Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006769
T. Kippenberger
Proposes that changes are usually encapsulated in the classical theory of post‐industrialism, with regard to the information revolution. States there are two different information models: the service economy model; and the industrial production model. Looks at global interdependencies in work, citing the three mechanisms working on global labour interdependence: the multinational corporations; international trade; and global competition. Uses highlighted boxes in explaining the three various dimensions of: value‐making; relation‐making; and decision‐making. Concludes that labour is more important than ever to the value‐making process — but workers are more vulnerable than ever to organizations and the effect of global competition.
{"title":"What are the fundamental changes taking place","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006769","DOIUrl":"https://doi.org/10.1108/EUM0000000006769","url":null,"abstract":"Proposes that changes are usually encapsulated in the classical theory of post‐industrialism, with regard to the information revolution. States there are two different information models: the service economy model; and the industrial production model. Looks at global interdependencies in work, citing the three mechanisms working on global labour interdependence: the multinational corporations; international trade; and global competition. Uses highlighted boxes in explaining the three various dimensions of: value‐making; relation‐making; and decision‐making. Concludes that labour is more important than ever to the value‐making process — but workers are more vulnerable than ever to organizations and the effect of global competition.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124482068","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006774
T. Kippenberger
Investigates flexible working and how it affects workers — especially in the UK, where longer hours are worked than in continental Europe — though this is mostly put down to the fact that workers believe they must be seen at work to aid in furthering careers. Discloses that 30% of all approved requests for flexible working have been from managers, mostly at senior levels. Concludes managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.
{"title":"Breaking the executive hour‐glass","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006774","DOIUrl":"https://doi.org/10.1108/EUM0000000006774","url":null,"abstract":"Investigates flexible working and how it affects workers — especially in the UK, where longer hours are worked than in continental Europe — though this is mostly put down to the fact that workers believe they must be seen at work to aid in furthering careers. Discloses that 30% of all approved requests for flexible working have been from managers, mostly at senior levels. Concludes managers will have to start trusting those who work away from the office, otherwise they will be unable to recruit and retain their best staff and competitors may be able to profit from that.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"120 48","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120820627","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006766
T. Kippenberger
Discusses various countries’ employment, work practices and structures of organizations, stressing it is by no means a comprehensive checklist. Covers Japan; plus Germany, The Netherlands and Spain of Continental Europe; also includes the USA, Canada, Australia and New Zealand (the Anglo Saxon countries). Looks at the unemployment rates and the impact of IT on jobs. Proposes that change is coming from varied areas and work’s changing nature also requires new skills. Concludes both managers and individuals must stay abreast of change in the way work can be done now and, especially, in the future.
{"title":"The changing world of work","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006766","DOIUrl":"https://doi.org/10.1108/EUM0000000006766","url":null,"abstract":"Discusses various countries’ employment, work practices and structures of organizations, stressing it is by no means a comprehensive checklist. Covers Japan; plus Germany, The Netherlands and Spain of Continental Europe; also includes the USA, Canada, Australia and New Zealand (the Anglo Saxon countries). Looks at the unemployment rates and the impact of IT on jobs. Proposes that change is coming from varied areas and work’s changing nature also requires new skills. Concludes both managers and individuals must stay abreast of change in the way work can be done now and, especially, in the future.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116655697","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006770
T. Kippenberger
Submits that ‘dejobbing’ has occurred because of a variety of factors — which are listed out — but new technology is causing shifts in part‐time and temporary work and away from permanent employment. Believes technological advances have already affected business practices and that workers no longer have jobs but ‘do’ jobs and may have many employers in their working lifetime, rather than having a job for life as in the past. Concludes that companies will need to learn how to redeploy staff when they are superfluous to various areas.
{"title":"The end of jobs","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006770","DOIUrl":"https://doi.org/10.1108/EUM0000000006770","url":null,"abstract":"Submits that ‘dejobbing’ has occurred because of a variety of factors — which are listed out — but new technology is causing shifts in part‐time and temporary work and away from permanent employment. Believes technological advances have already affected business practices and that workers no longer have jobs but ‘do’ jobs and may have many employers in their working lifetime, rather than having a job for life as in the past. Concludes that companies will need to learn how to redeploy staff when they are superfluous to various areas.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125676503","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006771
T. Kippenberger
Declares that, although employees and employers used to have a work relationship, with regard to mutual interest and lifetime employment through good performance and loyalty, this idea was abandoned by employers in the 1980s as they tried to limit job security expectations. Lists 8 points that have eroded traditional employment, discussing them in full. States the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training. Sums up that workers no longer see employers as responsible for their employability and now take that responsibility on themselves.
{"title":"The scouring effect of change","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006771","DOIUrl":"https://doi.org/10.1108/EUM0000000006771","url":null,"abstract":"Declares that, although employees and employers used to have a work relationship, with regard to mutual interest and lifetime employment through good performance and loyalty, this idea was abandoned by employers in the 1980s as they tried to limit job security expectations. Lists 8 points that have eroded traditional employment, discussing them in full. States the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training. Sums up that workers no longer see employers as responsible for their employability and now take that responsibility on themselves.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128681560","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006791
T. Kippenberger
Contends that while it is now unrealistic to offer lifetime agreements, employers attract talent by implying that they have hope for a long‐term relationship — although the reality is that both parties value the relationship while it lasts, for mutual benefit. Gives four stereotyped responses to organizational change (restructuring or redundancy) these are the: fortified quadrant; mindful quadrant; utilitarian quadrant; and transformational quadrant. States there are four main difficulties with the new psychological contract: privilege; ‘me first’ mindset; irresponsible employers?; and balancing work, family and self. Spotlights Starbucks, the coffee chain, and its treatment (good!) of its employees.
{"title":"To thrive you’ll need to be resilient","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006791","DOIUrl":"https://doi.org/10.1108/EUM0000000006791","url":null,"abstract":"Contends that while it is now unrealistic to offer lifetime agreements, employers attract talent by implying that they have hope for a long‐term relationship — although the reality is that both parties value the relationship while it lasts, for mutual benefit. Gives four stereotyped responses to organizational change (restructuring or redundancy) these are the: fortified quadrant; mindful quadrant; utilitarian quadrant; and transformational quadrant. States there are four main difficulties with the new psychological contract: privilege; ‘me first’ mindset; irresponsible employers?; and balancing work, family and self. Spotlights Starbucks, the coffee chain, and its treatment (good!) of its employees.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128553638","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006775
T. Kippenberger
Addresses retention of top staff and discusses how to do this for the benefit of both parties — especially for senior executives. Believes recognition of talent is very important, as it is the number one source of competitive advantage. Spotlights four colour panels with various examples and ideas of retention. States knowledge of the target is important — as recruitment, development, and maintaining talent may impact on everyone’s future — because the top companies are the ones with dominant talent for managers.
{"title":"Getting and keeping the best people","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006775","DOIUrl":"https://doi.org/10.1108/EUM0000000006775","url":null,"abstract":"Addresses retention of top staff and discusses how to do this for the benefit of both parties — especially for senior executives. Believes recognition of talent is very important, as it is the number one source of competitive advantage. Spotlights four colour panels with various examples and ideas of retention. States knowledge of the target is important — as recruitment, development, and maintaining talent may impact on everyone’s future — because the top companies are the ones with dominant talent for managers.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125688647","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-06-01DOI: 10.1108/EUM0000000006773
T. Kippenberger
Declares that too many employees either waste time and energy worrying about where the boundaries of their duties and responsibilities lie, or they are subject to initiative stifled by inflexible job specifications. Employs 2 Figures, one that gives the definitions of workset colours — defined as separating out types of work — and the other giving the dynamic nature of a job. Goes on to explain how the colour coding system works in great detail.
{"title":"What are worksets","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006773","DOIUrl":"https://doi.org/10.1108/EUM0000000006773","url":null,"abstract":"Declares that too many employees either waste time and energy worrying about where the boundaries of their duties and responsibilities lie, or they are subject to initiative stifled by inflexible job specifications. Employs 2 Figures, one that gives the definitions of workset colours — defined as separating out types of work — and the other giving the dynamic nature of a job. Goes on to explain how the colour coding system works in great detail.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122451875","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006753
T. Kippenberger
Addresses cultural differences, stressing diversity should be seen as a benefit but that they are overlaid by inequalities within teams. Identifies eight contributory factors, offering guidance to team leaders on how to get to grips with them: cultural norms; individual behaviour; communication; leadership styles; group processes; inequalities; geographic separation; and difference and similarities between work‐based cultures. Sums up that international teams are not disconnected in some way from the organization in which they work.
{"title":"Getting international teams to work","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006753","DOIUrl":"https://doi.org/10.1108/EUM0000000006753","url":null,"abstract":"Addresses cultural differences, stressing diversity should be seen as a benefit but that they are overlaid by inequalities within teams. Identifies eight contributory factors, offering guidance to team leaders on how to get to grips with them: cultural norms; individual behaviour; communication; leadership styles; group processes; inequalities; geographic separation; and difference and similarities between work‐based cultures. Sums up that international teams are not disconnected in some way from the organization in which they work.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"62 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132288812","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-04-01DOI: 10.1108/EUM0000000006749
T. Kippenberger
Suggests that, although there are very real differences between the old markets of Western Europe and the USA, and the new ones of say, China and India, multinational corporations will not reap the benefits until taking account of these. Features the market mindset and the management mindset. Predicts in ten year's time 30% or 40% of top teams will come from China, India and Brazil, and questions whether companies will be ready for such diversity.
{"title":"New mindsets for new markets","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006749","DOIUrl":"https://doi.org/10.1108/EUM0000000006749","url":null,"abstract":"Suggests that, although there are very real differences between the old markets of Western Europe and the USA, and the new ones of say, China and India, multinational corporations will not reap the benefits until taking account of these. Features the market mindset and the management mindset. Predicts in ten year's time 30% or 40% of top teams will come from China, India and Brazil, and questions whether companies will be ready for such diversity.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125884148","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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