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An authoritative account of how the workplace has changed, and why it has changed, for both workers and employers.
An authoritative 2009 account of how the workplace has changed, and why it has changed, for both workers and employers.
A recurring theme in the history of modern Britain in the twentieth-century has been the failure of its manufacturing industry and the record of disorder and conflict in the industrial workplace. This image was reinforced by the evidence of national strikes from the 1960s until 1984. This emphasis on decline and disorder in British manufacturing has distorted our understanding of workplace relationships and cultures in the post-war years. This volume provides a fresh assessment of the diverse and complex world of the workplace and Britain's production cultures during the long boom. Essays investigate the public and private sectors, and both manufacturing and service industries. The volume begins with a comparison of labour management in the post-war automobile industry, exploring the role of the foreman in the management of shop floor labour in Britain and the USA. The following two essays are concerned with relations between management and workers in the publicly-owned corporations. The first examines negotiations over pay and effort at the Swindon locomotive works, including the cultural values which informed the behaviour of the bargainers. The second investigates managerial responses to technical change in the British gas industry. We then move into the service sector, with an essay on the management of clerical staff in banks, including a discussion of the different roles available to male and female workers, and the incorporation of automated technologies. The final essay looks at the involvement of the unions in workplace productivity and the extent to which Labour politics informed union behaviour. The essays in this volume shed new light on the reasons for Britain's economic performance and opens up earlier interpretations of national decline and adversarial workplace cultures for further debate.
Winner of the 2020 PROSE Award for Multivolume Reference/Humanities Changes in production and consumption fundamentally transformed the culture of work in the industrial world during the century after World War I. In the aftermath of the war, the drive to create new markets and rationalize work management engaged new strategies of advertising and scientific management, deploying new workforces increasingly tied to consumption rather than production. These changes affected both the culture of the workplace and the home, as the gendered family economy of the modern worker struggled with the vagaries of a changing gendered labour market and the inequalities that accompanied them. This volume draws on illustrative cases to highlight the uneven development of the modern culture of work over the course of the long 20th century. A Cultural History of Work in the Modern Age presents an overview of the period with essays on economies, representations of work, workplaces, work cultures, technology, mobility, society, politics and leisure.
The so called 'new reality' is here and it is here to stay. The 'new normal' is a reality with a mix of home, mobile, and classic office environment. We run a software and consulting house serving clients around the world and when the pandemic hit in 2020, we had to adjust quickly. In the beginning uncertainty about future was strong, and we had to change the way how we do business. Our consulting teams changed from 41% remote consulting to 98% remote consulting. And did not lose one client. On the software side, we have been lucky as our solution improves data collaboration in remote settings, we benefited winning new partners and clients. Based on our own experience, many conversations within the team (yes, we also had to home school), with clients, partners and by an active sounding of the market we decided to put this book together. What this book is not is a scientific review of work behavior and a description of productivity losses and gains. The book was planned as the ultimate practical guide to navigate the Modern Workplace. The three chapters structure the book in a first part where we gather some facts and figures on the quick changes caused by the pandemic. In the second chapter we give helpful tips and advice on how to work remotely and finally we gathered ideas how to lead yourself and others within the 'new reality'. We hope you enjoy the reading.
With current socio-economic development trends and changing work landscapes, modern workplaces are progressively becoming a subject of flexibilisation and hybridisation. Contemporary office environments are commonly adapting to the needs of the flexible labour markets by offering the non-territorial and rotation-based practice of allocating desks to workers on dynamic schedules. This book explores this growing trend by offering different perspectives on the benefits and challenges of the flexible workplace phenomena. Topics discussed range from defining and comparing flexible, coworking and corpoworking spaces, policies made in local environments, and the flexible working taxonomy.
Strategies for managing the real Generation Y A new generation of workers is forcing employers to rethink the workplace. Generation Y, or Millennials, bring new ideas, innovation, and energy as they enter the workforce AND their expectations and demands are unique. In Gen Y Now, top team leadership gurus Buddy Hobart and Herb Sendek explore all the myths about this up and coming generation and show you how Millennials can be your most creative, motivated, and loyal employees. This book goes from demographic research to concrete practice, explaining that Generation Y is more than we've been led to believe. They value authenticity, flexibility, and recognition. Using the strategies in Gen Y Now, you can hire and retain these demanding workers, and the payoffs could be huge. Keep up with current trends and technologies to move your organization into the future Attract the best young talent in preparation for the mass retirement of Baby Boomers and Gen X Understand how demographic trends impact the way your intergenerational teams think Inspire motivation in Millennial employees, reducing dissatisfaction and turnover costs There are 80 million Millennials, and they are transforming the modern workforce. Your organization stands to gain from Gen Y employee engagement—if you know how to achieve it. Gen Y Now contains the leadership strategies you need to manage and motivate the Millennial generation.
Whenever the subject of the modern workplace is raised in academic discourse, the focus usually shifts to disruptive technologies. Indeed, our workplace has experienced some fundamental changes as a result of technological innovation. Mobile platforms, social media, and cloud computing have fundamentally transformed traditional concepts in human productivity and efficiency, and the manner in which human relationships develop and function within modern organizations. There are, however, other prominent currents in our society that continue to affect the modern workplace, specifically related to gender equality, to social justice, and to sustainability. The purpose of this monograph, published by Fielding Graduate University, is to address some of these changes in greater detail, based on dissertation research conducted by six women graduates of Fielding's PhD program in Human and Organizational Development (HOD). Each of these dissertations looks at a unique aspect of social change in the modern workplace. Tiffanie Dillard's article addresses the changing role of women in organizations, particularly the factor of empowerment (or disempowerment) when women followers report to women leaders. Anne Litwin's article wonders whether the unique dynamic of relationships among women in the office can lead to conflict with masculine organizational norms. Carol Brown's article moves the discussion of gender roles to the boardroom level. Her investigation, using 17 Canadian corporate directors, asks whether a post-heroic feminine style of leadership can emerge as a key contributor to effective board engagement. Loni Davis' study looks at the impact of mobile practices, and how mobile devices have blurred the traditional boundaries of the modern workplace. Catherine Brooker's article takes us to another important topic of the modern workplace, the issue of sustainability, particularly as it relates to futures expertise in strategy and organization consulting. Lastly, Deborah Burke looks at the dénouement of corporate America as the quintessential “big business” paradigm of the past century. To what extent, she asks, are the management prescriptions of mid-20th century corporate gurus still relevant to the modern workplaces of today? Fielding Graduate University, headquartered in Santa Barbara, CA, was founded in 1974, and is celebrating its fortieth anniversary. Fielding is an accredited, nonprofit leader in blended graduate education, combining face-to-face and online learning. Its curriculum offers quality masters and doctoral degrees for professionals and academics around the world. For more information, visit Fielding online at http://www.fielding.edu.