Changing work culture of the twenty-first century

Citation

Harris, P.R. (2001), "Changing work culture of the twenty-first century", European Business Review, Vol. 13 No. 1. https://doi.org/10.1108/ebr.2001.05413aaa.002

Changing work culture of the twenty-first century

Changing work culture of the twenty-first century

As we officially enter the new millennium, both management and employees are aware of the profound transition under way from the industrial to the post-industrial work environment. What began in the last quarter of the previous century, especially in high technology enterprises, is becoming the norm of the twenty-first century.

Essentially, a major shift is under way globally in the work culture. The trend worldwide is away from the hierarchial, bureaucratic, structured organizations and leadership style. But where are we going in both the public and private sectors?

What will the corporations, agencies, and associations of the future look like? And how can today's would-be leaders prepare themselves and others for these dynamic developments? This changing work environment is subject to different economic realities, market forces, social policies, and human expectations.

Yet it is evident that the alteration of the workplace is toward greater flexibility and responsiveness, toward greater involvement of both personnel and consumers. The emphasis is on the knowledge worker where competency and advanced education are valued. Overall, ten characteristics of this new work culture (NWC) are emerging:

1. 1.

   More technically and service-oriented work – rather than the mere production of things, the focus is increasingly on the processing of ideas through new technologies and better service; the culture is technology driven with rapid adoption of computerization, automation,and robotics!

2. 2.

   More research and development in technical and human factors – organizational budgets devote more resources to R&D related to scientific and technological innovations, as well as better utilization of creative, human assets; widespread R&D helps to identify people, products, and processes, as well as markets. In this information society where knowledge is the currency, such leading-edge research means data gathering, analysis, prototype testing, evaluation and application of findings.

3. 3.

   More entrepreneurial spirit and activities – whether in the start-up enterprises or the renewal of older organizations through intrapreneurialism, the entrepreneur responds to challenges with creative solutions. Such persons are self-confident risk-takers, flexible high achievers who possess a drive for both innovation and independence. These promoters match people and resources with opportunities for greater choice, expression, and profitability.

4. 4.

   More communication and information – people seek more open, authentic, rapid and circular exchanges and information-sharing. Continuing advances in global communication and information technologies, especially with the help of space satellites, enable us to accomplish this in unusual and unique ways. Through media integration and computerization, we have increasing capacities to transmit our thoughts; to collect and organize data into information, and transform the latter into knowledge.

5. 5.

   More informal, diverse and synergistic relationships – people today seek personal and professional or work relationships that are meaningful, cooperative, caring, respectful, multicultural, and less formal. In this information age, personnel cross disciplines, boundaries, and borders with greater frequency. Organizational relationships often are intense, but temporary, as we interact through teams, task forces, and other ad hoc group participation. Furthermore, human-machine relations are now feasible with computerization, automation and robotics.

6. 6.

   More creative, high-performing norms – in the metaindustrial work environment, people support standards and practices that emphasize competence over conformity; high performance over routine effort, risk-taking and venturesomeness over "playing-it-safe"; audaciousness and creativity over the status quo and constraints. Knowledge workers are more open, adaptable, tentative, and productive in new ways.

7. 7.

   More high performance and productivity – people in metaindustrial systems are more achievement oriented and have a new work ethic of professionalism. They are proud of their accomplishments and seek to use their competencies effectively. They operate on a different time sense, in contrast to the 9-5 syndrome, doing what needs to be done, so that it is done properly. They seek self-fulfillment in top performance, and are not overly dependent on organizational recognition. Their concern is for maximum performance, whether on the job or in life.

8. 8.

   More autonomy and control over work space – in this twenty-first century, people worldwide increasingly seek to influence and manage their own work and space. They wish more freedom of choice, self-responsibility, and authority, especially at lower levels within the organization. They desire more "ownership", both psychologically and literally, in the work, project, or program. They endeavor to transcend traditions and boundaries that constrict, separate, or overly regulate their work. They dream of being given greater trust, of becoming "stake-holders" in significant enterprise, even to the point of becoming stock-holders. Thus, there is more consulting, contract, temporary, and at-home work available.

9. 9.

   More participation and involvement in the enterprise – contemporary, educated people expect more democratization and sharing in work activity. For knowledge workers, this may mean participation in management problem-solving, decision-making, and strategic planning. For leaders, this means developing skill in negotiating and consensus-building, in power-sharing and compromise. Essentially, the trend is toward empowerment, so human potential is developed and utilized, regardless of race, gender or age. It is also evident in greater collegiality, mentoring, and networking.

10. 10.

    More enhanced quality of life – whether inside or outside the workplace, knowledge workers seek activities that are meaningful, fulfilling, and psychologically rewarding. They search for organizational involvement which energizes them both mentally and even physically. They have high expectations for work situations that are not only pleasant and safe, but environmentally sound, such as through ergonomic programs. They seek broad entitlements that range from wellness programs to child-care facilities, that offer educational assistance and sabbaticals. Since they expect quality performance and service from themselves and others, they want organizations to be concerned about the quality of their lives, particularly at work.

Organizations are energy exchange systems that transform natural, machine-produced and human energy into products and services. In addition to the above ten major thrusts in the work culture that will impact such institutions and systems, global leaders in our new century will pursue other means to inspire and create a sense of identity, pride, and possibly loyalty in their associates and colleagues, both on and off this planet!

Philip R. HarrisManagement/Space Psychologist and EBR Editorial Advisory Board Member

Bibliography

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