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Changing landscape of work

Job Loss.Economic, political, cultural and


social, technological changes are having
profound effects on the world of work.
Millions of jobs have been lost.
Reduction in work force.
Prospect of a secure and life time career
with one employer is fading rapidly.
Internationalization.
Global economy reflects another major changes in the
world of work and organizations will need to adopt a global
perspective to survive and flourish.
Career developments within the global organizations (
MNCs) are also changing.
Companies are adopting global strategies.
Managers must have a significant exposure to
international operations.
Most manger must learn to understand foreign politics,
markets, cultures, employees, and new management
styles if they are to be effective in MNCs.

Technology.
Technological advances have affected every
phases of business. Computer technology has
upgraded skills and made existing skills
obsolete.
It creates new career paths fro employees and
displace many existing and old jobs.
Technology create new occupation like
artificial intelligences technician, divorce
mediator, issues manager, robot
salespersons.
Changing structure of organization.
Many organizations are making dramatic changes in their
structure to meet the challenges of a highly competitive,
global marketplace.
Customer-driven horizontal organization structure contains
few levels of management and uses cross-functional
autonomous work teams to manage virtually every process
of management.
Organizations are becoming decentralized and flat.
Flat hierarchy
Small permanent core employees
Use outsourcing,
More reliance on temporary or contingent workers.
Many partnership or network with other organizations.

Network organizations link a variety of firms together to
provide the expertise and resources needed to complete
a given projects or manufacture specific products.
These changes result in psychological contracts
between employer and employees.
A psychological contract is an implicit and unwritten
understanding that specifies the contribution an
employee is expected to make to the organization and
the rewards employee receives from the organization in
exchange for his contributions. Here job security is less.
Focus is on employability, not employment.
Organizations are becoming leaner, flatter and flexible.


Changing nature of work.
The organizational changes discussed earlier have
significant implications for the type of work performed by
managers and workers.
Fewer managers in the organization to supervise
employees.
Managers will derive power from expertise, not from
position they hold in the organizational hierarchy.
Employees need to become skilled in self-management.
Managers and employees will be required to become
effective members and leaders of cross-functional and
cross-organizational teams and will attain power and
influence as they gain greater information and visibility
through their participation in these groups.


Culturally diverse work force.
Work force will become culturally diversified.
Future work force will be older, more female,
more disadvantaged.
Employees and managers must understand
different cultures and to work cooperatively with
others who may hold different values and
perspectives.
Career success in many organizations may well
depend on an employees ability to work in a
multi-cultural environment.
Work and family.
Management of work and family will pose a big
challenge to employer and employee.
More married women with children in the employment
market.
They have more family commitments. Increasing divorce
rate.
More single-parent.
Women are in conflict with work life and family.
Dual-career couples and single parents must learn to
balance their careers with extensive family
responsibilities.
Work and family roles have also been altered by
technological advances. Personal computers have
moved work activities from office to the dining and study
rooms.

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