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Wont Be Visible To The Eye Robotspeople Currently Toilabout 65 Of A

WON’T BE VISIBLE TO THE EYE ROBOTS PEOPLE CURRENTLY TOIL ABOUT 65% OF ALL JOBS IN VEGAS ARE SUSCEPTIBLE TO AUTOMATION BY 2035 ACROSS THE U.S., 55% (OR MORE) OF JOBS IN ALMOST ALL METROPOLITAN AREAS FACE THIS SAME SCENARIO • IT HAS • CREATED NEW TYPES OF WORK • ENABLED NEW WAYS TO DO TRADITIONAL WORK • SUPPORTED NEW WAYS TO MANAGE PEOPLE • IT HAS CHANGED TRADITIONAL WORK • THE WAY WORK IS DONE • HOW WE COMMUNICATE • DECISION-MAKING • COLLABORATION • CONNECTING IN NEW WAYS • MANAGING IN NEW WAYS • BEHAVIOR • OUTCOME • PERSONNEL DIGITAL PROVIDES NEW OPPORTUNITIES • WORK CAN BE DONE ANYWHERE, ANYTIME • PEOPLE DESIRE FLEXIBILITY • WORKING FROM HOME • MOBILE WORKERS WORK FROM ANYWHERE • VIRTUAL TEAMS INCLUDE REMOTE WORKERS AS WELL AS THOSE IN THEIR OFFICES Driver Effect Shift to knowledge-based work Decouples work from any particular place Changing demographics & lifestyle preferences Workers desire geographic & time- shifting flexibility New technologies with enhanced bandwidth Remotely-performed work is practical & cost-effective Web ubiquity Can stay connected 24/7 “Green†concerns Reduced commuting costs; real estate energy consumption; travel costs Advantages of Remote Work Potential Problems Reduced stress: better ability to meet schedules; less distraction at work Increased stress: Harder to separate work from home life Higher morale & lower absenteeism Harder to evaluate performance Geographic flexibility Employee may become disconnected from company culture Higher personal productivity Telecommuters are more easily replaced by offshore workers Housebound individuals can join the workforce Not suitable for all jobs or employees Informal Dress Security might be more difficult Challenges Virtual Teams Traditional Teams Communications • Multiple time zones can lead to greater efficiency but can lead to communication difficulties & coordination costs (passing work) • Non-verbal communication is difficult to convey • Same time zone.

Scheduling is less difficult • Teams may use richer communication media Technology Proficiency is required in several technologies • Support for face-to-face interaction without replacing it • Skills & task-technology fit is less critical Team Diversity • Members represent different organizations & / or cultures • Harder to establish a group identity • Necessary to have better communication skills • More difficult to build trust, norms • Impact of deadlines not always consistent • More homogeneous members • Easier group identity • Easier to communicate • MAJOR CONCERN • RESISTED IF VIEWED AS NEGATIVE IMPACTS • • DENYING • SABOTAGING • CHALLENGING • REFUSING M a rk e ti n g S a le s O p e ra ti o n s F in a n c e L a w Management Team Product Inquiry Process Purchasing Process Servicing Process Resolution Process C u st o m e r Information Flows Focus – Optimization F o c u s – E x p e ri e n c e • • • • Silo Perspective Business Process Perspective Definition Self-contained functional units such as marketing, operations, finance Interrelated, sequential set of activities and tasks that turns inputs into outputs Focus Functional Cross-functional Goal Accomplishment Optimizes on functional goals, which might be suboptimal for the organization Optimizes on organizational goals, or the “big picture†Benefits Highlighting and developing core competencies; functional efficiencies Avoiding work duplication and cross-functional communication gaps; organizational effectiveness Problems Redundancy of information throughout the organization; cross- functional inefficiencies; communication problems Difficult to find knowledgeable generalists; sophisticated software is needed • • • • • • • • • • • TOOLS • ENTERPRISE SOFTWARE PACKAGES • • • • • HUNDREDS OF SYSTEMS • • INTEGRATE INFORMATION FLOWS • INDUSTRY “BEST†PRACTICES • NEED TO BE INTEGRATED • ASSEMBLY (CUSTOMIZATION) IS REQUIRED • SYSTEMS EVOLVE • THE VALUE CHAIN MODEL TO CUSTOMERS • OBTAIN, ENHANCE RELATIONSHIPS WITH & RETAIN CUSTOMERS • BETTER CUSTOMER SERVICE • • • INTEGRATED SUPPLY CHAIN • LINKED ACROSS COMPANIES • OPTIMIZES COSTS & OPPORTUNITIES • LATEST INFORMATION ABOUT SALES EXPECTED & INVENTORIES • Advantages Disadvantages • Represent “best practices†• Allow modules through the organization to communicate with each other • Enable centralized decision making • Eliminate redundant data entry • Enable standardized procedures in different locations • Require enormous amount of work • Require redesign of business practices for maximum benefit • Have very high cost • Are sold as a suite, not individual modules • Require organizational changes • Have high risk of failure • • STARTING OUT • NOT RELIED UPON FOR STRATEGIC ADVANTAGE • SYSTEMS ARE IN CRISIS • • ARE RELIED UPON FOR STRATEGIC ADVANTAGE • DOES NOT FIT THE ORGANIZATION • LACK OF TOP MANAGEMENT SUPPORT THANK YOU! (AND PLEASE DON’T FORGET TO POST QUESTIONS TO THE “I’VE GOT A QUESTION!†DISCUSSION FORUM)

Paper For Above instruction

The rapid advancement of automation and robotics is transforming the landscape of employment, particularly as a significant proportion of jobs become susceptible to machine replacement. Studies project that by 2035, approximately 65% of all jobs in Las Vegas could be impacted by automation, with similar trends occurring across the United States where up to 55% of jobs could be susceptible in various metropolitan areas. This technological shift not only displaces traditional roles but also catalyzes the creation of new forms of work, offering both challenges and opportunities to the workforce and organizations.

One of the most profound impacts of automation is the transformation of work processes and communication. Automation has facilitated the development of new methodologies that enable remote work, virtual collaboration, and flexible working arrangements. These advancements have reinvented traditional workplace dynamics, influencing how tasks are performed, how teams communicate, and how decisions are made. The digitization of personnel management allows for more dynamic ways to oversee personnel, supporting a shift towards outcomes and behaviors rather than strictly monitoring tasks.

Remote work, empowered by digital technologies, exemplifies this change. It allows employees to work from anywhere and at any time, aligning with the growing demand for flexibility driven by lifestyle preferences and demographic shifts. The rise of mobile workers and virtual teams has resulted in increased organizational adaptability and cost savings related to commuting and real estate. However, remote work also introduces potential issues such as difficulties in performance evaluation, disconnection from organizational culture, and security challenges.

The shift towards knowledge-based work further exemplifies the impact of automation. As machines assume repetitive and manual tasks, humans increasingly focus on complex problem-solving, strategic planning, and innovation. This shift decouples work from specific locations, enabling a global workforce that can be distributed across different regions and time zones. Consequently, organizations must navigate challenges related to team coordination, communication across cultural and organizational boundaries, and the maintenance of trust and cohesion among virtual team members.

Virtual teams offer several advantages, such as increased productivity, diversity, and flexibility. Yet, they also pose significant challenges, including difficulties in conveying non-verbal cues, fostering trust, and managing diverse cultural norms. These challenges are compounded when teams operate across multiple time zones, requiring sophisticated communication skills and technological proficiency.

Furthermore, technological advancements necessitate continuous skill development and familiarity with digital tools. Organizations need to invest in training to support effective digital collaboration, ensuring all members can contribute efficiently and securely. Despite the benefits, remote work and virtual teams demand a cultural shift within organizations, emphasizing transparency, trust, and adaptability to mitigate resistance and foster cooperation.

In addition to changes in work processes and collaboration, automation influences organizational structure and operations. Businesses now rely increasingly on enterprise software packages and integrated systems that facilitate information flow across functional units. These systems aim to improve efficiency, eliminate redundancies, and enhance customer service by integrating supply chains, sales, marketing, and other business functions into a cohesive whole.

While enterprise resource planning (ERP) and supply chain management systems offer significant benefits, such as centralized decision-making and standardized procedures, they also carry disadvantages including high implementation costs, organizational resistance, and the risk of failure. Successful adoption of these systems requires strong top management support, organizational change management, and alignment with strategic goals.

Overall, the ongoing integration of automation, digital work environments, and enterprise systems is redefining the future of work. Although these changes present challenges such as security concerns, disconnect and resistance, they also provide substantial opportunities for organizations to enhance productivity, flexibility, and competitive advantage. Embracing these technological transformations while effectively managing their impact is essential for organizations seeking sustained success in the digital age.

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