With the growing development of technology and globalization of companies, the information age is triggering a change in work with a necessity to acclimatize to the place and the way the teams work. The changes in the nature of work and work environments are present, and these changes have obvious implications for the organizations and their staff. The key objective of any organization is to be sustainable, and it becomes more and more complex with every other year (Robinson 2015).
The major change in the work and work environment that I have observed in both personal or professional lives is the prevalence of globalization and technology. Currently, globalization is a corporate reality. Research shows that there has been an intensification in the use of cross-cultural teams, while almost 70% of the respondents testified an upsurge in having personnel report to a manager that is not residing in their country (Bakker, Demerouti, & Brummelhuis 2012).
The growth of technology has allowed organizations to join forces of numerous teams all over the world, and therefore, there is a swelling number of dispersed crews employed cross-culturally. These changes bring both profits and challenges (Boudreau & Ziskin, 2011). From the HRM point of view, working with the assorted teams offers a more profound understanding of problems and tasks as staff exposes themselves to innovative and diverse outlooks.
The issue is that managers and workers must work efficiently on a remote basis to make those outlooks available. Providing the team leaders with the understanding and practical abilities of a how-to guide and manage crews remotely is vital. Moreover, the evidence of the change is in the fact that the managers must change their attitude in order to influence the positive outcomes (Boxall & Purcell 2011). They now have to manage the team, bearing in mind the importance of accomplishing the mission and not the importance of essentially controlling the team. Google is the team that depicts the globalization in the modern world and is a role model for an array of companies.
Various modern technologies, such as cloud computing or telepresence, have determined the nature of collaboration all over the world. Over the years, Google became a perfect example of an organization where personnel can work in diverse locations or even on the move and still work together. Continually gaining and distributing knowledge is becoming much more laid-back and quick, and this is fast-tracking as portable and Internet gadgets are becoming more reachable in developing marketplaces and from more distant places.
The evidence can also be found in the article written by Gratton, where the author states that letting people work remotely intensifies the prospect of using the people’s skills without necessitating them to move (2011).
The workplace revolution has distinct upsides. Both theory and practice demonstrate that an accurately reformed space enables the right transformation. HR management can recover employee teamwork, attract aptitude, expand the range of worker efficiency and origination, and lead to an even higher level of employee happiness (Armstrong 2006). The nature of work is changing, and this is impacting where and how people work together.
HR managers are required to realize better how to lead in this setting, and personnel needs to learn and understand how to team up and work efficiently. The teams all around the world might adopt Google’s team management strategies and pay attention to how the technological giant allocates its resources and dominates the world market.
Reference List
Armstrong, M 2006, A Handbook of Human Resource Management Practice. Kogan Page, London.
Bakker, A, Demerouti, E & Brummelhuis, L 2012, ‘Work Engagement, Performance, and Active Learning: The Role of Conscientiousness’, Journal of Vocational Behavior, vol. 80, no. 2, pp. 555-64.
Boudreau, J & Ziskin, I 2011, ‘The Future of HR and Effective Organizations’, Organizational Dynamics, vol. 40, no. 4, pp. 255-66.
Boxall, P & Purcell, J 2011, Strategy and Human Resource Management, 3rd edn, Palgrave Macmillan, Basingstoke.
Gratton, L 2011, ‘Workplace 2025—What Will It Look Like?’, Organizational Dynamics, vol. 40, no. 4, pp. 246-54.
Robinson, H 2015, Design Economics for the Built Environment: Impact of Sustainability on Project Evaluation, John Wiley & Sons, Hoboken, NJ.