The Changing Landscape of Organisations

“Globalisation will continue to escalate, transferring technologies  bringing cultures and societies closer, and creating a community of peace loving, intelligent citizens. In this vision of the future, globalisation will foster cooperation among nations and create good will. Globalisation will be an instrument of peace, growth, progress and prosperity. Competitiveness is viewed as a marathon to achieve and sustain excellence.” Zahra, 1999

Recently, have you called a help line and after eventually made your way through the automated questions to eventually reach a human? That caller was more than likely located offshore. Welcome to globalisation.

A number of factors have resulted in the increase of globalisation, and one underlying aspect is the laissez-faire capitalism: “the assumption that a free-market economic system has sufficient checks and balances in place to ensure that the legitimate interests of all members of a society will be met” (Conrad and Poole, 2004). This means that the minimization of the role of the government advocating the creation of wealth through free trade and has contributed to the globalisation of businesses during the past few decades.

There are a few aspects that have resulted in the adaptions of globalisation in the workplace however. It results in time and space compression as you lose knowledge of the time and space as you are continually moving from country to country and, consequently communication patterns change. Our global consciousness needs to be looked at, as respecting each culture takes on a new importance. Lastly, disembodied organisations and people result from globalisation. Behaviour and interaction are often lifted from their local context and restructured across time and space. Cyberspace that is.

Moving on from the concept of globalisation is the notion of the ‘disposable worker’. By the turn of the 21st century, the global economy, increased technology, weakened labour unions, and an extremely competitive organisational environment contributed to the end of employment as we knew it. It was the birth of the disposable worker.

On the positive side, it did see some benefits for the disposable worker, such as increased flexibility and control when you need to make changes, however work was periodic and provided no financial stability.

It also threw up some issues for the organisations employing these disposable workers. A lack of employee identification has implications for personal and organisational decision-making, there is low job satisfaction and high turnover, there is a significant lack of commitment to the organisation, there are role conflicts and puts the staff in difficult situations.

Pretty much, with the increase of technology and the changing business landscape with the increase of globalisation, the staffing structures of businesses are changing. People are becoming disposable. Throwing up major changes for human resources who are all about fostering this wicked corporate culture, loyalty and motivation all of which is very hard to do when you have staff that are not planning on staying for long due to their disposable nature.

Therefore, organisations need to be adaptable to this. structures need to be put into place whereby we are seeing a high output and strong corporate culture regardless of the disposable nature of some employees working contracts. It could be simplistic things, such as casual Fridays, lunches, after work drinks on a Friday that they are welcomed too and training and prompting the mission and vision of the organisation they are apart of.

Over the past 14 chapters, it has become relevant that HR and leadership play major, massive, enormous roles in the organisation and the changing nature of this. One major notion I see present is the ability for an organisation to adapt and change to these factors. The fluidity in your adaption, the more successful you will be financially in terms of your staff and internal operations.


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