EFFECT OF THE CHANGING NATURE

OF THE WORKPLACE ON THE INDIVIDUAL WORKER

In the economics of industrial society, the purpose of the computerization of the
workplace is to replace labor with machines, thereby reducing the unit cost of
production while increasing both productivity and efficiency. (Ellwood) Instead of
hiring twenty workers to accomplish one task, an employer can simply buy one
machine to do the same task faster and more efficiently; less resources are invested
while much more output is generated. In general theory, the introduction of
technology into the workplace spurs economic growth and prosperity, resulting in the
creation of more and better jobs, higher wages and an increased standard of living.
However, when looking at specific data and analysis, it becomes apparent that each
level of worker is distinctly affected by the computerization of the workplace.
o Lower Level, Low Skill workers
o Middle Management workers
o High Management workers
o High Skill, Technically-Skilled workers
o Results

Lower Level, Low Skill workers:

o replaced by technology
o find it hard to survive in the workplace
These workers, such as factory workers, people in the service sector and others
performing labor-intensive, low-skill tasks, are perhaps the most affected by the
changing nature of work. The introduction of new technology has effectively
eliminated their role in the workplace. As computers and machines are quickly
replacing them in the workplace, these individuals are finding it harder and harder to
maintain employment.

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.

Middle Management workers:

o become expendable
o must re-train to survive in the workplace
The situation with the middle management workers, who form a large part of the
corporate sector of the workplace, reflects the plight of the lower level workers. The
middle management consists of those workers or managers involved in the
coordination, processing and researching of information and activities. However, new
computer technology such as databases, e-mail and the Internet has greatly reduced
the need for or changed the responsibilities of these individuals, placing their job
security at risk.

Analyst Virginia Sullivan explains: "As an automating technology, computerization

can intensify the clerk's exile from the coordinative sphere of the managerial process."
Rex Adams, Vice-President of Mobil Corporation, an international oil company,
continued: "now [we] have standardized data gathering procedures in place and ready
accessibility to data from any place on the planet. [However this means that] job
security starts declining for data consolidators and explainers, and management layers
being thinning...it's the death of bureaucracy." (Low)
In the state of Maryland, for example, thousands of employees in charge of processing
tax returns were laid off in favor of new, computerized information-processing
equipment. These employees were considered expendable with the introduction of
new technology that could not only finish the task two weeks earlier than before, but
also cost 5.7 million dollars less than those workers' salaries over the next five years.
AT&T, the global telecommunications company, also has plans and is currently in the
process of laying off 40,000 middle managers alone.
Much like the lower level workers, the middle management is irreversibly and vastly
affected by changes in technology. They, too, find themselves being replaced by
technology and computers which can do their jobs quickly and more effectively.
Compared to lower level workers, this replacement process is much less drastic and
less widespread, as there are tasks that not even computers can do more effectively
than humans; however, the introduction of new technology effectively makes middle
management workers more expendable. On the other hand, these individuals are
usually higher-educated than lower level workers and thus find it much easier to retrain themselves--often learning themselves how to use the technology that replaced
them--to survive in the new technological workplace.

High Management workers:

o have more decisions to make
o have more work to do
o benefit from greater profits
Unlike lower level and middle level workers, high management workers are not as
adversely affected by the changing nature of work. The job security of high
management workers is rarely placed at risk: the high management is in charge of
deciding what technology will be used and how; it is unlikely that they will choose to
use technology that will eliminate their own jobs.

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.

High-Skill, Technical-Skilled Workers:

more opportunities in the workplace
greater demand for their skills
Finally, the computerization of the workplace has increased the demand for and
opportunities of a distinct class of workers- the high-skilled, technical-skilled

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)

What about stress at home?

Causes of stress outside work

Do I have to do anything about stress outside work?

Worklife balance initiatives

Further support for problems outside work

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)

Causes of stress outside work

Many things in people's lives outside work can cause them stress, for example:

Family

Death (of a loved one)

Divorce or separation from a partner

Marriage

Pregnancy

Holidays

Changes in health of a family member or close friend

Trouble with in-laws

Family arguments

Children leaving home

Childcare

Remarriage of a family member

Caring for other dependents, such as elderly relatives

Family reunion

Relationship breakdown or having a long-distance relationship

Personal or social issues

Change in financial state, or debt or money worries

Changes in personal habits such as giving up smoking, going on a diet.

Problems with weight

Experiencing prejudice or discrimination

Lack of friends or support

Personal injury or illness

Daily hassles

Traffic jams

Public transport

Time pressures

Car troubles

Other

Moving house, including taking out a mortgage

Difficulties with neighbours

Living with someone with an alcohol, drug problem or other addiction.

(If studying) a deadline for coursework, exam results or trying to balance work and study

Unemployment

Poor living environment

[back to top]

Do I have to do anything about stress outside work?

You don't have to, but it's good if you do. If you think about people's personal lives and outside stressors, you will be
able to anticipate stressful times.
Your employee is not obliged to tell you their personal problems, but there are some practical things you could do to
support them:

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;

flexible working arrangements;

family leave policies;

employee assistance programmes; or

fitness programmes.
Programmes of this kind can work effectively to

retain staff;

improve morale;

reduce sickness absence and stress; and

increase productivity and commitment.

[back to top]

Work-life balance initiatives

The website of the Canadian Centre for Occupational Health and Safety

answers some questions about worklife

balance.
The Flexibility website contains resources for new ways of working, including achecklist

and an index of articles

written about worklife balance.

Further support and services outside work

If your employee has raised a specific issue with you, you might like to suggest they approach one of these support
services:
Alcohol
Drinkline. Advice, information and support to anyone concerned about their
own or someone else's drinking.

0800 917 8292

Bereavement
Cruse Bereavement Line. Helpline for bereaved people and those caring for
bereaved people.

0844 477 9400

Carers
Carers Line. Advice and information for all carers.

0808 808 7777

Young people
Childline. Helpline for children and young people in danger, distress or with any
problem.

0800 1111

NSPCC. For anyone concerned about a child at risk of abuse.

0808 800 5000

Disability
DIAL. UK network of disability information and advice services run by people
with direct experience of disability.

01302 310 123

Domestic violence
Women's Aid and REFUGE offer a joint helpline providing practical advice and
support for those experiencing domestic violence

0808 200 0247

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.

0808 800 2222

Money
National debtline. Help for anyone in debt or concerned they may fall into debt.

0808 808 4000

Older people
Seniorline. Information service for senior citizens, their relatives, carers and
friends.

0808 808 7575

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.

0808 800 4444

www.adviceguide.org.uk

Citizens Advice Bureaux. Free, confidential advice on a host of topics

nal link)

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INSEAD KNOWLEDGE
THE LATEST RESEARCH, BUSINESS TRENDS AND INNOVATIVE THINKING
Follow (40)
S TR AT EG IE S

4/17/2013 @ 4:15AM |17,394 views

Working From Home: The End

Of An Era?

Alvin Lee, Contributor

Comment Now
Follow Comments

By Alvin Lee, Web Editor

Marissa Mayers controversial decision to bring Yahoo YHOO
back to the office could yet prove to be the right one.

-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.

Meyer, who directs the Managing Global Virtual Teams programme at

INSEAD, explains that these objectives are more easily met with face-to-face
communication.
Because we are human beings, when we collaborate, we rely heavily on what I
call mutual adjustment. Mutual adjustment means that you notice how others
are working around you, they notice how you are working, and through
hundreds of subtle cues you adjust to one another, and the collaboration
happens. When people are geographically dispersed, they dont have the same
high level of cues in order to mutually adjust which makes collaboration more
difficult.
Meyer adds, Its a myth that virtual teamwork costs less than face-to-face
collaboration. There is this idea that because it requires less electricity, less
desk space, and less rent to collaborate virtually, its therefore less expensive.
But it takes a lot more time to organize and monitor effective virtual
teamwork. When we are working together but working apart it requires a

much greater effort to assure the communication has passed as expected.

Misunderstandings are more likely and that leads to higher costs.
Teamwork is not just about communication it is also about cooperation.
Cooperation requires trust between team members. Meyer elaborates, It is
difficult for humans to trust people that they dont frequently see face to face.
If I cant look in your eyes and see your facial expressions or get to know you
beyond your voice on the phone it is harder for me to judge if you are
trustworthy. A high level of trust between team members is one of the most
important factors to efficient collaboration. If the team leader does not invest
significant time and energy in finding ways to build trust amongst team
members who rarely see one another, trust is likely to remain low. Therefore
managing geographically dispersed teams effectively is significantly more
expensive than managing collocated teams. I imagine that Mayer understood
this when making the decision to bring her employees back to the same office
space.
Is there a need to work remotely?
Nancy Wee is a mother of two, and a part-time graphics designer who works
from home. I sometimes prefer to be in the office if the project is complicated
and requires more input from the client. But [when I work from home], I can
quickly finish the tasks and then I can do other things. If I am stuck in the
office, I cannot do my own thing even if I am done with the work. I have to
wait for the proper hours to be over.
Wee is self-employed, but is open to working full-time in the office, cites
examples of why working from home can sometimes be more productive from
the companys standpoint, I think the key thing is the manager has to be very
clear on the agenda. Some clients asked me to go onsite and they just talk and
talk. If they just email me the job specs, I can easily do the job.
That ties in with a 2010 INSEAD Knowledge article written by Professor
Meyer, which explains that virtual teams need a manager who provides
clearly-defined direction and removes all ambiguity from the process. In the
last decade, a large number of companies in the U.S. have put in place home
office structures without training their team leads on how to manage these

dispersed teams differently. With the excitement of newer communication

mediums such as Skype and WebEx many companies have built the workfrom-home movement on the premise that we can just as easily collaborate
over a virtual medium as we can face to face. But that is not the case. No
matter how sophisticated the communication tool it does not replicate the
effectiveness of face to face collaboration.
Home run?
Wees experience may be a strike against Yahoo! boss Mayers much-discussed
policy, but one might say it reflects an employees working preference rather
than any clear strategic advantage or disadvantage for the company. But
according to Professor Meyer, there are other instances where not having
everyone under one roof is not only a necessity, but also an advantage.
Suppose you put in place a project team where people from different regions
collaborate to develop a product that responds successfully to a variety of local
markets, says Meyer. In this case you need people who are IN those markets
and regions to work as one team. So in that case, team members will need to
be geographically distributed and there is a clear, positive reason they need to
be in different places. In that case, the benefit of the geographic distribution
likely outweighs the disadvantages. However, Yahoo! does not seem to be in
one of these situations.
Yahoo! releases its Q1 report on April 16. It will be too early to gauge the
effectiveness of Mayers policy, but all eyes will be on Yahoo!s balance sheet
including Yahoo! employees who decided to quit and watch the action. From
home, of course.
Erin Meyer is Affiliate Professor of Organisational Behaviour at INSEAD.
She directs the Managing Global Virtual Teams and Management
Skills for International Business programmes, part of INSEADs
portfolio of executive education programmes.
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The Real Problem In Working

From Home (It's Not What You
Think)
David Amerland, NetApp

125 comments, 121 called-out

Comment Now
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If you give employees the right to telework,

be careful!
The very technology that enables telecommuting and working from home
could be destroying its value. Although productivity may increase in the short
term, working from home may prevent your teams from working effectively.
Opinion: When Yahoo CEO Marissa Mayer sent a letter to all employees
rescinding their right to work from home, gasps of shock were heard across
the worldfrom Washingtons Bureau of Labor Statistics to Necker Island,
Caribbean home office of Virgin boss Richard Branson.
The Yahoo decision brought teleworking back into the spotlight for
organizations and their staff. Towering above the should-they-shouldnttheydebate was this unasked question:

NetAppVoice:Working From Home Is

Virtually Perfect [100 Words Into The Future]

Zoe Goodacre@NetApp

NetAppVoice: 6 Secrets That Freelancers Can Teach Enterprises

David Amerland@NetApp

NetAppVoice:Hire A Veteran Today:

Here's Why

Mark Weber@NetApp

NetApp
Voice: 5 Great Tips from Kickstarter: Boost Tomorrow's Business
Richard Bliss@NetApp

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

David Amerland, @NetApp 4 months ago

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

Stacia Rockfeld 2 months ago

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

Stephen Glasskeys 4 months ago

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

David Amerland, @NetApp 4 months ago

Stephen perceptive comment. Outsourcing some services, like software, is problematic

enough to begin with. add to it the issues that come with the disconnect from the location
and the home company culture and you get a recipe for disaster, usually.
Called-out comment

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NetAppVoice

Richi Jennings, @NetApp 4 months ago

Mr. G is all about the perceptive comment (not to mention all his hysterical from the xdept. tweets ;-)
o

Called-out comment

Reply

Philip Jones 1 week ago

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

Tom Ledford 4 months ago

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

David Amerland, @NetApp 4 months ago

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

Bilal Jaffery 4 months ago

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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Also On Forbes

6 Things You Should Quit To Be More Successful

Flexible working patterns

An Audit Commission case study

Page 5: Problems with

homeworking

Homeworking clearly involves an element of trust. The

challenge is to keep everybody informed about what is happening within the business.
The intranet has a key role in doing this.
There are several problems associated with homeworking but the Audit Commission
has worked hard at minimising the effects of these on its staff. The main ones are:

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.

Homeworkers become dependent upon the technologies. If there is a power

cut or a computer problem, then this could affect the work.

Health & safety risks and keeping confidential files at home.

The Audit Commission sets out clear guidelines as part of

its homeworking policy. These guidelines refer to employers' liability insurance which
covers employees while they are working from home. The guidelines also refer to
confidential files that may be kept for a temporary period within the home.
Homeworkers have to balance both their work and their domestic responsibilities.
The arguments for and against homeworking depend upon a high degree of trust. This
is because an employee is working independently outside the office.
In a team-based environment, each individual needs to be available to other members
of the team as and when they are needed. Being able to set their own goals and identify
their priorities is important for homeworkers.

Read more: http://businesscasestudies.co.uk/audit-commission/flexible-workingpatterns/problems-with-homeworking.html#ixzz2m3WBeQY9

Follow us: @Thetimes100 on Twitter | thetimes100casestudies on FacebookA distracted
employee is proof that she may be experiencing problems.

Related Articles

Top Three Barriers to Workplace Productivity

What Increases Employee Productivity?
How to Calculate Productivity of an Employee
How to Handle Employee Problems
Examples of Employee Performance Goals
How to Deal With the Tardiness of a Top-performing Employee

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

Flexible Benefits - Storm

Flexben Design, Migration and Outsourcing in the Philippines
www.stormrewards.ph

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

Marriage and Relationships

Personal issues such as marital problems divide an employee's attentions. It's hard to focus on work
when home issues need to be resolved. Even unmarried employees may face relationship problems that
affect work. Relationships that put employees at risk should be of concern to employers. Offer assistance
by recommending the worker visit the human resources department. If you're a small business that has
no HR department, offer information about local individual or family counselors. Don't take on the role of
counselor yourself. At the very least, offer the employee a few days off to sort out his relationship woes.

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
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Patrick has firsthand knowledge of small business operations. Besides start ups, she has extensive skills
in recruiting, selling, leadership, makeup artistry and skin care.

Photo Credits

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 Everyone Wants to Work from

Home...So Why Aren't They?

David Mielach, BusinessNewsDaily Staff Writer | March 29, 2012 11:05am ET

Share

Credit: Fuzzbones | Dreamstime.com

View full size image

Employees and employers are in agreement about working from home.

According to a new survey, bosses and their workers both desire the

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

at the center of their work styles, people expect increased technological

capabilities to keep up with them everything from real-time
collaboration with colleagues to video conferencing and secure access to
their files."
However, working from home is far from perfect, with nearly half of all
bosses complaining about the inability to communicate with employees
in person. Other gripes of bosses included lack of focus when working at
home, lack of accountability and the belief employees were not doing as
much work at home as they could in the office.
Reach BusinessNewsDaily staff writer David Mielach
atDmielach@techmedianetwork.com. Follow him on Twitter
@D_M89.

Why Working At Home Isn't the Problem or the Solution

Posted: 03/03/2013 8:35 pm

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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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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

This Blogger's Books from

By

AMY LEVIN-EPSTEIN /
MONEYWATCH/ May 24, 2012, 9:41 AM

Problems at home? How

to remain focused at
work

ISTOCKPHOTO

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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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Amy Levin-EpsteinON TWITTER

View all articles by Amy Levin-Epstein on CBS MoneyWatch
Amy Levin-Epstein is a freelance writer who has been published in dozens of magazines
(including Glamour, Self and Redbook), websites (including AOLHealth.com, Babble.com
and Details.com) and newspapers (including The New York Post and the Boston Globe). To
read more of her writing, visit AmyLevinEpstein.com.

Dealing with work related stress

It could be said that there is a contradiction in current employment legislation regarding
the very relevant and much experienced problem of work related stress. Under the
Health and Safety Act, employers are responsible not only for the physical health and
welfare of their staff but for the emotional health of staff. Conversely, under the
Employments Rights Act 1996, an employee suffering from stress can be dismissed for
absence from work, either for a prolonged period or frequent occasions. It does not
matter that the stress that has caused this absence is work-related, as a worker can be
dismissed due to lack of capability! (see article 4: Dealing With Stress Employers Rights.)

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.
|

PERSONAL PROBLEMS AFFECT PERFORMANCE AT WORK

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).

Pattern: Overlapping Responsibilities

Essence of the Pattern: This pattern is concerned with the explicit
interdependence of roles amongst tightly coupled groups of workers in safety
critical, control room settings. That responsibilities overlap is prescribed
within the procedural manuals and job descriptions, however, what is
interesting is the work that constitutes the on-going negotiation of roles and
responsibilities within the course of getting the job done. Workers clearly
have a continual egological (what is my work in relation to other's work) and
alteriological (what can I do to make other's work easier) orientation in their
work. Such a finding may be true of many settings, however, in these
settings, particularly in times of difficulty (such as when 'failures' occurr or
ambiguity arises in tasks) this allows for workers to take over the tasks and
responsibilities of others with a certain degree of fluidity. This also builds
capabilities for supervision, checking and assessment into the system
through overlapping knowledge between workers. This pattern is highly
related by setting and activity to career trajectory through different roles.

Design For Dependability

Why Useful? This work organisation serves as part of explicit design for
dependability in such safety critical socio-technical systems. For example, it
ensures that the 'system' can function with varying size in the group of
workers present, as individuals may carry out more than one role or allocate
themselves to required areas of the activity. Furthermore, the knowledge
and experience workers have of one another's roles aids in binding the
separate 'stages' or 'tasks' together. This also builds redundancy into the
system and provides for cooperation, supervision, advice, sharing of
knowledge and so forth as part of the normal group activity. The group can
fluidly respond to the various changes in circumstance that characterise
control work as it passes from standardised routine (i.e. activity that can be
carried out quite programmatically, where decisions are straightforward and
time pressure is normal) to exception or crisis handling (dealing with

failures, complexity, ambiguity, multiple contingencies and under more

extreme time pressure).
Where Used? This pattern has been described in two settings so far. The
focus is on describing work organisation where individuals operate
with overlapping responsibilities and how this relates to work achievement
for small, collocated or proximally located groups of workers in two control
room settings (or centres of coordination). The examples presented come
from a naval navigation bridge and anambulance control room.
This pattern is illustrated with vignettes from the following field work:

Naval Navigation. How work organisation with overlapping

responsibilities facilitates dependability through fluidity of roles, group
cooperation, sharing of knowledge and supervision.

Ambulance Control. How work organisation with overlapping

responsibilities facilitates dependability through fluidity of roles, group
cooperation, supervision and sharing of knowledge.

Design Implications? Designing a work organisation in settings such as

this, where workers in tightly inter-linked roles have overlapping
responsibilities, attempts to build in dependability to the socio-technical
system. For work design this seeks to promote supervision, redundancy and
the ability of the group to respond to various dynamic contingencies within
their environment. As with the related pattern, career trajectory through
different roles, we may firstly consider how such a work organisation design
might promote dependability in similar situations. Clearly there may be a
concern with designating in which ways responsibilities may overlap,
however, the point to note, is that in the situations described here, the
demarcation or delineation of these is always an on-going accomplishment.
For technical design, the consideration could be one or a number of the
following:
Can technology be designed to enhance the monitoring/supervision
possibilities created by such work organisation? For example, by providing
access to other's work, sounding/showing warnings concerning other's tasks.
Can technology be used to provide cooperative opportunities where faceto-face access is not possible? Clearly audio channels already provide links
but can we enhance this with other, e.g. CMC technology.
Can technological support be provided for enhancing/facilitating fluidity of
roles, group organisation, doing two things at once? For example in the
naval navigation case, can instruments be accessed remotely and their

readings be relayed to the charthouse electronically, allowing easy access to

carry out different tasks from one location?
Can technical support be provided to help deal with complexity,
ambiguity, failure recovery and so forth that characterises these systems
when problems or crises occur, the situations that require more intense
cooperation, fluidity of roles and so forth?

MANAGEMENT
INNOVATIONS

RESPONSIBILITYThursday, Dec 18 2008

All sectors and Education and For Entrepreneurs and For Large Corporates and Government & Not for Profit and SME Sector dividing job
activities, functional similarity & responsibility, functional similarity method, jod description, overlapping
responsibility, Responsibility, responsibility gapmanagementinnovations 1:49 am

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.

Dividing Job Activities

2.

Clarifying Job activities of managers

3.

Being Responsible

DIVIDING JOB ACTIVITIES:

One person cannot be responsible for performing all of the activities that take place within an organization.
Since so many people work in a given management system, organizing necessarily involves dividing job
activities among a no. of individuals.
Some method of distributing these job activities is essential.
THE FUNCTIONAL SIMILARITY METHOD:
The functional similarity method is the most basic method of dividing job activities.
Management should take 4 basic interrelated steps to divide job activities in the following sequence:
1.

Examine management system objectives.

2.

Designate Appropriate activities that must be performed to reach those objectives.

3.

Design specific jobs by grouping similar activities.

4.

Make specific individuals responsible for performing those jobs.

FUNCTIONAL SIMILARITY & RESPONSIBILITY:

3 additional guides can be used to supplement the functional similarity method.
1.

Overlapping Responsibility should be avoided when making job activity divisions.

Overlapping responsibility refer to a situation in which more than one
individual is responsible for the same activity.
Generally speaking, only one
person should be responsible for completing one activity.
When 2 or more employees are unclear about who should do a job because of overlapping
responsibility, it usually leads to conflict and poor working relationships. Often the Job does not get
done because each employee assumes the other will do it.

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:

Overlapping of responsibilities in the

management of water resources
water resources, government structure, horizontal
coordination, orange, squash industry
Tonga

Time Frame:
Relevant
items:

- Framework for coordination

- Integrating stakeholders
(other topics and examples)

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

economic activity. However, with adoption of pesticide and fertiliser usage in

the practice, there are now indications that this is starting to adversely
impact fresh water lens.
Over lapping responsibilities and conflict of interest: Serious
questions are being raised on the sustainability of the squash industry.
However, immediate concerns of employment and foreign exchange
generation have held sway over medium to longer-term considerations of
water pollution. Thus, while the Environmental Planning Unit is a part of the
MLSNR, its concerns on water pollution have been largely muted in the
economic decision making process.
See document in full

Peer Review Committee

Good practice rating:
(1 for the best, 5 for the lowest score)
Sustainability
4
3

Efficiency

Improvement in either the

environment of economic condition 3
with no harm to the other.
Sustainable over time (not oneoff)

Cost efficient.

Process

Adaptability

Participation of the community

Location adaptability (can the

project be done in other places?)

Participation of resource
owners/users

Socio-cultural adaptability.

Partnerships between various

actors (Governments, NGO,
Academia, Private)

Level of development
adaptability.

Degree of coordination and

cooperation between
government departments.

Style of government adaptability.

Ability to attract political

interest/support

Degree of decentralization
adaptability.

Procedures for feedback and

review.

Comments on this example:

Serious consideration needs to given to pricing agro chemicals to reflect
the true cost to society of producing squash under the present package of
practices. This would also increase the incentive to adopt IPM and organic
production systems. No doubt the taxing of these inputs for the countries
most important industry would require considerable political courage.
1. The establishment of a single national water committee/authority,
backed by legislation, to oversee all water resource management;
2. Expanding and upgrading the Tonga Water Board; and
3. Establishing clearer and functionally more effective definition and
demarcation of the areas of responsibilities and areas of cooperation.
Sustainability of the project:
Improvement in either the environment or economic condition
with no harm to the other: This criteria has been rated 4 because
overlapping of responsibilities lead to inefficiency. Environmental problems
could not be dealt on time due to conflict, therefore, environmental
condition could not be improved and sustainable development could not be
met. Government resources, if not distributed according to actual
ustilization, could result in redundancy for one agency and shortage in
another, hence, cost inefficient. Finally, degree of coordination among
agencies is considered low, otherwise problem of redundancy would have
been resolved.
Adaptability of the project to other situations:
Most of the boxes that were rated 4 because overlapping of
responsibilities lead to inefficiency. Environmental problems could not be
dealt on time due to conflict, therefore, environmental condition could not
be improved and sustainable development could not be met. Government
resources, if not distributed according to actual ustilization, could result in
redundancy for one agency and shortage in another, hence, cost inefficient.

Finally, degree of coordination among agencies is considered low, otherwise

problem of redundancy would have been resolved.
Process of decision making and implementation:
Framework for coordination: With the likely increasing in water
consumption and the demand for better quality, conflicts are bound to
increase also. Some institutional reforms that provide for better coordination may help to resolve these conflicts. The following might be
considered:
1. The establishment of a single national water committee/authority,
backed by legislation, to oversee all water resource management;
2. Expanding and upgrading the Tonga Water Board; and
3. Establishing clearer and functionally more effective definition and
demarcation of the areas of responsibilities and areas of cooperation.
Integrating stakeholders:
Cost efficiency:

Documentation:

Literature or other written project review

references

Integration Environmental Considerations into

Source of Information: Economic Decision-Making Processes in Pacific
Island Countries: Institutional Arrangements and
Mechanism (Unpublished)
Report prepared by Andrew McGregor
Koko Siga (Fiji) Ltd
Contacts:

ESCAP
Submitted by: