Management-Trends in the Global Business Environment-Free-Samples
Discuss about the Trends in the Global Business Environment.
Answer:
Privacy: The challenge of collaboration
The trends for work cultures are getting changed at the global workplace. The issue of consideration for this study is the privacy in context to collaboration or teamwork. Teamwork, as believed by scholars, is essential to success. It promotes a groupthink where creative ideas are exchanged. According to Pierrette et al. (2015), teamwork is a resource to creative ideas that are the current needs for contemporary businesses for being competitive. However, as argued by Kim et al. (2016), the concept of teamwork or collaboration is probably misunderstood and in course of such practices, privacy has been greatly ignored. Privacy means allowing separate times and private spaces to individuals, so that, individuals within the organization can prefer staying alone when they want it the most (G. Miller 2014). This is an emerging issue because the global management has a very different definition of collaborative work than the employees. Collaboration for the global management is a key to the number of creative ideas and hence, a successful completion of the project. Employees, on the other hand, feel this as distracting at times and want sufficient times to be alone as well (Waber, Magnolfi and Lindsay 2014).
This is of worth importance to know the reason behind such issue. There are ample of factors which according to employees distract them and cause to lose their concentration at work. The workplace culture is different now at the global level. It is not the same as it was assumed a few years ago such as that Chinese are collectivist at workplace whereas the Americans are individualistic. The Chinese and the global world as well are driving to privacy which is of greater concerns for them (Moussa 2015). They need or want a sufficient time to stay alone and being away from any sort of distractions. Distractions to them are of various kinds such as the audio distractions, a frequent human & technological interaction, an open space for sitting and others. The office layout is going more towards an open space format which is good for the management as they are least in favor of providing private times to employees. This is worse from the perspectives of employees as they need to concentrate on projects which according to them can be effectively done when they are alone or in a closed space.
Management and employees have the contradicting thoughts in terms of their beliefs for the workplace culture (De Been and Beijer 2014). For management, teamwork or working in collaboration is of high importance. Teamwork as according to management means working extensively on the given project. They have no policies for the exchange of information within the team. They actually encourage the sharing of ideas which is why the teams are formed for. The teamwork is so much into them that even the managers are considering being in the open places and be with the employees, so that, a strong collaboration could be established (Morrison and Macky 2017). However, employees have an altogether a very different perception of teamwork. They are open for it but, not in favor of sharing anything with the team members. Privacy for information exchange is felt because they want to keep their personal ideas secured with them only while benefitting the management as well. They are not just bothered about the sound distractions but, the frequent human or technological interventions make them worried as well. They need free times and no distractions whatsoever, so that, they could concentrate more on work and bring the much better creative ideas (Brunia, De Been and van der Voordt 2016).
To conclude, collaboration or teamwork is not an issue provided that, the rising trends for privacy is given the high regards. However, this is a lot more challenging task for the global management. This would require the radical infrastructural changes and a change in the thought process of the global management as well. The global management has the different views on the organizational infrastructure and also the teamwork. On the other hand, employees at the global level have different perceptions and values for their privacy. This is indeed challenging to bring both the management and employees at the common point of intersection where privacy is not believed as a constraint to collaboration or teamwork.
References
Brunia, S., De Been, I. and van der Voordt, T.J., 2016. Accommodating new ways of working: lessons from best practices and worst cases. Journal of corporate real estate, 18(1), pp.30-47.
De Been, I. and Beijer, M., 2014. The influence of office type on satisfaction and perceived productivity support. Journal of Facilities Management, 12(2), pp.142-157.
- Miller, N., 2014. Workplace trends in office space: implications for future office demand. Journal of Corporate Real Estate, 16(3), pp.159-181.
Kim, J., Candido, C., Thomas, L. and de Dear, R., 2016. Desk ownership in the workplace: The effect of non-territorial working on employee workplace satisfaction, perceived productivity and health. Building and Environment, 103, pp.203-214.
Morrison, R.L. and Macky, K.A., 2017. The demands and resources arising from shared office spaces. Applied ergonomics, 60, pp.103-115.
Moussa, M., 2015. Monitoring employee behavior through the use of technology and issues of employee privacy in America. Sage Open, 5(2), p.2158244015580168.
Pierrette, M., Parizet, E., Chevret, P. and Chatillon, J., 2015. Noise effect on comfort in open-space offices: development of an assessment questionnaire. Ergonomics, 58(1), pp.96-106.
Waber, B., Magnolfi, J. and Lindsay, G., 2014. Workspaces that move people. Harvard Business Review, 92(10), pp.68-77.
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