Background The changing nature of the workplace In the1990’s the workplace was predominantly stable with many staff staying with the organisation or with a view to for life. In 2017, this traditional career arrangement is challenged. Rather, today the workforce has less full time employees and more contractors, part time, shared roles, people working remotely and casual workers employed on a needs or demand basis. As well, the nature of work has also changing, due mainly to higher levels of technology, while disruptive innovations are creating new industries and business models, and destroying old ones. In truth, many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet. Given these changes, what are the implications for workplace skills and so also for management education? The Task: Critically discuss the implications for workplace skills and management education given the changing workplace and workforce composition. Tip 1: Explain concepts if you mention them – such as job satisfaction, engagement or productivity (and add a citation); Tip 2: Evaluate (do not just list copied ideas or describe superficially) the issue – so question, challenge Tip 3: Use research - read the text, plus a minimum of 6 x recent (2013 onwards) journal articles (not Google or Wiki) Step 3: Using your research to support your views, address the following points: 1. Discuss the changing nature of work - a short review of important issues and explain why these are important. a. Are there other changes you predict based on your research for the workplace in the next 5-10 years Generational change, diversity, technology, (Outsourcing technology) pace of innovation, global networks, work preference ie work/life balance Ways of working (flexible working arrangements eg working from home, job sharing), legislation and variances of organisational structuresGlobalisation of organisations Variance of professional development methodologies Governmental influence 2. Critique the implications of the changed/changing workplace for workers and for their managers? a. Identify any strains, dilemmas and contradictions facing management education Poor communication, lack of motivation, understanding of the variance of workforce composition, Job insecurity, implications for risk management and decision making- we have a small permanent workforce, potential increased conflict within the workplace, new processes and methods for reward and recognition Greater level of adaptability required, manager needs to understand how to leverage change in the workplace High staff turnover and staff retention, investment in employees, increase in automation Increased importance of networking and partnering well with others Constant requirement of updating of technical skills as new technologies emerge Less specialisation, continuous education, increased experiential learning and coaching (support) 3. Finally, as a manager, draw some evaluative conclusions on things you will need to know and do in order to survive and thrive in this uncertain future? Becoming an expert in manging change, keeping abreast of new technology Greater knowledge and application of individual differences suchas agility, identifying how each individual achieves and values work better risk management Standardised and flexibility of training delivery training in accordance with specified requirements eg technical skills, timely promotion and reward and recognition programs Need to learn how to communicate across political platforms, broad spectrum of knowledge, ability to draw on everyone’s skillsets, ability to form teams, be transparent and open with information Learning from past mistakes, being innovative to needs and demands of general workforce, decision making authority – subordinates needs to be empowered At least 6 refrences from journal article (not google or wiki) and from 2013 onwards