The organization 

has undergone significant transformations in terms of its structure, its

activities, and its procedures as a result of the contemporary period. Work is now:

 More difficult cognitive processing

 Supportive of teamwork and cooperation
 More dependent on social skills
 Increased dependence on one's own technological prowess
 More time pressured
 Movable and dependent on location less than before.

Due to market forces and advances in technology, most people will spend their careers at
very different companies than their parents did. The following are characteristics of modern
organizations:

 Leaner and more nimble

 More centered on determining value from the point of view of the client or
customer.
 More adaptable to the shifting demands and strategies of the competitive
environment
 In terms of organization and authority, less hierarchical
 Less likely to offer employment for life and stability in the workplace
 Continuously reorganizing with the goal of retaining or gaining a competitive
advantage.

The Primary Drivers behind the Rapidly Changing Face of Work

Even if there are a great number of elements that, in the end, contribute to the altering
patterns of labor, organizational theorists emphasize two important forces:

 It is becoming increasingly expected of companies that they will be more customer-

focused, agile, and competitive; in other words that they would be "lean
enterprises."
 In the modern workplace, the separation of time and space is made possible by
advancements in communication and information technology, particularly in the
form of mobile technologies and the Internet.

What exactly does it mean for an organization to adopt a lean mindset?

In the 1970s, Toyota was the first company to present the Lean Enterprise model to the rest
of the globe. Since then, it has been a driving force behind change in organizations all over
the world, most notably, but not exclusively, in the realms of manufacturing and product
creation.

 The following is a list of the core principles that underpin "lean enterprise," also
called as "lean thinking" in some circles
 Determine the meaning of value from the point of view of the client.
 Find the internal processes and activities that are valuable to the client, as well as
the relationships between them (the "value chain").
 Throughout the organization, non-value-added operations, sometimes known as
"waste," should be eliminated.
 Reduce the amount of waste and inefficiency that is present in support functions
(e.g., overhead).

The ideas of lean business helped a large number of companies to more rapidly respond to
the demands of the market by shortening cycle times, opening the door to mass
customization strategies, and encouraging ongoing change and innovation.

Modifications made to the organizational structure as well as relationships during the

production of the lean machine

Adopting lean principles and lean thinking has resulted in a number of organizational
structure modifications that have been made to improve the efficiency of internal
processes. These changes were made with the intention of reducing waste and enhancing
the value that is provided to customers.

These advancements would not have been possible without the developments that have
taken place in information and communication technology, most notably the proliferation of
the Internet and portable computing and communication devices.
Important organizational shifts include the following:

 Reduced number of levels in the hierarchy - Hierarchies are cumbersome and

unable to quickly react to the changing needs of the market, such as the
requirements for shortened cycle time and continuous innovation. Hierarchies also
make it difficult to collaborate effectively across levels. Hierarchies are being phased
out and replaced with cross-unit organizational groupings that have fewer layers and
more decentralized decision-making.
 Indeterminate limits - Borders have a tendency to collapse as firms grow more
laterally structured because various components of an organization must
communicate more efficiently with one another. As the borders between
 departments and job categories (manager, professional, and technical) become
increasingly permeable as a result of departmental and job category mergers, there
is an increase in the demand for the exchange of tasks and knowledge.
 The significance of teams as basic building blocks - The transition toward an
organizational structure that is built on teams is the result of pressures to make
quick decisions, reduce inefficiencies, and continuously improve work processes.
 A fresh viewpoint on management - Workers are not managed to comply with rules
and directives anymore; rather, they are managed to be dedicated to the goals and
objectives of the organization. The erosion of geographical boundaries has
repercussions for organizational hierarchy as well. As employees are given greater
freedom to make their own decisions and more autonomy overall, managers are
transitioning into more of a social support and coaching role.
 Continual alteration - It is anticipated that organizations will carry on with their
regular processes of self-examination and reorganization. On the other hand, there is
a high probability that there will be times of stability mixed with large and small
shifts. "Metamorphosis," "migration," and "elaboration" are the three different types
of change that Kling and Zmuidzinas have identified (changes that enhance some
aspect of work).

How the Work of Individuals and Groups Is Continuing to Develop

In the past twenty years, a new work pattern has arisen as a result of the knowledge
economy realizing the full potential of both new technology and organizational models. This
realization has led to the development of new organizational models. The following are
some of the areas that will be modified:

 Cognitive competence
 Competence in social and interpersonal interactions
 Alterations to both the process and the location

Although each of these realms is explored separately, they are intertwined. We highlight the
advantages and concerns that the new work patterns bring for both workers and
management, and we provide a brief discussion of the overlaps that do occur where they
do.

COGNITIVE COMPETENCE

It is hoped that professionals in cognitive fields will be more functionally and cognitively
adaptable, as well as capable of functioning in a wide variety of activities and circumstances.
Alterations to the structure of the organization have resulted in an expansion of the work
scope, which in turn has led to the creation of new needs, such as the following:
The increased difficulty of the work - Workers need additional expertise not just to carry
out their tasks and responsibilities, but also to effectively collaborate with others on teams.
Numerous knowledge-based tasks call for strong analytical and judgmental abilities in order
to complete work that is more novel, impromptu, and context-based, with fewer rules and
established methods of operation. This type of work is characterized by the absence of strict
guidelines and predetermined procedures. Even though the need for high cognitive skills is
most obviously present in professional, technical, and management occupations,
administrative responsibilities also require more independent and operational decision
making. This is the case despite the fact that the need for high cognitive skills is most
obviously present in management occupations.

Development of Competencies on an Ongoing Basis - Employees are required to not only

maintain their technical skills up to date but also to be lifelong learners in their specific fields
of expertise and to become more familiar with the overall strategy of the company. Reading
time and attendance at training seminars are no more luxuries afforded only to a select few
employees but rather are required of each and every worker.

Several distinct ways of thinking - According to Rosabeth Kantor, cross-functional and

cross-boundary teams require "kaleidoscope thinking," which is the ability to observe things
from a variety of perspectives and points of view as well as the ability to produce new
patterns of thought that fuel innovation. In addition to having the capacity to integrate
disparate ideas, workers need to be able to make the cognitive leaps that are the
foundation of creative thinking.

The price we pay for complexity: an overload of our creative capacities

The increased availability of knowledge has paradoxically made work easier and made it
more difficult. The efficiency with which information may be located and downloaded from
a variety of websites contributes to the convenience. The necessity of promptly taking in
and comprehending brand-new information presents a barrier. According to the definition
provided by psychologists, the condition known as cognitive overload syndrome (COS)
occurs when an individual experiences an excessive amount of information in addition to
time restrictions and a growth in the complexity of their activity. Tension, an inability to
concentrate, multitasking, switching tasks, and a tendency to priorities easy chores over
crucial ones are all symptoms of chronic obsessive compulsive disorder (COS).

Social and interactive abilities

The National Research Council recognized the significance of relational and interactive
aspects of work in their study on the development of work that was published in 2001.
According to the survey, workers need to have highly developed social skills, which are
referred to as "emotional labor," as the prevalence of group work and collaboration
increases.
It is vital to possess social skills in order to:

Cooperation and combined efforts are being made - Skills in dispute resolution and
negotiation are essential for successful collaborative work. Disagreements arise frequently
when it comes to things like group goals and methods of work, as well as assignments,
workloads, and recognition. Members of a team who are skilled in conflict resolution and
negotiation are more likely to be able to deal with challenges in an honest manner, to listen
to and comprehend the perspectives of other team members, and to find solutions to
problems that are advantageous to both parties.

Establishing connections and participating in networking events - The giving and receiving
of critical information, the honoring of commitments made, an openness to having one's
opinion swayed, and a keen awareness of one's surroundings are the foundations upon
which trust and reciprocity are built. When employees trust one another, they are more
dedicated to the achievement of common goals, more likely to support one another during
difficult times, and more open to discussing and coming up with new ideas.

Advancement and instruction - Many businesses have the goal of becoming learning
centers, creating an atmosphere for their employees in which they can gain knowledge not
just through formal instruction but also through interactions with coworkers and other
employees. Close collaboration, shared problem solving, the exchange of insights, and the
ability to learn from one's mistakes are the foundations of the kinds of relationships that are
conducive to the transmission of tacit knowledge. In addition, the growth of knowledge is
facilitated by mentorship relationships between newcomers and those who have experience
in the organization and knowledge of its workings.

The costs inherent in cooperative environments

When working in a setting that emphasizes collaboration, the fate of an individual is

inextricably bound up with the accomplishments of the group. When it comes to success,
having to rely on other people may often be very unnerving. The following is an excerpt
from a chapter written by Susan Mohrman and Susan Cohen and found in The Changing
Nature of Work:

"We have been conditioned to feel uncomfortable with the thought of relying on others and
to value individual accountability and accomplishment." "We have been conditioned to
appreciate individual accountability and accomplishment."
The research that has been done on teamwork is full with allusions to the worry that
individual efforts won't be recognized for what they are.

Building relationships and working together requires a commitment of both time and
energy. Spending time listening, integrating, and synthesizing information is necessary in
order to comprehend the perspectives and "thought worlds" of coworkers. Those workers
at an organization who are thought to be both knowledgeable and approachable may be
subject to higher interactional expectations.

The Adaptable Working Environment

The aforementioned organizational challenges are driving the evolution of the workplace,
with assistance from technological advancements that increase mobility and accessibility to
information. However, despite the existence of both obstacles and potential, a new model
of workplace has not been developed. Concurrently, there are a number of alternative
models and ideas, with designs varied depending to the organization, its work practices, its
culture, and the customers it serves. The most important reasons for finding a solution are
outlined in Table, along with the possible challenges those solutions may present.

DRIVERS WORKPLACE AND TECHNOLOGY ISSUES AND CONCERNS

SOLUTIONS
An increase in the  Increased area for holding  Enhanced noise
use of teams and gatherings  Increased
collaboration  A broader variety of possible interruptions and
across different locations for gatherings (open diversions
units, as well as an & enclosed, large & small)  Possibility of "over
increase in the  Individual places of communicating"
amount of strain employment on a smaller  Cultural obstacles to
placed on scale behavior
communication  More open floor plans for modification
and information each individual workstation  People working
flow.  unoccupied desks in the longer hours to
workplace make up for a lack of
 Increased presence within the time to complete
organization to raise individual tasks.
awareness  Expectations that
 Mobile supports (phones, employees will
laptops, PDAs, wireless) always be accessible
 Personal video, instant
messaging, desktop team
software
  A greater number of uses for
project rooms
 Details regarding the current
state of the work were
presented.
 confined areas that
encourage individual
concentration
 personal storage areas for
one's belongings
Greater utilization  An increase in the utilization  Lengthening of the
of dispersed work of computer-based team workday so that
groups — tools and video conferencing teams in different
frequently  An increased reliance on the places can hold
worldwide use of conference calls meetings.
 There is a growing demand  The inability to
for technology support that establish trust
may be brought into meeting through direct
rooms. interaction with
 Access to facilities outside of another individual.
their typical operating hours  There is a rise in the
complexity of
management and
coordination.
 Dependence on the
dependability of
technical
improvements to an
extreme degree
Continual  Infrastructure flexible to  Problems with sound
reorganization and support swift reconfiguration quality brought on
restructuring  Movable fixtures by the absence of an
adequate enclosure
 There is a chance
that the ergonomic
efficacy will be
reduced.
Reduced  Open or shared workspaces  a rise in the number
expenditures and  System of centralized filing of interruptions and
increased space  Reduced workstation sidetracks
efficiency dimensions and increased  Increased levels of
 overall density allow for noise
continuous work.  Could face resistance
from inside the
workforce
 More demanding for
paper-intensive
tasks
Improved working  Access to natural light,  Opposition from
conditions, as well scenery, and other amenities those who favor
as the hiring of should be made more allocating space in a
more staff accessible on an equal basis. hierarchical fashion
members  A workplace that is more
equitable in terms of its
distribution and features
 Amenities that allow for
relaxation and help reduce
levels of stress