The Contemporary Workplace

‘The contemporary workplace’ is a term that is used every now and then once an organisation or
company presents new innovative ideas and items. Today’s economy can be categorised an a
networked and global economy. “Undoubtedly, the new economy is performance-driven.”
(Schermerhorn, 2017, p. 4). Thus, this essay will summarise the subtopics of chapter one of the
book “Management” authored by John R. Schermerhorn.

To commence with, working in today’s economy have various challenges and difficulties.
Intellectual capital refers to the joint learning ability or mutual cognition of personnel, whereas a
knowledge worker is a person whose cognition is crucial quality to employers. The main challenge
is in combining these skills and prowess of individuals to achieve high productivity and desired
outcomes. Other challenges include globalisation, encouraging computer literacy, workforce
diversity (prejudice, discrimination, bias and many more), ethical and social responsibility issues,
and the category of careers available (full-time work, contract work and part-time work).

Moving on, an organisation is a group of individuals cooperating to accomplish a prevalent goal by

the implication of the division of labour. Organisations have an open system which modifies
resource inputs from the surroundings into merchandise or service outputs. The organisations also
undertake organisational performance which measures productivity, performance effectiveness and
performance efficiency.

Furthermore, managers are individuals in a workplace who direct and initiate the work and
achievements of others. Managers carry out agenda setting and networking in an organisation.
There are four main levels of managers – top managers, middle managers, project managers and
team leaders/ supervisors. The managerial performance is measured by accountability and the
quality of work. Planning, controlling, organising and leading are the main components of the
management process.

Subsequently, management produces lifelong learning as an individual encounters something new

every day from daily interactions and communications while working. The skill of turning intuition
into action is a very worthwhile and helpful aspect an organisation can have. Necessary social
control skills include technical skill, human skill, emotional intelligence and conceptual skill.

Managerial competency refers to advanced execution of work in an administration occupation

which is supported by skills and one’s capabilities. Some competencies include communication,
teamwork, leadership and critical thinking.

In a nutshell, it can be said that work is progressively information-based and high-performing

associations are both skilled and powerful and accentuate total quality administration. Managers
bolster and encourage the work endeavours of others in the organisation. Also, the management
process is made up of four functions. Moreover, continual attention to the process of lifelong
learning can lead to career success. Finally, essential skills are characterised as technical, human
and conceptual.

Bibliography
Schermerhorn, J.R., Davidson, P., Factor, A., Poole, D., Woods, P. and Simon, A., 2017.
Management. 6th Asia-Pacific Edition ed. Milton: Wiley.