Willard Jule <75272.3452@compuserve.com> writes:
<snip>
WJ> Managing the transition from a traditional hierarchical infrastructure
towards a job-free workplace
WJ> Case study: A large equipment manufacturing organization
WJ> * Changing market demands forcing new organizational designs are
rendering traditional jobs obsolete
* Learning to deal with the ambiguities arising as a result of the new
workplace
* Acknowledging the fact that traditional corporate, career and job
structures have been permanently replaced by uncertainty
* Allaying employees' fears by adequately preparing them for the unknown
workplace
* Surviving and prospering without the narrow boundaries of written job
descriptions
* Reconceptualizing the traditional perspective of a "job" as the basic
organizational unit of work
* Throwing out the old job descriptions; the modern alternative to
traditional "jobs"
* Creating self-managers intent on doing what needs to be done
WJ> Postscript: Conditions for individual and organizational success in the
new psychological contract
WJ> ...I would appreciate thoughts from anyone on:
WJ> * Their experiences re: these topics
- Changing market demands forcing new organizational designs are
rendering traditional jobs obsolete
I am a prime example of this. Running just before the leading edge of
technology, I have jumped ship so many times from ships that are about to
overturn that it is boring to tell about them all. Finally, I decided that
as long as I was being used as a contract employee, I might as well go
into the business and make better money.
- Learning to deal with the ambiguities arising as a result of the new
workplace
The biggest ambiguity that I learned to deal with was the difference
between what executives believed was going on in their business as opposed
to what was happening on the shop floor. My projects were on time and
under budget (still are) because I took the time to find out how processes
really worked as opposed to the directions I was given by top management.
In _Leadership and the Computer_, I recall one exec referring to his need
to work his own spreadsheets because everybody lied to him (he politely
called it filtering).
- Acknowledging the fact that traditional corporate, career and job
structures have been permanently replaced by uncertainty
Can anyone deny this?
- Allaying employees' fears by adequately preparing them for the unknown
workplace
This has not happened in my experience. My ability to foresee a downsizing
was regarded as wierd, at best. Right through layoffs, I know of many
redundant employees who insisted that it was a temporary situation that
would be corrected when the market improved. Some are still underemployed
as a result of lack of foresight.
- Surviving and prospering without the narrow boundaries of written job
descriptions
That's my life.
- Reconceptualizing the traditional perspective of a "job" as the basic
organizational unit of work
This is old news.
- Throwing out the old job descriptions; the modern alternative to
traditional "jobs"
This is old news.
- Creating self-managers intent on doing what needs to be done
This is actively fought in the workplace - both by managers and the
managed. There is an unwritten contract that is being broken. Both roles
are bound by that contract. To have someone come in, and disturb the
balance has been disruptive to everyone - including those who the execs
thought were being benefited.
WJ> * The topics themselves - are they psychobabble hype? <No>
WJ> Do they fit with your experience? <Yes>
WJ> Are they reasonably complete or have one or more key concepts been
omitted?
I think you have to look beyond just the marketplace to explain why this
has been happening. It is a social event as much as an economic one.
Economics is used to justify it.
WJ> * Does your experience lead you to conclude that the "new" contract is
situationally specific, generally applicable, or a combination of both?
<Huh?>
WJ> * What conditions lead to a successful (low pain, high return)
transition from the "lifetime security in return for good corporate
citizenship" to "we'll provide you personal growth opportunities to
develop your ability to be successful in a broad range of internal and
external opportunities as long as you give us your best while we employ
you."
The best I've seen is a high-pain, questionable return. Are you claiming
that people do this without chaos in their lives?
WJ> * How would you define the "new" contract if your definition is
significantly different from the one immediately above?
It is no contract.
WJ> Responses on the above will be helpful if received before Jan. 15,
1996.
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