A New Role for Management in Today’s Post-Industrial Organization
- When we try to define management, our first thought is usually of a manager who occupies a role and who has authority over people. But in the case of knowledge workers, who manage themselves, management is seen as a process, one which can engage everyone. Thus, when we define management as a role, we restrict it to something that refers to managers only. Such a definition is not only a limiting one, it is one that does not account for the way in which work and responsibility has changed.
- Management is much more than what managers simply do to get work done through employees. Today, we can manage ourselves, our time and many other activities that don’t require one to have a formal managerial role or even to manage people. This is why today, the function of management, as distinct from the role of the manager, has become everyone’s business.
The Murky Boundaries of the Modern Work Day
- Of respondents who are currently working full-time jobs, one-third said that they work between 31 and 40 hours per week. About a quarter of those who are currently employed in full-time gigs listed their weekly hours as 51 or more.
- Americans feel varying levels of obligation about making themselves available outside of work. About 41 percent of those who are currently employed say that their job frequently requires them to be in contact outside of the office. And of those who do check in after working hours, about 56 percent said that they checked in even while on vacation.
Why Companies Fail To Engage Today’s Workforce: The Overwhelmed Employee
- People are working too hard (40% of men work more than 50 hours per week and 80% would like to work fewer hours), they are too distracted (mobile device users check their phones 150 times per day), and they are flooded with too many emails, conference calls, meetings, and other distractions.
- Our research shows that there are five elements which drive a highly engaged workforce:
- The work itself
- The management environment
- The flexibility and inclusion of the workplace
- People’s ability to learn and grow
- Trust and meaning from leadership
- Best places to work” companies don’t just have ping pong tables and free lunch, they have a “ soul” which makes work exciting and energizing. They invest in great management and leadership.
Managing People from 5 Generations
- “Organizational careers don’t look the way they did before,” says Peter Cappelli, professor of management at the Wharton School and coauthor of Managing the Older Worker. “It’s more common to see someone younger managing someone older.” This can lead to tension on both sides. “Maybe there is a feeling of: why am I being bossed around by someone without a lot of experience? On the other hand, maybe the younger person feels insecure and wonders: how do I do this?”
- Experiment with mixed-age teams and reverse mentoring programs that enable older, experienced workers to interact with and learn from younger hires
- Develop incentive plans that reflect where your employees are in their lives
- Conduct regular human resources surveys to get a pulse on your employees’ demographics and needs
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