“Hi ho, hi ho, it’s off to work we go,” were the lyrics sang by the charming and unusual dwarfs in Disney’s Snow White. These characters embodied the dreams of Americans during the mid-century: finding a stable job, fulfilling work responsibilities, obeying those in power, following established norms, and earning sufficient money for a comfortable life for oneself and family. However, one may question whether these ideals have truly evolved or remained stagnant over time.
According to our Human Resource office, over 80% of employees are in service roles, indicating a shift away from manual labor or production. Throughout the last century, there has been a significant change in our work tools – moving from plows and assembly lines to relying heavily on computers for job tasks.
The concept of “off to work we go” is changing rapidly due to the increasing popularity of telecommuting, home offices, and part-time/temporary workers. This is mainly driven by the international nature of corporations, resulting in work being possible from any location.
The workplace is undergoing various changes, leading to increased stress among employees. Many workers are experiencing burnout at a young age due to the high levels of stress. However, not all of these changes are as disastrous as they may appear. There are several positive outcomes that result from the inevitable transformations in the workplace. This essay will examine four of these positive effects: 1. Changes facilitate the freedom to generate new ideas. 2. Changes cater to the needs of Generation X, who crave constant variation in their work environment. 3. A moderate amount of stress can enhance employee performance through the fight-or-flight response.
4.If handled correctly, involving employees in the process of change can foster a sense of ownership.
Changes enable the expression of new concepts.
Without changes in the workplace, employees are limited by long-standing traditions. However, if they consistently witness the implementation of new ideas, they will be encouraged to contribute their own innovative concepts. In the book The Leadership Challenge, a senior executive emphasizes the importance of leaders being able to recognize when established routines are hindering progress and preventing creative planning and necessary advancements (Kouzes, Posner 47).
This was a significant issue during my time at the newspaper. We had long-serving employees who had been with us since the days of hand-set press. These employees were highly resistant to the changes we needed to implement in order to stay competitive in the market. Many of the outdated routines that had been in place for years were still being followed simply because it was the “newspaper way,” even though they resulted in unnecessary deadlines and extra print runs. It was crucial for us to modernize these practices and adopt new technology in order to run a competitive newspaper in today’s society. We had to prioritize meeting the demands of advertisers and reporters by being able to respond quickly without any unnecessary delays. Once we were able to let go of the old traditions, the acceptance of new technology followed, while the old ways began to feel burdensome and tiresome.
Some change is inevitable, as a completely stable company can lead to a stagnant working environment. In such a company, you may never have the opportunity to showcase your ideas and excel. Advancement in a traditionally stable company often follows a predetermined route that requires the consent of everyone involved.
According to one executive interviewed in the book “Smash the Pyramid” (Doyle, Perking 234), if the company had been completely stable, they may have remained a vice president or held another position, but they would not have had the same opportunities.
In order to protect their status in the company, everyone faces the constant challenge of change. However, James Kouzes, author of The Leadership Challenge, suggests that leaders must challenge the process. Without this challenge, any system will unconsciously conspire to retain the current state and hinder change. This resistance to change may lead to stagnation and ultimately result in the company losing its competitive edge. Therefore, embracing change can be a powerful force that propels individuals towards success in their respective fields.
During difficult times, it is often said that challenges present opportunities. When faced with demanding situations, you may find various ways to create a positive influence within your organization. Embracing these challenging circumstances will naturally foster innovation.
Generation X requires constant variation and changes are made to meet this need.
Educational institutions are currently grappling with the task of instructing a fresh cohort of employees who will demand a distinct work atmosphere compared to preceding generations. The era of tedious eight-hour desk occupations has concluded for these youthful individuals, who have been acquainted with cutting-edge technology since an early age. They were raised on interactive dolls that engaged in storytelling and Nintendo games that provided virtual reality encounters. As educators modify their instructional techniques to equip these prospective workers, it is equally imperative for workplaces to adapt and cater to their requirements.
Students today, conditioned by television, interactive video games, and computers, crave more than just passive lectures from teachers. They desire to engage with their education by manipulating joysticks, moving mice, and being actively involved in their learning process. Consequently, the United States Secretary of Education, R. Riley, emphasized the need for action: “We cannot remain stuck in the traditional methods of teaching while children can easily navigate the internet and access a wealth of information” (Riley, 1998).
According to Bob Losyk, Generation X has a tendency to take more time in making job decisions and views them as temporary rather than long-term careers. This is partly because they prefer to have multiple options available and are always prepared to move on when a better opportunity arises. Losyk highlights that this generation does not anticipate loyalty from companies due to downsizing, consequently leading them to be less loyal towards their employers.
Many companies are modifying their workplace strategies to attract and create a positive work environment for employees. Previously, employees were encouraged to bring their children on a designated day to familiarize them with the workplace. Additionally, workplace child-care services were introduced. Now, companies are allowing employees to bring their pets to work.
The upcoming Generation X members will revolutionize the workplace, fostering an atmosphere of enthusiasm and creativity. Assuming our economy keeps progressing, this group will present numerous fresh perspectives for the conventional workplace.
The fight or flight response, also known as a moderate level of stress, enhances people’s performance.
When humans first emerged on this planet, they required a certain level of stress for survival and flourishing, such as hunting mastodons and adapting to different seasons. Surprisingly, humans have not significantly changed in this aspect. In today’s workplace, it is crucial for individuals to consistently deliver their best performance. According to James Kouzes, challenging the existing norms and embracing change enables individuals to reach their maximum potential (Kouzes, Posner 39). The challenging environment serves as motivation for people to excel. However, it is important to acknowledge that introducing numerous changes without allowing sufficient time for adjustment can lead to significant stress.
According to James Loehr, a sports psychologist, stress in all its forms is beneficial. Physical, emotional, and mental stress all serve to strengthen us. The problem arises when we lack recovery strategies to counterbalance the stress. This quote was published in Fortune on November 28, 1995.
According to Geoffrey Colvin, author for Fortune magazine, when people feel threatened by change, they may be more willing to take risks in order to improve their status within the company. Colvin suggests that difficult times can actually work in our favor because they trigger a sense of threat, which can lead to the launch of worthwhile gambles. Additionally, individuals within the organization who also feel threatened are more likely to come up with innovative moves that carry some level of risk. It is crucial to stay informed about these possibilities. Moreover, even those in higher positions may feel threatened, making it an opportune time to propose unconventional ideas that could lead to success. The audience is more receptive in such circumstances. By building trust in your ideas, you can create a positive situation for both yourself and your boss through the development of successful concepts.
We must be cautious about overwhelming our employees with trendy buzzwords. Many high-level managers are seeking a solution. They are adopting the latest concepts to enhance their productivity. These concepts are abundant in today’s society. It seems that anyone can propose an idea that will benefit someone. From Total Quality Management (TQM) to Work Focus Groups (WFG) to Just in Time (JIT) processing, there is a wide range of options. James Montague’s article on TQM, titled “TQM reduces problems and stress,” offers insight into the theory behind it. Montague states, “In simple terms, TQM seeks to understand customer requirements and consistently meet their needs” (Montague 16). While it may be an ideal to strive for, the reality is that it is impractical to achieve this all the time.
The issue lies not in the concepts themselves, as many of them are essentially similar, but in the excessive implementation of these processes within the work environment. When employees have experienced numerous such processes, they tend to perceive a new one as just another opportunity to appear compliant before reverting to their previous practices.
The company I work for, Appleton, has entered into a joint venture. The other company involved has placed their managers in key positions of the new venture, aiming to implement their management practices. This has caused chaos within our local plant. However, this unrest among the employees can actually make them more receptive to the new ideas and changes introduced by the joint venture. Ultimately, it will help foster acceptance and minimize resistance to these new ways.
Introducing changes properly and with the right focus in the workplace can bring out the employee’s best.
When employees are involved in change, it can generate a sense of ownership.
If employees are engaged in and informed about changes, they are more likely to accept them. To achieve this, companies must establish clear company goals and align people according to those goals. Each business process should have a dedicated team. Marc J. Wallace Jr., cofounder and partner of the Center for Workforce Effectiveness, suggests that companies need to replace formal, narrow job roles with more adaptable and flexible roles within a team.
Many companies are embracing the concept of teamwork as a vast source of untapped information. These innovative work environments enable employees to adapt more easily and have greater control over the final product. According to Kenan Jarboe and Joel Yudken, authors of the article “Time to Get Serious About Workplace Change” in Science and Technology magazine, a high-performance work system aims to enhance organizational performance by integrating innovative work and management practices with restructured workflows, advanced information systems, and new technologies. Above all, it focuses on empowering frontline workers to improve efficiency, adaptability, productivity, and customer satisfaction.
Keeping top performers satisfied can be a demanding task, yet it is essential in today’s economy with an extremely low unemployment rate of 1-2%. Walter Noot, the production leader at Viewpoint DataLabs International in Salt Lake City, a company specializing in creating 3-D models and textures for film production studios, video game developers, and automobile manufacturers, views his team’s modelers and digitizers as akin to talented athletes. They become disgruntled if they believe they are being undervalued.
Noot made a radical decision to change the payment structure within his group at Viewpoint. Instead of receiving a salary, the employees are now treated as contract workers. Each project’s team divides 26% of the money expected to be received from clients. As a result, salaries have increased by 60% to 70% almost instantly. Surprisingly, productivity has also significantly improved, nearly doubling. The group no longer has set working hours and can choose when they want to work. One team member even works marathon shifts of 24-36 hours and keeps a pillow and blanket under their desk for short naps. Some individuals prefer working during the night. Despite these unconventional changes, Noot claims that life has become blissful and complaints are non-existent.
(Munk 62-6+-)
Noot, along with other managers, has realized the importance of empowering employees to take control of their own destiny. This allows for changes to be initiated by employees themselves, fostering acceptance and even enthusiasm towards these changes.
Works Cited
Doyle, William and Perkins, William Smash the Pyramid Warner Books 1994
Colvin, Geoffrey. Let the tough times roll!. Fortune. , v. 138 no12 (Dec. 21 ’98) p. 243-4
Jarboe, Kenan Patrick.; Yudken, Joel Time to get serious about workplace change. Science and Technology. , v. 13 (Summer ’97) p. 65-7
Kouzes, James M. and Posner, Barry Z. The Leadership Challenge Jossey-Bass Publishers 1987
Losyk, Bob Generation X: what they think and what they plan to do., The Futurist, V. 31 Mar./Apr. ’97 p. 29-44
Montague, James TQM reduces problems and stress. Business Credit., v. 97 (Feb. ’95) p. 16
Munk, Nina The new organization man., Fortune. v. 137 Mr. 16 ’98 p. 62-6+
Riley, R., (1998, March). Education first: Building America’s future. Vital Speeches of the Day, 64 (11), 322-327.
Verespej, Michael A. “The old workforce won’t work: technology isn’t the only thing to change.” Industry Week, v. 247 no17 (Sept. 21 ’98) p. 53-4
