Organisational change lifts performance

British managers believe their organisations have become more productive
after implementing changes to work practices, claims research.

The Management Agenda report shows that 65 per cent of managers claim that
change has improved organisational performance.

The most common types of change for the 372 managers surveyed included
flexible working, outsourcing, home working and hot desking.

But the research, by management school Roffey Park, also shows that
workplace tensions are growing, with increasing workloads, bullying, job
insecurity and office politics are major causes for concern.

Eight out of 10 managers claim that conflict at work has increased since
last year, and six out of 10 believe office politics is more prevalent.

Report author Claire McCartney said: "Organisations are now realising
the benefits of large-scale change programmes. Although this is positive,
tensions beneath the surface are running high and these have been exacerbated
by recent changes – a pressure cooker problem is building within
organisations."

With workloads increasing, many managers are looking for greater meaning in
their lives, claims the research. More than half admit to experiencing tension
between the spiritual side of their values and their daily work, and four out of
10 would value the chance to discuss ‘meaning’ in the workplace with
colleagues.

McCartney said: "Against a backdrop of economic turbulence, societal
instability and the ongoing war against terrorism, it is not surprising that an
increasing number of managers are searching for meaning. Organisations should
recognise this."

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