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Author Jeremy Rifkin explains that "near-workerless factories and virtual companies
are looming on the horizon." (Ellwood) He predicts that less than 12% of Americans
will work in factories within the decade and less than 2% of the global work force will
be engaged in factory work by the year 2020.
Examples of this evolution are evident in all facets of modern society. Machines that
fold clothes are taking the place of workers in clothing factories; bank tellers are being
replaced by ATM machines; gasoline station attendants are no longer as needed with
the installation of new credit-card accepting pumps; secretaries are being replaced by
computerized answering machines; subway tokens in New York are now being
dispensed by machines.
Federal Express (Fedex), a delivery shipment company, has eliminated much of its
need for telephone operators, thus laying off thousands of employees, with its
development of an internet site through which customers can immediately and
effectively track their packages.
Low level, low-skill workers are at a great disadvantage in the face of the changing
nature of work. Not only are their jobs extremely easily replaced by the advances of
technology, but also many of these workers do not have the skills or capabilities to
find new employment in the technology-focused workplace of today. Furthermore,
many of these workers simply do not have the resources or the time to learn new
technical skills. With the nature of work focusing more and more on technology, lowlevel workers are losing their jobs and finding themselves unable to compete in the
modern workplace.
However, this does not mean that their jobs are not affected at all. With the changing
nature of work, high management workers are faced with two new problems. Firstly,
they now must make decisions in regards to either investing resources and money in
new technology, thus firing workers, or favoring workers over new technology. Such
decisions cannot be taken lightly; new technology can be very costly and not
necessarily more effective.
For example, when entering the delivery-segment of the pizza industry in the early
1980s, Pizza Hut opted to use a computerized Customer Answering Service that
would field all the calls from a particular area and then electronically send orders to
the closest delivery-only units. Thus customers would only have to call one number
and not have to talk to individual delivery unit managers. Pizza Hut believed that this
system would reduce the costs needed for maintaining separate workers who would
answer the phone at each unit. However, this system had several problems in its initial
installation such as orders being mixed up and other inefficiencies. As a result, Pizza
Hut's reputation was damaged as consumers lost patience and faith in the company;
this allowed Domino's, Pizza Hut's main competitor to increase its market share.
Secondly, with the elimination of middle management and lower level workers
because of new technology, high management workers are essentially given more
work. Not only does the high management have more decisions to make, but also
someone must run or supervise the new technology. In many instances, high
management must compensate for the loss of middle and lower level workers by
doing their jobs, with the help of the new technology. Although the new technology
does make the work easier and quicker, it nevertheless increases the workload of these
individuals.
However, for the most part, high management workers benefit from the introduction
of new technology. With the reduced costs of production and maintenance that the
new technology offers, high management can increase the company's profits and take
home a greater portion of the returns.
individuals. This group of workers include the people who create and maintain the
new technologies being implemented in the work environment, those who develop,
implement and repair the computer technology as well as those who act as consultants
and give companies advice on how to maximize the benefits of newly acquired
technology.
These individuals perhaps enjoy the most benefit out of the changing nature of the
workplace. The increased use of technology in the work environment has increased
their value, making them a highly regarded commodity in the workplace. Individuals
who are computer literate and have significant technical skills are now in high
demand. Having technical abilities is a huge advantage in the job market; companies
would rather hire an individual who can administrate and work with computers
instead of hiring two people to do both tasks. These workers receive higher pay and
greater job stability. As the workplace becomes more and more computerized, the
opportunities for this group of individuals can only increase.
Result:
The effects and consequences of the changing nature of work on individual workers
can be summarized into three main points:
1) A dichotomy between workers has been created
With the introduction of new technology and the computerization of the workplace,
low skill and middle management workers are finding themselves more and more
expendable while high management workers and high-skilled workers are reaping the
benefits. As the nature of work continues to change with the advent of new
technology, this separation between the classes will continue to grow.
2) Work has become more technical-focused
Technical skills and abilities are in high demand. In order for the individual to find
and maintain employment, it is imperative that the individual be trained in the use of
the computer and other new technology. Survival and success in the workplace is now
determined by this education and knowledge.
3) While the overall trend is marked by significant economic growth and prosperity,
this progress has come at the expense of many individuals
Machines and computers have come to take the place of millions of laborers all over
the world, especially in Asia, Africa and Latin America. The increasing automatization
of the workplace has led to unemployment figures that only look to escalate as the
workplace continues to change; one Chinese Government official "warned that
unemployment in the world's most populous nation could lead to 268 million by the
turn of the century as Chinese industries modernize and automate." (Ellwood)
Key message
A person can experience excessive pressure and demands outside work just as much as they can at work. Stress
tends to build up over time because of a combination of factors that may not all be work related. Conflicting demands
of work and home can cause excessive stress.
Problems outside work can affect a person's ability to perform effectively at work. Stressors at home can affect those
at work and vice versa. For example, working long hours, or away from home, taking work home and having higher
responsibility can all have a negative effect on a persons home life something which is supposed to be a 'buffer'
against the stressful events of work. In the same way, domestic problems such as childcare, financial or relationship
problems can negatively affect a persons work. The person loses out as do their family and their employer. It
becomes a vicious circle.
It is difficult to control outside stressors, but you need to take a holistic approach to employee well-being. To manage
work related stress effectively, you need to recognise the importance and interaction of work and home problems.
" I think if the managers took time out generally to get to know you personally, your home life, if you've got
any problems at home that might be affecting your work [it would help] to know that they're available."
(Employee, London)
Family
Marriage
Pregnancy
Holidays
Family arguments
Childcare
Family reunion
Daily hassles
Traffic jams
Public transport
Time pressures
Car troubles
Other
(If studying) a deadline for coursework, exam results or trying to balance work and study
Unemployment
Be sympathetic and proactive. Arrange a confidential meeting with the person, allowing them the
opportunity to discuss any problems they wish and allowing you time to voice your own concerns. It may help to
clarify whether the persons problems are work related or personal.
Be flexible. Consider offering the person more flexible working hours, or even offer them some paid time off
to deal with their problems.
Offer outside support. If appropriate, you could suggest they visit their doctor and allow them time off to do
so. You could also suggest support groups.
Outline the support and services your organisation offers. For example, your organisation may have a
worklife balance initiative in place. These are benefits, policies, or programmes that help balance out job
demands and a healthy life outside work. They can include:
o
childcare services;
fitness programmes.
Programmes of this kind can work effectively to
retain staff;
improve morale;
[back to top]
balance.
The Flexibility website contains resources for new ways of working, including achecklist
Bereavement
Cruse Bereavement Line. Helpline for bereaved people and those caring for
bereaved people.
Carers
Carers Line. Advice and information for all carers.
Young people
Childline. Helpline for children and young people in danger, distress or with any
problem.
0800 1111
Disability
DIAL. UK network of disability information and advice services run by people
with direct experience of disability.
Domestic violence
Women's Aid and REFUGE offer a joint helpline providing practical advice and
support for those experiencing domestic violence
Drugs
National Drugs Helpline. For drug users, their families, friends and carers.
0800 77 66 00
Emotional crisis
The Samaritans. Confidential, emotional support for anyone in a crisis.
08457 90 90 90
Family
Careline. National charity providing a confidential telephone counselling service. 0845 122 8622
Parentline. Helpline for the parents and carers of children.
Money
National debtline. Help for anyone in debt or concerned they may fall into debt.
Older people
Seniorline. Information service for senior citizens, their relatives, carers and
friends.
Age Concern. For older people, their families and people working with them.
0800 00 99 66
Social welfare
Shelter. Helpline for anyone facing a housing emergency.
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-1.34%!
employees
Over a million more Americans worked from home in 2010 than in 2005,
according to the U.S. Census Bureau: 5.82 million versus 4.79 million, or
4.3% of the total workforce, compared to 3.6% in 2005. In Boulder, Colorado,
the city with the highest percentage of people working from home, more than
one in ten (11.3%) work remotely.
In Sunnyvale, California, the 2010 figures are 5.1%, up from 4% back in 2005.
Why is Sunnyvale important? Because this is where Yahoo! has its
headquarters, and it was a change in policy by the new CEO, Marissa Mayer,
that has put the work-at-home issue front and centre for many companies.
Simply put, Ms Mayer who herself became a mother for the first time earlier
this year, and may have been thought to favour work-at-home-policies quashed the option altogether. There had been reported allegations that
Yahoo! employees abused the system; media coverage portrayed the move as a
step backwards. INSEAD Affiliate Professor of Organisational Behaviour, Erin
Meyer, disagrees.
Erin Meyer
I believe the move by Marissa Mayer was a smart one, says Meyer. She saw
that productivity per individual at Google GOOG -0.2% was higher than
productivity per individual at Yahoo!. Google generates $931,657 in revenue
per employee, 170% higher than Yahoos $344,758 per employee. If Mayers
goal is to increase that productivity level, bringing people into the same office
space is one quick and inexpensive way to accomplish that goal.
The human touch
Amidst all the brouhaha about Yahoo!s new policy, it would be appropriate to
re-examine the leaked memo that not only sparked off the big debate but also
its purported objectives.
To become the absolute best place to work, communication and collaboration will be
important, so we need to be working side-by-side. That is why it is critical that we are all
present in our offices. Some of the best decisions and insights come from hallway and
cafeteria discussions, meeting new people, and impromptu team meetings. Speed and
quality are often sacrificed when we work from home. We need to be one Yahoo!, and that
starts with physically being together. Jackie Reses, Yahoo head of HR.
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Why Not?
Why dont we all work from home? After all, this is the age of
hyperconnectivity, always-on devices, and high bandwidth connections:
The Bureau of Labor Statistics reports that one in four of U.S. workers works
from home, at least some of the time.
In the period 20052011, U.S. teleworking grew 73%.
The Telework Research Network reports that teleworking programs increase
productivity and employee satisfaction,
Yet company bosses are busy renting more office space. Why?
Command And Control
The intuitive answer would be that many companies worry about losing
control of their employees. Teleworkers frequently back this perception by
citing difficulties in performance reviews, when compared to their office-based
peers.
There may be some truth to these, but neither is the full story.
Yes, remote workers may indeed be more carefree, happier and productive,
but that doesnt mean theyre good for their companies. A company is more
than just the work that needs to be done, plus the workers who are there to do
it.
A healthy organization has a culture that allows the sharing of values and
ideas, the formation of a corporate identity, and the sense of competitive
urgency that allows a company to be agile and innovative.
However, working from home can fail to fire up remote workers in the same
way as a shared company environment. As a result, companies sufferdespite
the increases in productivity and staff morale that come with teleworking.
The Case Against Teleworking
While Yahoo raised eyebrows with its decision, resistance to teleworking
comes from companies that would normally be expected to support it.
Google workers, for instance, are brought into Mountain View on a free wi-fi
enabled bus, and theyre encouraged to spend up to 20% of their time on
projects other than their own work. Yet when it comes to working from home,
the company line is to keep it to the barest minimum, unless it involves
putting in extra hours after leaving the office.
When even hyperconnected tech companies that want you to take time off
work, at work, frown on working remotely, the suggestion that its all about
controlling employees seems to stand on shaky ground.
Creativity And Institutional Memory
Ultimately a company is only as good as its people. The value of each worker
centers on the knowledge they have and the knowledge they can gain.
In work environments that see co-workers mingle and shoot the breeze
around the water cooler, some real learning gets done. A lot of information
exchange takes place, which allows the very same workers to increase their
value to the organization. Theyre able to tap into this undocumented flow of
information and knowledge.
Marissa Mayers oft-cited letter to Yahoo employees stated:
We need to be one Yahoo!, and that starts with physically being together. Speed
andquality are often sacrificed when we work from home.
(Emphasis mine.) She wasnt referring so much to the quality of work done as
to the qualities that employees bring to a company when they get together
around the water cooler and talk shop.
She probably learned this while at Google. Its a sentiment echoed by Googles
CFO, Patrick Pichette. In an interview with Australian journalist Ben
Grubb, he explained Googles counterintuitive anti-teleworking stance:
There is something magical about sharing meals. There is something magical about
spending the time together, about noodling on ideas, about asking, What do you think of
this?
Magical or not, the fact remains that teleworking generally doesnt work well,
because corporations still havent solved the issues of remote learning,
knowledge sharing, or firing up ideas. If that magic is to happen, you still
need office face-time.
The Bottom Line
As technological change accelerates and marketplace pressures intensify,
companies need to become ever more agile and innovative, just to keep up.
Paradoxically, the very technology that made teleworking a real option is now
conspiring to keep workers in the office.
Disagree with Mayer? Weigh in with a comment below
By David Amerland (@DavidAmerland)
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workhoppers 4 months ago
Working from home has benefits. However, as stated in the article the benefits of face to face
interaction are enormous and can increase efficiency and creativity. The key is to finding the right
balance between the two.
Called-out comment
Reply
NetAppVoice Author
Workhoppers you are absolutely right. The trick is in finding that exact balance where
both the enterprise and its workers gain something.
o
Reply
Called-out comment
When I come in the office, I still mostly communicate with people who dont work in my
office. Its not about balance. Its about what you do. Some jobs arent the right fit for
working from home. Some are. Its time that management actually looked at what people
do instead of spewing off some blanket policy because they have gigantic egos.
Called-out comment
Reply
We need to be one Yahoo!, and that starts with physically being together. Speed and quality are
often sacrificed when we work from home.
I guess this explains why outsourced software always sucks.
Called-out comment
Reply
NetAppVoice Author
Reply
NetAppVoice
Mr. G is all about the perceptive comment (not to mention all his hysterical from the xdept. tweets ;-)
o
Called-out comment
Reply
Outsourced? haha! This is a little off-topic but about ten years ago I was promoted to the
position of writing technical specs for offshore programmers. It had to be the most wasteful
and frustrating job I ever did. I lost count of the times the solution to a problem was, quite
literally, a one-line change to a piece of code. No, they wanted the full blown explanation
that could run to tens of pages. Some people love that. It was killing me.
So I went offshore to where I thought the action was. It actually got worse. The technical
specs from the client would be read, re-read by several technical specialists who would
provide a peer-review and add their own recommendations which in reality was all about
squeezing more trade out of the client. The client frequently bowed to the specialists
superior knowledge ( read sales pitch ) and agreed to the additional changes.
The final straw for me came when I was asked to peer-review a technical solution that
involved fourteen days of development time. Add testing to that and someone is paying a
whopping bill.
It so happened Id seen the problem before and the solution did not even involve coding.
Had I been on the clients site then everything could have been fixed in half a day including
testing.
As elegant as the proposed solution was, it was absolutely not the right one technically. My
employer took the view that we were a business first and were there to make money. I took
the view that my job was to provide the best solution possible for the client. That is
especially important for me when the client doesnt actually doesnt know any better.they
will find out eventually.
The best, happiest and most efficient working years of my career happened when I could go
and talk to all the people, face to face on the same day. You cant do that from home or from
halfway around the world.
o
Called-out comment
Reply
Although I often am more productive when in the comfort of my home and without the constant
distraction of the office, I tried to limit my work there to crunch times when coding was the task at
hand. Otherwise, being away from my team was more often counterproductive. Iron sharpens iron,
and one man sharpens another ~ Proverbs 27:17
Called-out comment
Reply
NetAppVoice Author
Tom, that is a telling remark. It really comes down to how companies manage the flow of
information within their structures and it is becoming clear that they dont. It just happens
when people get together which is why it is so important (beyond the purely social bonding
element, of course). Great comment.
o
Reply
Called-out comment
Have a look at IBM from a stand point of a firm that has been able to utilize its global workforce to
work together on strategic initiatives. Culture is even more amplified due to the diversity in thinking,
working and collaborating amongst each other. It also allows project leaders to tap into the best of
the best and not being limited by the geographies.
Most of the big consulting firms operate on the same believes as well. I think at the end of the day, it
all comes down to the leadership and its ability to create a culture that doesnt need to be forced
upon the employee base.
o
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Not mixing with colleagues. Individuals may lose the office culture because
the reliance on technology means that relationships become impersonal. To
overcome this, the Audit Commission arranges training events and awaydays,
as well as networking opportunities and staff conferences.
Related Articles
High employee productivity is the heartbeat of a successful business. When employees are distracted
and unhappy, their work suffers, and ultimately so does the company. When employees experience
problems, they don't perform to their highest potential. Troubled employees often call in sick or aren't
mentally present when they attend work. Understand the top factors of employee unhappiness and offer
appropriate assistance if needed.
Ads by Google
Financial Stress
Everyone deals with money concerns occasionally --- employees are no exception. Financial troubles
such as having difficulty meeting a mortgage or an unexpected car repair may impede productivity. Offset
employees' anxieties by providing them with a solid financial education. Teaching employees how to
manage their money or how to prepare for financial security improves the employees' quality of work. The
money you spend teaching or hosting financial education pays for itself when sales increase or when
work is achieved competently.
Job Security
Job security stress is another common problem that affects workers. When workers are unsure about the
company's future or their personal success, they may not work to their full potential. Committed,
hardworking employees are typically convinced of their job security and don't feel threatened by a pink
slip or a replacement. Managers shouldn't mention layoffs or firings unless absolutely necessary. If a
layoff or firing does occur, managers or small-business owners should meet with the remaining
employees to assure them that no further firings are in the forecast.
Related Reading: How to Handle Employee Problems
Illness
A chronically sick employee affects not only the employee's productivity but those around her as well.
When one employee is out of the office, someone else must carry the workload. Sick employees who
experience frequent pain or other effects from illness are less likely to work to their best ability. The best
way to counteract diminishing productivity is to provide health coverage for employees. Health and fitness
perks such as gym memberships and holistic clubs are constructive ways to promote health for
employees.
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About the Author
As a former senior sales director with Mary Kay and the co-owner of a renovation company, Monica
Patrick has firsthand knowledge of small business operations. Besides start ups, she has extensive skills
in recruiting, selling, leadership, makeup artistry and skin care.
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ability to work from home, but they are divided on how productive they
are when doing so. That's because while 55 percent of workers surveyed
felt they were more productive when working from home, only a quarter
of bosses agreed with that sentiment.
Despite their reservations, 42 percent of bosses approve of the move to a
more mobile work force, according to Microsoft Canada's Flexible
Workspaces survey, which polled 1,249 Canadian bosses and workers.
When asked why they end up working from home, 48 percent said they
did so to finish work they couldn't complete at the office. Another 44
percent said they had fewer distractions at home. Just over one-third of
employees (35 percent) felt that they were more productive at home and
the same number felt they had a betterwork-life balance working from
home.
"What we once considered the traditional office is changing," said James
Nicholson, deployment specialist for Windows with Microsoft Canada.
"More and more customers, colleagues and technology partners are
finding themselves taking business calls from airport waiting lounges,
reviewing work documents as they wait at the dentist office or sit on the
train, or running important personal errands during their work day."
While workers and bosses both agree in their desire to work from home,
bosses are more likely than their employees to work in public places.
Surprisingly, almost half the bosses surveyed reported working while
driving and 29 percent admitted to working on public transportation.
One-quarter of bosses worked from a bar or restaurant.
[Employees' Most Outrageous Late Excuses]
"Organizations that will be successful in the future are those that remove
the barriers between people, workplace and technology," Nicholson said.
"When you empower your people by creating a workplace that facilitates
flexibility with the technology and solutions that help them to be
productive wherever they are, you get the most out of your people. And
Follow
Yahoo! , Marissa Mayer , How To Work From Home , Marissa-Mayers-Work-From-Home-Rule , Work From
Home , Work From Home Effectiveness , Yahoo Work From Home ,Yahoo Work From Home Ban , Business News
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3
Submit this story
People often ask me how I can work from home. They say, "I'd be so distracted. I would have
a hard time not watching TV or doing the laundry."
All I can say is, you must not like your job. I have the opposite problem. I work until all
hours of the night, holed up in my home office when any sane person would have long gone
home.
Yahoo CEO Marissa Mayer ignited a media/Internet storm when she announced that Yahoo
employees could no longer work from home.
The work/life balance advocates were outraged accusing Mayer of taking a step backward by
revoking flexible work arrangements. Academics cited research about how working together
side-by-side with colleagues boosts creativity and morale.
I think we're side-stepping. If we want to have a meaningful debate about work, life, family,
and productivity, we need to be honest.
Here are five uncomfortable truths we need to face:
1. Some people are slackers.
We're supposed to pretend that with the right leadership and enough autonomy people will
rise to the occasion and become star performers. But this is not true.
Some people just don't want to work. They will watch TV or play Angry Birds every chance
they get. That's why they need an office.
2. Peer pressure (and presence) improves performance.
Imagine doing a spinning class alone in front of a home video. Now imagine doing it with an
instructor surrounded by your peers. Where would you work harder? If your treadmill is
functioning as an expensive clothes hanger, you know the perils of trying to go it alone.
Peers prompt you to up your game and provide a model for what good looks like.
3. Working from home can make you more frazzled, not less.
The work from home fantasy is your smiling kids drifting in while you work at your neat
orderly desk. The reality is, you ignore your kids while you do conference calls, you eat lunch
at your desk and your family steals your office supplies. Working from home doesn't always
allow better "balance." You're often only halfway present for everything. If you have a
family, you feel constantly pressured by both jobs, because they both reside in the same
building.
4. If you work 80 hours a week, you can't do much else.
I know we're supposed to be able to have it all, but let's get real. If you want to be an
engaged parent (or spouse, or pet owner, or gardener for that matter) you can't work killer
hours week in and week out. Working from home does not make a demanding job any less
demanding, it just enables you to do it while your kids watch TV in the other room.
5. You can't create a culture if no one is there.
Mike Alvear, a consultant and author who has worked at home for a decade, says, "It's
extremely difficult to stay connected to people when you only have email and phone. Any
company that wants to scale its culture can't do that if everyone is at home."
I've worked on the Apple campus. It's exciting because of the collective energy of the
peoplewho are there.
I've both loved and loathed working from home. Working from home is neither the problem,
nor the solution. Creating great work and creating a great family require the same things:
time, space and working together.
(c) Lisa Earle McLeod
Lisa Earle McLeod is a sales leadership consultant. Companies like Apple, Kimberly-Clark
and Pfizer hire her to help them create passionate, purpose-driven sales forces.
She is the author of several books including Selling with Noble Purpose: How to Drive
Revenue and Do Work That Makes You Proud, a Wiley publication, released Nov. 15, 2012.
She has appeared on The Today Show, and has been featured in Forbes, Fortune and The
Wall Street Journal. She provides executive coaching sessions, strategy workshops, and
keynote speeches.
More info: www.LisaEarleMcLeod.com
Lisa's Blog - How Smart People Can Get Better At Everything
AMY LEVIN-EPSTEIN /
MONEYWATCH/ May 24, 2012, 9:41 AM
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(MoneyWatch) In an ideal world, the minute we step foot into our offices, we'd be
laser-focused on the job at hand. But chaos in our personal lives, whether it be a sick
child, a failing relationship or financial worries, can make that difficult. (It's worth
noting, that the same can be said for happy distractions, like a new baby, pet or
love.) "When your personal life is in tumult, a lot of emotional hijacking goes on.
Emotions consume you and stress exhausts you," says Julie Morgenstern, author
of Time Management From the Inside Out.
Letting your emotions follow you from home to work will just prolong your work
day, preventing you from getting home to deal with the fires that are burning there.
But by focusing from 9 to 5, you can heed the advice from Billy Murray's therapist
from the movie "What About Bob?" and take a vacation from your problems.
"Work can be something you can control -- so take refuge in that. Use work as a
break," suggests Morgenstern. Here's how to stay on point when your personal life is
all over the place:
Prepare a specific schedule
Your to-do list -- augmented with time slots for each task -- is your best defense
against distractions. "Knowing exactly what has to be accomplished in a given work
day helps you to stay focused on the task at hand, and if you keep yourself busy,
you'll have little time to dwell on the negative aspects of your personal life that could
otherwise sabotage your productivity," says efficiency expert Andrew Jensen,
founder & CEO of Sozo Firm, Inc., a business consulting firm.
Be more efficient: 3 tips for leaving the office by 5
Losing focus? 9 ways to concentrate at work
Insert some "fun" time
If all you have to look forward to outside of work is stress, you'll dread going home.
"Oftentimes, thinking about how depressing or stressful your evening will be is
enough to distract you during work hours, which can have a negative impact on your
performance at work. Therefore, it could be helpful for you to make plans for
something fun for after the work day ends," suggests Jensen. Whether it's a happy
hour drink with a friend, a short hike or just a favorite TV show, small breaks from
both work and personal problems can get you through tough times.
Break up with your "venting" pal
Is there someone at work who acts as a listening board for whatever is happening in
your personal life? This is a very effective way of ruining any separation of work and
home. Thank them for listening, but explain that you're trying to focus while at work,
so you won't be chatting about your divorce or monster mother-in-law (especially
not during office hours). "If they keep coming up to you and asking for an update, it
will just open up the floodgates," says Morgenstern.
Stiff arm invasive emails and phone calls
A key aspect of focusing on work at the office will be keeping personal phone calls
and emails at bay. If a family member is sick, designate a point person for someone
to contact you if there is a true emergency, says Morgenstern, adding: "Do not be
afraid to ask for help." If you're fighting with your spouse or friend, screen their
emails -- literally. "Set up a filter on your email and have things go into a certain
folder, and name it Do Not Read Until 2 P.M. and read it on your lunch break. If it's
separate, it's easier to ignore than if it's sitting in your inbox," says Morgenstern. Tell
the people in your personal life about your lunch break plan, or that you'll speak to
them after hours.
Visually bring yourself back
If you're still responding to email or phone calls that aren't work-related, another tip
to try is to put Post-It notes on your computer monitor or your cell phone. "Write a
little question for yourself, like 'Is this the best time and place to be doing this?'"
suggests Morgenstern. Seeing that simple reminder may help you get -- and stay -back on track.
2012 CBS Interactive Inc.. All Rights Reserved.
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Stress is the single most common ailment in the workforce today and one which causes
thousands of hours of sick leave, sick pay, lost revenue and profitability. More
importantly, it is the slippery slope for many employees who never fully recover from
stress-induced illness. What the employer suffers in lost revenue is just the tip of the
iceberg. The sufferer stands to lose everything. Left un-treated and unattended, stress
will impact on the everyday life of an individual in a way that can become
insurmountable. I regularly witness people who, because of stress at work, are unable to
sleep properly, eat properly, feel tired, lethargic and anxious all the time. This inevitably
spills over into domestic life with relationships, marriages and family life often suffering
disastrous consequences. Most people are unaware that they are suffering from stress
related conditions until their general health becomes impaired. The gradual build up can
take months, even years. Eventually, the individual can be so unwell that work of any
kind becomes impossible.
One of the main problems with work related stress is that most people deny its existence
and take no remedial steps until the situation is serious. Ironically, most people will
attend to a niggling cough, a bad throat or a headache immediately. Here people suffer
obvious physical symptoms and can address them with medicine or a visit to the doctors.
Unfortunately, stress related conditions are often seen as a sign of weakness and
consequently, people ignore and deny their symptoms. What most people fail to
understand is that stress, if untreated, can lead to a catalogue of physical conditions in
the future. Stress and anxiety are linked to heart conditions, strokes, back problems,
recurring colds and infections. Stress also affects the ability to think rationally and
logically. Sufferers often become confused, over sensitive, feel isolated and even
paranoid. This subsequently leads to more anxiety, exhaustion and worry the vicious
circle has begun and the sufferer is trapped. Stress is often perceived purely as a mental
health condition and this is where the social stigma surrounding stress related conditions
often arises. People think that admitting to feeling stressful is a sign that they are
suffering from a mental problem. We must remember that the human body is an
enormously sophisticated and complicated piece of engineering and we must attend to
the whole working unit if we are to function properly. We need to address both the
physical and emotional aspects of our being. When we take our cars for a service, we
expect the whole car to be checked thoroughly. We accept that the working parts suffer
from wear and tear and need attention and repair. The human body, in its entirety, needs
the same approach.
Learning to recognise the symptoms of stress is a very important step and should be
considered on a regular basis. Identifying the causes, particularly where stress is work
related is the next step. Changing the circumstances that are causing the stress is
probably the most difficult part of the process. The workplace can become somewhere
that people feel trapped, badly treated, manipulated, overworked and frightened. Many
employees do not know how to break the cycle, they have mortgages to pay, families to
keep the job is financial security. Communicating your problems is the next hurdle that
most people never get over. Approaching your employer is usually impossible, saying that
you are suffering from work related stress can destroy your credibility, affect your
perception within the company and future career prospects. Taking the problem home
can cause feelings of worry and insecurity with your partner / family, resulting in
additional problems. Visiting your doctor and being diagnosed as suffering from stress
may bring short- term relief and some much needed time off. Unfortunately, this will be
placed on your medical notes and can cause serious problems in the future. If you are
changing jobs, a new employer will want to know your health history stress on your
records will not enhance your prospects. Being diagnosed with stress can affect your
present and future insurance policies and claims insurance companies take stress
related illness just as seriously as heart related conditions. An individual diagnosed with
stress, particularly taking prescribed medication, can be considered a long- term liability.
Addressing your problem is imperative and must not be ignored but who to address it with
is very important. Communicating with an impartial and trained employment relations
professional can be the catalyst for change. Speaking in confidence with someone who
does not know you personally and can be completely objective may be hugely beneficial,
particularly if you need assistance with technical details involving employment
legislation. Being an employee is not just about doing your job, you also need to be aware
of your responsibilities and your legal rights as an employee. You need to understand
company procedures and policy, contractual obligations and how to deal with a problem.
This is a minefield for most employees in every industry but without the knowledge and
confidence to deal with issues, employees will continue to be caught in the stress trap.
|
The age-long mantra of keeping your personal problems personal no longer holds true in todays professional
environment.
Management are increasingly realising that personal lives have an impact, and rather than frowning on it they are putting
measures in place to deal with it in a proactive and effective manner.
For one, the above has led to the establishment of Employee Assistance Programmes (EAPs) that work towards helping
people deal with their personal problems professionally and appropriately.
The reality is that if you assist employees in dealing with their personal problems it will ultimately minimise the impact on the
individuals work, enhancing productivity and professionalism.
However, there is no fool-proof formula for dealing with personal problems at work. A company must, for one, decide how
much latitude it is wiling to give in terms of assisting employees to deal with personal problems.
A good example is that if the individual in question forms part of large team it will be easier to assist him or her by making
additional resources available to assist with the work load and minimise the impact of the personal issue. In a smaller
company, however, the impact will undoubtedly be greater, particularly if the person is the only one that performs that
particular function and there are no additional resources to assist with productivity levels.
Another consideration is budget. How long can the company actually afford for the persons productivity to be lower than
normal. Furthermore, some companies simply have more resources when it comes to their EAPs and may have permanent
on-site counsellors to assist employees.
An important business consideration is also the question of what the company is getting in return for investing resources in
this person. And yes, this might sound a bit harsh but it shouldnt become an all-for-nothing scenario. Ultimately any
business would like its employees to be loyal, happy and perform at their most professional and productive levels.
No personal problems are the same and a companys EAP should also be able to judge these and deal with it in the best
possible manner. Again, this would also determine the latitude given and the amount of resources, be it time or money
invested.
It is, therefore, quite apparent that assisting employees in dealing with their personal problems is an almost unique company
personal decision in itself. Companies should, however, ensure that when they do deal with these issues, it is done in a
committed, consistent and professional manner.
Ashleigh Cohen is the Operations Manager at the Graduate Institute of Management and Technology (www.gimt.co.za).
MANAGEMENT
INNOVATIONS
Responsibility is the obligation to perform assigned activities. It is the self assumed commitment to handle a
job to the best of ones ability.
The source of responsibility lies within the individual.
A person who accepts a job agrees to carry out a series of duties or activities or to see that someone else
carries them out.
The act of accepting the job means that the person is obligated to a superior (relationship management) to
see that job activities are successfully completed.
THE JOB DESCRIPTION:
An individuals job activities within an organization are usually summarized in a formal statement called a
job description a list of specific activities that must be performed by whoever holds the position.
Unclear job descriptions Can confuse employees and may cause them to lose interest in their jobs. On the
other hand, a clear job description can help employees to become successful by focusing their efforts on
the issues that are important for their position.
When properly designed, job descriptions communicate job content to employees, establish performance
levels that employees must maintain, and act as a guide that employees should follow to help the
organization reach its objectives.
Job activities are delegated by management to enhance the accomplishment of management system
objectives.
Management analyzes its objectives and assigns specific duties that will lead to reaching those objectives. A
sound organizing strategy delineates specific job activities for every individual in the organization.
The following 3 areas are related to responsibility:
1.
2.
3.
Being Responsible
2.
3.
4.
2.
RESPONSIBILITY GAP:
A responsibility gap exists when certain
tasks are not included in the responsibility area of an individual organization member. This results in a
situation in which nobody within the organization is obligated to perform certain necessary activities.
3.
Management should avoid creating job activities for accomplishing tasks that do not enhance goal
attainment. Organization members should be obligated to perform only those activities that lead to
goal attainment.
You are here: Home > Conference Hall > Good Practices Suite Examples > Examples
Title:
Keywords:
Location:
Time Frame:
Relevant
items:
Problem overview:
Framework for coordination: Tonga has adopted a coordinated
system for management of water resources by assigning responsibilities to
a number of related Ministires. Often the responsibilities tend to overlap
each other and when this occurs, conflicts from resource competition, policy
differences, and so on, inevitably arise and make the situation more
problematic. Here is an example of water management situation in Tonga
that reflects how overlapping of responsibilities lead to environmental
degradation.
Integrating stakeholders: Tonga has integrated a number of
government agencies in the management of her scarce water supply e.g.
Ministry of Agriculture and Forests, Ministry of Health, Ministry of Lands
Surveys and Natural Resources, the Tonga Water Board, etc.
Background in summary:
Joint management of the water supply: Management of the water
supply is the joint responsibility of the Ministry of Health (MOH), the
Ministry of Lands, Surveys, the Ministry of Agriculture and Forests (MAF),
Ministry of Lands Surveys and Natural Resources (MLSNR) and the Tonga
Water Board (TWB). Each of these institutions plays a separate role. There
is also grass roots involvement in water management through village
committees.
The case of the squash industry: An interesting example is the
pollution of ground water resources by the squash industry. With the active
support of MAF, squash exports have become Tongas most important
Efficiency
Cost efficient.
Process
Adaptability
Participation of resource
owners/users
Socio-cultural adaptability.
Level of development
adaptability.
Degree of decentralization
adaptability.
Documentation:
ESCAP
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