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Chapter
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1
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Introduction
to Flexible Working
The drive is towards flexibility, dynamism and responsiveness
- qualities that lead to increased levels of customer service.
Flexible working is not new. It has been adopted in health,
energy, transport and emergency services; multinational companies
locating in different parts of the world; small and medium-sized
enterprises; and consultancies and agencies. The drive for
flexibility, dynamism and responsiveness is based on a combination
of that which exists already, and the potential for future
development and improvement. |
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2
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What
is Flexible Working?
"Flexible working" is the term used to describe the ability
to employ people when and where required in the interests
of everybody. The broadening of flexible working approaches
was boosted in the 1980s by high levels of structural unemployment
in many parts of the Western world. Because of the rapid pace
of innovation and advance, technology and equipment has a
much more uncertain useful lifespan than in the past. It is
therefore essential to have staff expertise available for
as long as possible while it is being used. Staff, expertise
and resources have to be engaged when and where customers
and clients demand, otherwise they will simply go elsewhere.
Specific demands from the supply side have to be maximized
and optimized. t is essential for managers to realize that
flexible working is a form of organizational investment.
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3
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The
Evolution of Flexible Working
The evolution of flexible working is studied here under the
headings: The Industrial Revolution; Scientific management;
Human relations; Japanese manufacturing; Regulation and deregulation;
Overseas sourcing. |
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4
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The
E-Dimension of Flexible Working
The e-dimension of flexible working is discussed here under
the headings: E-mail; Internet access; Portability; Other
factors; Best-practice case: Management Studies Centre of
University College London. |
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5
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The
Global Dimension of Flexible Working
Flexible working approaches to globalization are discussed
here under the following headings: Industrial and public service
patterns of work; The travel industry and quality of working
life; Manufacturing and production; Academic publishing and
product and service development; Organizational opportunities.
Best-practice case: Palmair Express. |
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6
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The
State of the Art
Hours and patterns of work must be regular enough to ensure
continuity rather than fragmentation so that quality and value
can be engaged and achieved. The creation of truly effective
flexible skills, knowledge, attitudes, behavior and output
requirements transcend any extent of statutory protection
or labor market freedom. The relationship between pay and
performance has never been fully developed. In flexible working,
the drive is to reflect staff collective and individual perceptions
of the expectation, effort and reward balance, as well as
organizational requirements of high-quality, high-value work
- for which high levels of pay and reward are expected to
accrue. Attempts to tie in pay rates with organizational profitability
must be applied on the fundamental basis of equality. Pay
and other material benefits (e.g. stock option schemes) must
be available to all. Owing to advances in technology, competitiveness,
and structural and cultural pressures, the "portable career"
has come about, as well as casualization and alternative forms
of employment. The life-work balance must suit both individuals
and the organizations that employ them. |
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7
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Flexible
Working Success Stories
The chapter looks at the following case studies: Sandals Inc.;
British Airways; Cobra Beer; Semco Inc. |
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8
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Key
Concepts and Thinkers
Glossary of terms. Related concepts and thinkers.
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9
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Resources
for Flexible Working
The chapter looks at the contributions of: Lessem; Shefsky;
Hamel; R. and A. Nissen; Sternberg; McConnell. |
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10
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Ten
Steps to Effective Flexible Working
The 10 steps to a successful learning organization are in
summary: Responsiveness to change; Effective communications;
Management style; Work structures; Recognizing achievements;
Responsibility and accountability; Expectations; Ethical position;
Motivation and morale; Continuous improvement and development.
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