By Michael White, Stephen M. Hill, Colin Mills, Deborah Smeaton

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Extra resources for Managing to Change?: British Workplaces and the Future of Work (The Future of Work)

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Has the situation reached a plateau, or is ICT still continuing to advance? To gauge this, managers were asked to judge how much change there had been over the preceding three years. 4 shows that ICT use has been increasing during this recent period in one-half of the workplaces, and in one-quarter it has increased a lot. The rate of increase has been particularly high in large workplaces, but less in small workplaces. More interesting, though, is to see where that growth has been taking place, compared to the current level of ICT usage.

These figures probably reflect a general mood, rather than forecasts for particular industries, since industry differences are negligible. This mood of confidence indicates a more robust frame of mind among British managers than was usual in the past, when pessimism tended to set in at the first sign of a downturn. With this confident mind-set, managers are likely to feel positive about pursuing and achieving change at the workplace. Background 2: Technology’s advance Earlier in the chapter we presented a picture of rapidly advancing technology, especially ICT, but how far is this supported by recent experience?

But with a moment’s reflection, it is also apparent that the two approaches must overlap a great deal. After all, when the various kinds of flexible labour, such as temporary or casual jobs, agency staff and 60 50 Task variety 40 Training for cover 30 Job rotation 20 Work hours reqd. 2 Seven-day working and worker flexibility, 2000–2 Note: Cell percentages (each bar is a separate percentage of the total), weighted by employment. 44 Managing to Change? % using each type of labour outsourcing, are combined, virtually every workplace is found to be using some brought-in flexibility, even if it is not growing much.

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