MANAGING TRANSFORMATION IN WORK, ORGANIZATION, AND SOCIETY

The course focuses on skills managers need to adapt to current sweeping changes in the nature of work and the workforce, in business organizations and their roles in society, and in the institutions that interact with work, particularly the labor market, community and familycentered groups. Managerial issues addressed are associated with managing changes and innovations occurring in the nature of work and organizations and the role of the corporation in society. Topics covered include the changing social contract at work, integrating work and family, managing diversity, managing strategic labor-management partnerships, and managing relations between the firm and its multiple stakeholders. Mc. Gregor said a theory that employees need to be controlled or empowered. Actually, todays question assumes whether a manager is only to maximize shareholder value or meet the expectations of shareholder and also other key stakeholders. Stakeholders have their own capabilities such as can invest and put at risk their capital, can actively influence, and can share benefits and costs to enterprise outcomes. There is an improvement about moral foundation of work for today. Efficiency, it is about contribution to society, then work as source of dignity. By working, people can speak-up, to deliver their voice and democracy, and also equal opportunity to support a living wage. The problem is nature of work and the workforce have changed dramatically, but our institutions, policies, and practices for governing and managing work still reflect their origins in the industrial economy of the past. So, it will be our challenge that we have to update practices, institutions, and policies to catch up with the changes in the workforce and in work, to meet the needs of the modern economy, and the modern workforce and modern families. It becomes a challenge to leaders in the world. They have to improve their leadership capability in order to maintain their existence. A leader has to possess a strategic vision of sustainable value creation, behave with courage, honesty, integrity, create radical and innovative solutions, act as strong and unambiguous advocate, can inspire others to follow, and be commercially successful. The changing workforce and nature of work causes an implication for integration between family and work. It becomes so hard to be controlled caused by cultural barriers Putting the Issue on the Table. Visible changes in the workforce that more than 50% women works include mothers. The hidden assumption about The Ideal Worker says that family issues are private and personal, not the responsibilities of business, and family care is womens work and role. So the employers are needed to do these things. They should get to the root cause. work design, and challenge hidden assumptions. Then, they must have an ability to work on changing the culture. The government can support employees & co-workers a voice in shaping policies, schedules, and implementation. The employers have to work with other actors with a stake in the issue. In addition to support and manage this current system, unions and professional assns also states some.
Lecture notes from MIT (Massachusetts Institute of Technology). Sloan School of Management.

 Organize, Recruit for Work and Family Get more Women into Leadership Positions Work in Coalition with Community Groups Work Together with Local Employers Encourage Experimentation in Public Policy Build a Positive Workplace Culture Support Quality Part-Time Work Policies The designing solution offered is Overarching Principles : 1) Achieving work life objectives will markedly improve attention and commitment of professional employees. 2) CEOs are the most powerful force in achieving work, life objectives. 3) The most effective approach is through cultural and organizational changes, not pinpoint problems/solution. 4) To create enduring change, a multiyear work life strategy is essential. Some other designing solutions also offered, these are possible actions and initiatives for constructive sustainable change: 1. Communications and dialogue examples 2. Assessment examples 3. Initiatives to create enduring cultural change a. Challenge and reframe underlying assumptions b. Review and revise management practices c. Review and revise work design d. Participate in knowledge sharing and benchmarking 4. Measurement and Evaluation

According to the best practices showed by DELOITTE & TOUCHES WOMENS INITIATIVE, the lessons we can get are: Make sure senior management is front and center Make an airtight business case for cultural change Let the world watch you Begin with dialogue as the platform for change Use a flexible system of accountability Promote work-life balance for men and women

Yohanna Ariesta 0906511952

Lecture notes from MIT (Massachusetts Institute of Technology). Sloan School of Management.