The paper "Three Important Changes Facing Management and How Each Affects His Job Technological Changes" is a perfect example of management coursework. Technological changes in any organisation have a significant effect on the way different work processes are conducted. Many employees find it difficult to adjust to new technological changes because this requires them to acquire new skills to perform their responsibilities more effectively. Technological changes affect wage structures in a firm. A firm has to hire new employees with the required technical skills to perform different functions. This issue may cause conflicts in an organisation because some employees may feel that they are not being recognised by the firm for their efforts.
They may feel that they are being neglected at the expense of the new employees hired to perform complex technological responsibilities. Business firms need to communicate with their workers about why technological changes are being implemented (Rue and Byars 63). This will eliminate unnecessary conflicts in the workplace. Technological changes affect the manner in which different processes in an organisation are run. These changes require a firm to change its operations to conform to the new technological changes which have been adopted.
A business firm needs to take note of different technological changes that are likely to affect how various work processes are performed. A manager needs to collaborate with all workers to come up with effective working plans to ensure they are given tasks that are related to their skills and competencies. Managers need to put in place effective programs that allow workers to acquire new skills to make them have the required experience to perform different roles (Rue and Byars 67).
This will eliminate workers’ fears of being declared redundant whenever new technological changes are implemented in an organisation. Business firms need to be more committed to their loyal employees to ensure they are equipped with appropriate technical skills to make them perform their jobs more effectively. Many firms have resorted to technology-driven processes to boost their internal efficiency to enable them to stay competitive in industries they are operating in. Technologically driven work processes enable firms to produce high-quality products which are able to compete with substitutes in the market more effectively.
Business firms need to make their workers aware of why such changes are necessary and how they will affect the quality of work performed. Workers’ fears should be addressed to enable them to understand their roles more effectively (DuBrin 97). If possible, training programs should be developed to help employees acquire vital skills to help them perform their duties more effectively. Managers should allow their employees to give their opinions and feedback on proposed technological changes. This will make all stakeholders more willing to participate in processes that are intended to improve organisational efficiency. Changes in Human Resource Policies Changes in human resource policies are likely to affect the way a manager performs his duties in a particular firm.
Managers who change the number of working hours are likely to experience resistance from their subordinates because this may lead to a reduction in their wages. Many employees are very sensitive to the number of hours they work in a day because it determines their earnings. Managers need to tell their employees why working hours are being increased or reduced to get their opinions on how such changes are going to be implemented.
A firm may be experiencing a reduction in demand for its products in the market. A reduction in demand for a firm’ s products makes it difficult for it to continue operating under normal capacity (DuBrin 107). Therefore, a business firm needs to communicate this issue to its employees to make them aware of how the situation impacts on their working hours in the firm.
Campbell, David, George Stonehouse, and Bill Houston. Business Strategy. New York: Elsevier Science, 2002. Print.
DuBrin, Andrew J. Essentials of Management. Peterborough: Thomson, 2003. Print.
Jones, Gareth R., and Jennifer M. George. Contemporary Management. New York: McGraw-Hill, 2006. Print.
Rue, Leslie W. and Lloyd L. Byars. Management: Skills and Applications. New York: McGraw-Hill, 2003. Print.