and retention within a company can develop and flourish into a career for an
These examples of career changes reflect a common trend—increased job mobility. The linear career path that once kept people working in the same job, often for the same company, is not the standard career route for today's workers. Today, many workers are pursuing varied career paths that reflect sequential career changes. This set of ongoing changes in career plans, direction, and employers portrays the lifetime progression of work as a composite of experiences. This Digest explores how changing technologies and global competitiveness have led to redefinition of interests, abilities, and work options that influence career development.
Wyld, D. "The 13th Generation and Its Revolutionary Definition of `Career.'" Journal of Career Planning and Employment55, no. 1 (November 1994): 26-28, 58-60. (ERIC No. EJ 497 317)
Robbins (1997) defines managers as those who are all oversee the activities of other people with the purpose of accomplishing organizational goals. Therefore, in order to provide organizations with the best outcome, effective managers are urgently needed for modern organization. This is simply because, according to Hunsaker (2001), that the increasing recognition is given to the importance of having managers with strong interpersonal skills rather than, that twenty years ago, managers were only valued primarily for their technical know-how.
In the past, managers considered workers as machinery that could be bought and sold easily. To increase production, workers were subjected to long hours, miserable wages and undesirable working conditions. The welfare of the workers and their need were disregarded. The early twentieth century brought about a change in management and scientific management was introduced. This sort of management, started by Frederick Winslow Taylor, emphasised that the best way to increase the volume of output was to have workers specializing in specific tasks just like how a certain machine would perform a particular function. His implementation of this theory brought about tremendous criticism by the masses arguing that the fundamentals of Scientific Management were to exploit employees rather than to benefit them (Mullins, 2005)
When it comes to the topic of sticking to one job for a lifetime, most of us will readily agree that experience is good no matter how much, or which jobs. Where this agreement usually ends, however, is on the question of whether sticking to one job or switching many times is more accountable and wanted by an employer. Whereas some are convinced that working many different jobs of one's own decision will promote their happiness and job satisfaction, others maintain that as the employees change so will the consumer opinions on them and their company, causing them to lose that loyalty to their business. Although some believe that switching jobs may help to promote one's happiness and job credibility, others believe that it may not be right nor fair for one to go through the schooling and preparations to
The work place has changed through the course of the centuries. Technology and globalization are the causes of the change in the workplace in the twenty-first century. Who does what work, when, and how will continue to evolve as technology becomes increasingly more advanced and communication across the globe becomes more seamless.
In today’s business world with regard to scarce talent the finding and selecting of an employee who fits into the organization can be challenging. Hence, after recruiting the appropriate person, a company needs to focus on the retention of this talent. Accordingly, an efficient incorporation process of the new employee is major, but still many employers neglect this practice (Lombardi, 2011, p. 6). “Jumping in at the deep end” or “Learning by doing” are phrases that new staff often hears from their employers. As a consequence of this missing introduction, a lot of employees think about quitting their jobs already on the first day of work.
With more and more jobs being invented each day, it comes as no surprise that ordinary people have begun to change their jobs. In fact, the average American will change his or her job nearly ten times. Although some argue that job changes cause division in companies, in truth, changing jobs gives people more autonomy and increases their satisfaction with respects to work. Perspective one states that changing jobs will give people more experience and in turn make them more adept and capable for certain positions. This argument is somewhat viable, however, in respect to the general population, it has little significance.
There are approximately 3.3 million people in the U.S., not including the self-employed or unpaid volunteers, who primarily work from home, a number that has risen by almost 80 percent since 2005 (Wilkie, 2015). These figures are according to the latest statistics from the Telework Research Network, part of the consulting firm Global Analytics (Wilkie, 2015). Advancing technology such as laptops, cell phones, and video conferencing has helped make working remotely easier (Wilkie, 2015). Some studies show that longer commutes for employees and a desire to balance work and home life duties could be contributing factors in why people decide to telework (Bailey & Kurland, 2002) Working remotely is a concern because of how it affects employee productivity,