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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 La 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 robotics and automation technology has profoundly transformed the landscape of employment and work practices worldwide. By 2035, it is projected that approximately 65% of jobs in Las Vegas and over 55% across the United States could be susceptible to automation, reflecting a significant shift in labor dynamics (Frey & Osborne, 2017). These developments are not just about replacing manual labor but have catalyzed a substantial reconfiguration of traditional work frameworks, enabling new roles and methods of operation. This essay explores the implications of robotic automation on employment, the evolution of work practices, and the management of virtual and remote teams within the digital economy.

Firstly, automation has created a spectrum of new jobs and opportunities, particularly in technology-driven sectors. As machines and AI systems undertake routine tasks, human workers are increasingly shifted toward roles that require oversight, strategic decision-making, and creative problem-solving (Brynjolfsson & McAfee, 2014). For instance, the rise of data analysis, cybersecurity, and AI development illustrates a shift towards knowledge-based work, decoupled from specific geographical limitations. This change benefits organizations by offering flexibility and cost-efficiency while providing employees with more dynamic opportunities for skill development.

Furthermore, the integration of digital technologies has significantly altered traditional work dynamics. The advent of remote work and virtual teams represents a fundamental transformation driven by enhanced bandwidth and web ubiquity. Employees can now perform duties from anywhere at any time, aligning with increasing preferences for flexibility and work-life balance (Allen et al., 2015). This shift has been facilitated by technological advancements, including high-speed internet, cloud computing, and mobile devices, which enable virtual collaboration across geographical boundaries. Such flexibility not only benefits employees—in reducing commuting time and costs—but also offers organizations advantages such as increased productivity and broader talent pools.

Despite these benefits, remote and virtual work arrangements pose several challenges. Communication barriers become prominent, especially in virtual teams spanning multiple time zones, where non-verbal cues are often lost (Cascio & Shuryginoff, 2003). This can lead to misunderstandings and coordination difficulties, requiring proficient use of technological tools and robust communication skills. Additionally, managing performance effectively can be more complex when employees are remote, as traditional oversight methods do not translate well into virtual environments, raising concerns about employee disengagement and disconnect from organizational culture (Gibson et al., 2014).

Moreover, the shift toward knowledge-based virtual teams necessitates a focus on diversity and trust-building. Teams composed of members from different cultural or organizational backgrounds face challenges in establishing cohesion and shared norms. Building trust in such contexts often demands increased effort in communication and relationship management. Resistance to these changes is common among managers and employees who fear that remote work may undermine productivity or erode corporate culture, leading to passive resistance, sabotage, or outright rejection of these practices (Pinjani & Palvia, 2013).

Furthermore, technological proficiency becomes critical in virtual team environments. Employees must be adept with a range of tools such as collaboration platforms, file-sharing systems, and videoconferencing software. The necessity for ongoing training and adaptation to evolving software is paramount to maintaining efficiency and competitiveness (Lipnack & Stamps, 2000). At the same time, security concerns perhaps present the most significant challenge, as remote access increases vulnerability to cyber threats, necessitating rigorous cybersecurity measures.

In addition to technological transformations, the logistics and management of virtual teams impact organizational efficiency. While virtual teams can capitalize on geographic and temporal flexibility and reduce costs associated with physical office spaces, they also require a redesign of traditional management practices. Leaders must adopt a results-oriented approach, emphasizing outcomes rather than hours worked, and implementing new performance evaluation metrics suitable for remote workers (Hertel et al., 2017). This transition often encounters organizational resistance, especially in firms accustomed to hierarchy and direct supervision.

From a strategic perspective, integrating systems and enterprise software suites plays a pivotal role in streamlining operations and enhancing decision-making processes across organizations. These systems, bid to replace siloed functional units, enable organizations to improve cross-functional coordination and data sharing, ultimately leading to better customer service and organizational effectiveness (Grover & Kaywort, 2005). Enterprise Resource Planning (ERP) systems exemplify such integration, providing real-time data that facilitate proactive decision-making, optimize supply chains, and improve customer relations. However, these systems require significant organizational change and substantial investment, accompanied by risks such as implementation failure and resistance from stakeholders (Davenport, 1990).

In conclusion, the continuous evolution fueled by automation and digital technologies has redefined work environments, organizational structures, and management practices. While offering substantial benefits including flexibility, efficiency, and innovation, these changes also present challenges related to communication, security, and organizational culture. As organizations navigate this new landscape, strategic investment in technology, training, and change management will be essential to harness the full potential of automation while mitigating associated risks. The future of work will undoubtedly be more digital, virtual, and flexible, demanding adaptive leadership and resilient systems to succeed in an increasingly automated economy.

References

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