Workplace Skills and Management Education

Question: Discuss about the Workplace Skills and Management Education. Answer: Introduction Globalization, fast changing work environment, technological advancements, and diverse work groups have now become a norm in the organizations and expected to be more prevalent in future. Over the years, despite having several researches in the field, researches have failed to predict the categories of jobs which will be widespread in future. However, instead of focusing on the future jobs, large companies now concentrate more in the workforce skills that is required in the work environment (Marsick and Watkins 2015). However, the demand of highly skilled employees has become ever more significant in todays world. Therefore, more job opportunities, comfortable standard of living, and more employment for the skilled employees, the revolution in the information technology have made the workers welcome a growing numbers of career opportunities. This essay will trigger the correct implications of the workplace skills that are to be taken care of in the newly emerging industries. There are few workplace skills that are necessary in all the employees to have a healthy work environment. The most important of them is to have the capability of critically assessing the conditions in the workplace, which is faced by most of the workers in the globalized environment that changes the dynamic of the work place. The changing nature of the work place is faced due to several reasons, such as the outsourcing of employees, technological advancements, rapidly changing values and attitudes of the employees and the diversification of the work (Jackson 2016). The technological advancements have allowed a continuous connectivity that often blurs the fine line between the personal and professional life. The organizations are facing issues while figuring out to have the employees engaged, without having them occupied the all day. Most of the human resources managers think that the organizations d not think much about this differentiation. However, flexible working hours or workin g through telecommunication could be the easiest way to have a balance in the work and personal life. Most of the companies have now defined the critical work scenario, which made them outsourcing the noncore skills of the work environment. The organizations have started using more free agents in the workplace who are employed in the company only for certain projects and to provide a particular expertise which ultimately help to grow the aptitude set of the organization (Hall, Agarwal and Green 2013). These agents then move to another organization. Therefore, it is now a challenge for the human resources managers to examine the organizational strategies and develop them in a way which help to get the work done in the organization rapidly (Manuti et al. 2015). This trend is also responsible for the fast change in the attitudes of the employees in the twentieth century. In the past, most of the people have remained in the same company for their entire life which is quite an unusual trend now. Therefore, the human resources department of any company has a challenge to make their employe es stay in the company and treat them that way. Another challenge that the human resources face these days is the diversity in the demography at the workplace. It was indicated by several researchers that in the coming ten years, it is possible to have at least five generations at the workplace (Barak 2016). This will change the conventional ways of strategizing the work environment, especially in the training and development sector. Also the globalization has become another challenge in the human resources, as the objectives and goals of the organization have changed with the changing base of the employees. Along with the challenges in the work place and the employee communication, the implications of the changing workplace for the employees are reshaping itself as well. In such situations, the organizations face several contradictory situations where most of the people try to play safe. Mostly the employees receive several contradictory messages such as they are asked to be more innovative with their job, whereas they are expected not to make any mistake, which is quite unusual. The organizations also expect the employees to think for the long term benefit, but they also want to improve the productivity as soon as possible (Cummings and Worley 2014). Most of the organizations want to empower their employees while they still want to follow the traditional corporate rules. In such situations most of the managers have faced ethical dilemmas and contradictory situations which are, in fact, natural to any changing procedure. These changes also ask to address a certain procedure to create th e context where the contradictions may be used for a positive change and as levers of the change, rather pushing the organizational goals underground (Jackson 2014). These challenges also call for embracing the cognitive and technical skills of the employees. For the last few years the work place dynamic is changing and that creates an urgent need for more skilled employees who posses several combined business, technological and cognitive skills. With the rapid development of the pace of the technological advancements, the organizations should train and develop their employees so that they can upgrade and refresh their own skills (Wilson 2014). At the same time the organizations should help their employees to have the flexibility in their work place so that they can be open to the creative and innovative ideas. Conclusion The manager has to take care of the reward and recognition of the employees so that they do not feel unappreciated at work. However, as a manager, I also have to identify the contradictions and the dilemmas in the changing process, as these are quite natural to any changing scenario and they have to be triggered if there is any important progress need to be made in the organization in future. This may create a context where the problems can be solved. For instance, if the organization is facing issues with empowering their employees while maintaining the conventional corporate rules of controlling them, soon the organization will be found in an environment of cynicism where the employees may have been asked to be the team players while they are being controlled by the management of the organization. However, in such situations, as a manager, I have to find a mid way solution which will identify the transitional period of the operations. If the organizations continue being a part of t he rapidly changing time, the managers need to become more competent to reframe the difficult situations. Reference List Barak, M.E.M., 2016.Managing diversity: Toward a globally inclusive workplace. Sage Publications. Cummings, T.G. and Worley, C.G., 2014.Organization development and change. Cengage learning. Hall, R., Agarwal, R. and Green, R., 2013. The future of management education in Australia: challenges and innovations.education+ training,55(4/5), pp.348-369. Jackson, D., 2014. Testing a model of undergraduate competence in employability skills and its implications for stakeholders.Journal of Education and Work,27(2), pp.220-242. Jackson, D., 2016. Modelling graduate skill transfer from university to the workplace.Journal of Education and Work,29(2), pp.199-231. Manuti, A., Pastore, S., Scardigno, A.F., Giancaspro, M.L. and Morciano, D., 2015. Formal and informal learning in the workplace: a research review.International Journal of Training and Development,19(1), pp.1-17. Marsick, V.J. and Watkins, K., 2015.Informal and Incidental Learning in the Workplace (Routledge Revivals). Routledge. Wilson, J.P., 2014. International human resource development: Learning, education and training for individuals and organisations.Development and Learning in Organizations,28(2).