SOCIAL AND STYLE BUSINESS CHANGES

Sociology, anthropology, biology, psychology, medicine and most sciences are based on the study of change, change in the past, change in process or the study of future change. Change scientists do research in order to understand history, gather current data, or predict and control outcomes . In the last few decades, change has become more than a natural force in the universe, it has become an icon for progress. People tend to think that change represents what is right and what is wrong with the world. Those who value the status quo are in the fight of their life as progress moves and marches forward at an alarming pace. Shakers and movers can't get enough change fast enough.

From 1940 to 1944, over six million women joined the workforce in America. As men returned from the war overseas, many women left the factories, but the social and economic roles for women in the country had been altered permanently. Social changes are always reflected in the workplace. Overseas outsourcing, the introduction of man-made synthetic pharmaceuticals , wars in the Middle East taking young men out of the job pool, escalating divorce statistics increasing the number of single parents with complicated emotional issues, the increase of grandparents who are raising their grandchildren, are examples of the sociology of business change.

People are trying to survive in a world that is in the process of constantly reinventing itself. Businesses are on the move. Employees are on the move. Some employees are moving toward corporate agencies for the protective systems of safety and security. Others are moving away from corporate systems for the same reasons. Massive layoffs and economic instability leave employees seeking changes to survive. When employees move from the private sector to a hierarchical employment setting, or vice versa, the change can create a number of challenges. Expectations are different. Styles of communication and levels of aggression that have worked in one form may not match new settings. The employee who has been a private entrepreneur for many years may struggle with the adjustments necessary to attend staff meetings and report to authorities. And the "company man" who wants to be a consultant on his own may struggle with the details of setting up a business without an existing infrastructure and someone to report to on a regular basis.

Case Example

Viola spent between 30-50% of her management time on one staff member, Ron, for over 6 months. Ron had owned a business for many years and did not easily adjust to bureaucratic authority structure. Ron had a spouse who was important in another department of the company so was hired for special projects. Ron was always bucking authority and procedures. It became unmanageable when he decided that Viola being the manager wasn't convenient so went to a different manager, and upset the chain of authority. Ron was informed this wasn't going to work, but refused to change behaviors. The company had procedures for removing people, but they were tedious and expensive. Viola documented for six months and then took it before a committee to review it. She presented her findings. At that point the Human Resources director, Louisa, decided to redirect the goals and established an entirely new agenda. Louisa was non-effective, mild, non-assertive and hated to make recommendations that upset anyone , so she suggested that everyone go back to square one to make sure Ron, wasn't upset. Viola was discouraged and confronted her manager stating , "I don't feel like I have the stamina to do this for another six months." Viola's manager found a way out, by providing a new title and name for the Ron's job. She renamed the project he was working on, and cancelled it. This created an exit for Ron without having to fire him outright . The project was dropped and never completed.

Learning Byte

The system adjusted to Ron rather than Ron adjusting to the system. That isn't good business. The project did not get accomplished and lots of management time was wasted .

DO THIS: Reflect on your own style and the styles of your staff.

DON'T: Necessarily change your style, but see how it has influence on your choices and behaviors.

 

A challenge can also emerge when someone who has held a position of authority and command in a well-established hierarchy, like the government or private industry that is bureaucratic in style, is brought into a less formal, loosely structured organization. The transplanted employees can be seen as tyrannical unless, or until, they are able to adjust to a more laid back method of work style.

Case Example

Tom had been a ranking officer in an armed services medical corp. When he left the service he moved to a small town near his family and took a job in the local hospital. The consultant saw Tom on the first day he was hired. She found him bright and eager to be excellent and lead the "troops to greatness." The problem was, there were no troops, and the staff of this very small medical facility did not like to be treated with anything short of "friendly." They resented his approach, questioned his ethics and competency, and very shortly isolated him out of the loop of information.

Tom didn't understand. Remediation did not assist the situation. Counseling and consultation did not help. He did everything correctly and by the book and no one liked him. The CEO did not support him. In fact, the CEO thought he might be "dangerous" and dropped that hint to a few key managers to "watch out for him in case he blows." Tom's frustration grew. Eventually he was challenged directly and indeed he did "blow" by storming out of a meeting. This validated the rumor which now took on a force. Regular defusings by the consultant, some counseling sessions, and a supportive wife helped Tom work under this non-confidence atmosphere for a full year. He eventually found another professional job in a large metropolitan hospital that was run like a military base. He was valued there and so it was a good fit, but his relocation was emotionally and financially difficult. The other hospital returned to status quo.

Learning Byte

This was not a good episode for anyone. Tom didn't see the problems coming because he had come from such a successful experience. Management that had been part of the hiring process missed the style differences. They didn't think beyond eagerly factoring in the "friendly" factor because they knew Tom's family was local. What management also missed is that for the last year the hospital had been struggling to upgrade its competency evaluations for national accreditation and didn't see how Tom could have been an asset. The emotions took over the situation and the losses continued . Within 18 months this hospital lost its accreditation for an important level of emergency services. Now patients with trauma had to be transported 25 minutes further from their community to get accredited emergency services.

DO THIS: Use management skills to help people adjust to style expectations of their position or organization.

DON'T: Demand changes in style to come quickly or easily. Nurturing changes in style takes time so don't be impatient if the employee has good performance skills.

 

Other Changes to Expect in the Next Decade

• More women in the workforce

• More disabled in the workforce

• More minorities and racial/cultural groups represented

• Immigration laws changing the workforce

• A shortage in skilled labor

• Increase in non-English speaking workers

• Service industry will continue to replace manufacturing industry

• New jobs will require more technological training

• International competition and technological change will require different skills

• Entry level jobs will be more competitive

• Rapid turnovers

• Aging population

• More mothers with young children

• Fewer white males

  (Adapted from Workforce 2000/The Hudson Institute, 1987)

• In 2002, women accounted for over 47 percent of the labor force, up from 29 percent in 1950.

• In 2002, the labor force participation rate for married mothers with children under 6 years of age was over 63 percent, up from 11 percent in 1950.

• In 2002, over 71 percent of all mothers with children under the age of 18 worked.

• In 2002, 18.4 million married families with children, almost 68 percent, had both parents working. In over 55 percent of these families, the women were working full-time , year-round.

  From ( www.whitehouse.gov/news/releases/2004/08/20040805-6.html )