Chapter 2: changes in organizations: Implications for careers
Organizations changing rapidly in terms of structure, workforce, diversity, rewards system,
service contracts, technology and information
Notable changes from traditional too modern-organization structures
Not only features changing but also nature of work
Modern organizations:
Without boundaries
Knowledge based
Virtual
Flexible
Shrinking workforce
Active in lean
Less command and control
Individuals adapt to changing nature and structure of organization
The Structure has changed from a hierarchical, bureaucratic to a flatter structure
High unemployment individuals become entrepreneurs. Therefore, job creators
minstead of job seekers
Employees in 21st century become more career agent-taking control of own career
Predicted changing nature of work
Henley centre predicted some changes
1. Shorter working days, therefore, rest of time = leisure and community work
2. Technology advancements enable people to communicate audio-visually
3. More people work from home and top organizations be virtual organizations
4. People make provision for temporariness / periods of unemployment as careers
offer little job tenure: jobs not guaranteed anymore
5 Future trends in workforce (Hankin studies: 2005)
1. Increasing aging yet active population: lifestyle changes, medical advancement,
financial pressure and personal involvement keeps people working
2. More varied household types: female – head of house, same sex partners, stay @
home dads
3. Multi-generations working side-by-side: silent generation, baby boomers, generation
X, baby boom, echo, millennium generation – each has competing needs, values,
expectations and working styles
4. Increased diversity in workplace: race, ethicality, nationality, gender. Therefore,
corporate culture embrace and embodies a diverse workplace = successful
companies
, 5. Spirituality at work: personal growth, balance and meaningful purpose, focus on
higher purpose and organizations encourage trust, individual respect ethical conduct
= build committed workforce and creative thinkers
21st century workforce
Experience diverse workforce with age groups across 5 generations working together
Silent generation (1922 – 1945)
have traditional work ethics
highly disciplined
loyal employees
hardworking
wisdom keepers
natural workplace leaders and mentors
Baby boomers(1946 – 1964)
strong nuclear family background leading to some stressors faced in life
education = priority
require support and understanding from organization
tend have responsibilities of looking after adult children and elder parents
face various stressors: *time demands & *money constraints
Generation X (1965 – 1976)
slackers and sense of entitlement
less involved of issues and less pessimistic BUT more optimistic, hardworking and
have stereotypical views (gender roles)
characterized by traits of independence, resilience and adapitability
work well in multi-cultural settings
less political interest
Generation Y (1997 – 2000)
self-confident
set goals and go for them
good at multi-tasking
team-players
desire structure and direction in workplace
work well with silent generation
comfortable with technology
mentoring relationship between silent and echo = good match
Millennium generation (2000+)
, historical, political and entertainment events have role influencing this generation
comfortable with diversity in workplace
expect be equitable pay
flexible and interested in creating own area of interest (work. home)
in touch with whats happening globally, influence expectations
“mindset” – lead to conflict
Successful companies productivity seek generational diversity in employees based
on:
Valuing of fresh ideas
Independence
Fearlessness
Individual wisdom
Generation 2020
Grown up in hyper-networking world
Want freedom get education
Cell phones apart of lives
Implications of changing organizations (careers)
Contemporary organizations do not offer the same job security and stability as
traditional organizations
Emphasis has moved to individual responsibility and diverse work skills of the
individual
Characteristics of working relationships in contemporary organizations include:
Less security
Individuals managing their own careers
Performance related-pay
Flexible employment
Little trust between employer and employee
Performance being substantially rewarded
Protean careers: career shaped and managed by the individual
Consists of all persons varied experience in: education, training, work in several
organizations, changes in occupational field and characterized by high degree of mobility,
self-reliance, internal career thinking
Emphasised self-directed approach to career and career driven by own values
Mindset about career characterized:
- Psychological success
, - Self direction
- Freedom and autonomy
- Personal responsibility
- High level of self awareness
- Continuous learning
3 forms of flexibility
1. New ways of career thinking
2. Flexibility in terms of career space
3. Allows workers to work from home
Career resilience: ability to adapt to changing circumstances
Career adaptability: individuals readiness to cope with changing work and working
conditions
Employability: persons value in terms of future opportunities
Protean careers: shaped and managed by individuals valued experience high degree of
mobility, self-reliance, internal career thinking
Boundaryless careers: a career characterized by flexibility, mobility and movement between
different global organizational contexts
Composite careers: having more than one working role / holding more than one form of
employment
Entrepreneurial careers: choosing self employment as a career option establishing and
managing one’s own business
Career progress: the individuals experiences of career growth which may include moving
upward, increasing competence and expertise and gaining broader experience across
multidirectional career movements
Career success: the objective and subjective (psychological( sense of achievement
individuals experience regarding their careers
New knowledge and skills required: a more complex and differentiated organization results
in the employment of more specialists and knowledge workers
Changing work and family values: the multigenerational workforce and shift to non-
traditional family structures give rise to diverse employee needs
National skills development strategy = PIVOTAL
Professional Vocational Technical Academic Occupational Learning Programmes
Traditional roles of males and females
Gender stereotypes in work and family are disappearing
