It is generally agreed today that working is not the only essential part in life for a human being, rather it is aimed to have both fulfilment within the family, partner or in the social structure and realisation of the personal career goals to reach a life in balance. Furthermore, in times of globalisation related to the increasing international division of labour, skills shortage and the demographic change mean a shift in our common understanding that leads to changing notions not only in an economical point of view but also in a socio-cultural perspective of each individual. In addition to that, companies connect their key to success with a high motivated and passionate employee; to emphasise high commitment sustainably. Thus, family friendly policies (FFP) find their way into the business sector to achieve growing commitment of their workforce internally due to changing work rules or externally, with state intervention in shape of statutory provisions. Moreover, FFP are indicated to alter the existing culture and corporative structure in an unprecedented way which is discussed in sciences, economics and politics widely. The main question which arises is: Do FFP have direct influence on a business entity to alter the organisational structure or even the whole culture and what are the characteristics of those in a more detailed consideration? This essay spars with the topic: Critically evaluate the belief that family friendly policies are not fundamentally challenging existing organisational structures and cultures; in reality “they are playing around at the margins”. The structure of this essay relates to FFP within the business environment and their importance to proof the belief, that they are not changing the existing organisational structure and culture. The main body is separated into four parts. Firstly, this essay will examine the key traits of family friendly policies. Secondly, this essay will consider the term organisational structure and thirdly, the term organisational culture to face the issue of the study. The last chapter of the main body will reveal arguments on the basis of advantages and disadvantages in terms of an argumentative discussion. Finally, the conclusion summarises the main arguments and gives a firm stand.
Table of Contents
1. Introduction
2. Main Body
2.1 Family Friendly Policies
2.2 Organisational Structure
2.3 Organisational Culture
2.4 Argumentative Discussion
3. Conclusion
Objectives and Research Focus
The primary objective of this essay is to critically examine the extent to which family-friendly policies (FFP) actually trigger fundamental changes in organisational structures and cultures, or whether they represent merely superficial adjustments that leave core systems untouched.
- Analysis of family-friendly policies as instruments for work-life balance and their evolving role in modern business.
- Evaluation of the relationship between formal organisational structures and the implementation of social policies.
- Examination of organisational culture as a complex, deep-seated phenomenon and its manageability.
- Critical discussion of barriers to change, such as the traditional "ideal worker" concept and male-dominated corporate environments.
Excerpt from the Book
2.4 Argumentative Discussion
The first argument that needs to be mentioned refers to a major barrier in order to change the organisational culture. As Lewis (1997, p.15) states, a sense of entitlement is ‘a sense that employees are entitled to voice their needs to modify traditional working practices for family reasons’. To underline this statement, Lewis (1997) provides an example that FFP cannot change the culture because in many male dominated workplaces the traditional view of work makes the implementation of FFP unsuccessful. In addition to that, Lewis (1997) argues that there is a huge separation between work and privacy which is highly distinctive for the industry sector where the share of male workers is very high. This distinction can be emphasised by the organisational theory of scientific management or also known as Taylorism (Grey, 2009, p.39). The classical view of the employee consists of an employee as a machine part without any feelings and thus, the approach of Taylorism presents a high disjuncture between privacy and work. In more detail, social needs and interests of employees are not desired (Grey, 2009, p.53). Controversially, this view of work or the ideal type of worker without social needs leads to an uncompetitive workforce and as a consequence it leads to high absenteeism, low motivation and rare commitment (Taylor, 2005, p.160). In contrast to the traditional view of work, Lewis (1997, p.16) explains that FFP improve commitment not only to employees with family responsibilities but also within the workforce to employees without family responsibilities. Therefore, the employer is seen as caring and responsible for its workforce (Lewis, 1997).
Summary of Chapters
1. Introduction: This chapter introduces the context of changing work-life demands due to globalisation and demographic shifts, establishing the core research question regarding the effectiveness of family-friendly policies.
2. Main Body: This section provides the theoretical framework, defining family-friendly policies, organisational structure, and organisational culture, followed by an argumentative analysis of the challenges and benefits associated with these implementations.
2.1 Family Friendly Policies: This chapter defines family-friendly policies and discusses their emergence as a response to demographic changes and the need for gender equality in the workforce.
2.2 Organisational Structure: This chapter explores how formal and informal structures within a company are designed for efficiency and how they interact with external social policies.
2.3 Organisational Culture: This chapter examines various academic approaches to understanding organisational culture, specifically focusing on the complexity of managing deep-seated cultural phenomena.
2.4 Argumentative Discussion: This chapter evaluates the barriers to cultural change, contrasting traditional management theories like Taylorism with the modern need for flexible, employee-centered policies.
3. Conclusion: This chapter synthesizes the main arguments, concluding that while family-friendly policies are essential, their ability to drive fundamental change depends heavily on a supportive stance from both leadership and the wider workforce.
Keywords
Family Friendly Policies, FFP, Organisational Culture, Organisational Structure, Work-Life Balance, Taylorism, Gender Equality, Corporate Strategy, Human Resource Management, Change Management, Cultural Web, Employee Commitment, Demographic Change.
Frequently Asked Questions
What is the primary focus of this essay?
The essay explores the effectiveness of family-friendly policies (FFP) and challenges the assumption that these policies lead to fundamental shifts in organisational structure and culture.
What are the core thematic areas covered in the work?
The work covers family-friendly policies, the conceptualisation of organisational structure, the deep-seated nature of organisational culture, and the challenges of implementing change in male-dominated work environments.
What is the central research question?
The central question is whether family-friendly policies have a direct, transformative influence on a business entity's structure and culture, or if they are merely superficial measures.
Which academic methodologies are applied?
The essay utilizes literature reviews and theoretical frameworks from management science, including Schein’s cultural model, Taylorism, and organizational theory to analyse the impact of FFP.
What is discussed in the main body?
The main body examines the definitions and objectives of FFP, reviews theories of organisational structure and culture, and provides an argumentative discussion on the advantages and disadvantages of these policies.
Which keywords best describe this research?
Key terms include Family Friendly Policies, Organisational Culture, Work-Life Balance, Change Management, and Corporate Strategy.
How does Taylorism influence the argument?
The essay uses Taylorism to illustrate a traditional, rigid view of work that separates private life from professional life, which serves as a major barrier to the success of family-friendly policies.
What is meant by "playing around at the margins"?
This phrase refers to the critique that many companies implement family-friendly policies as superficial add-ons without addressing or challenging the underlying, often traditional, organisational culture.
What is the importance of Schein’s model in this essay?
Schein’s model is used to explore organisational culture at different levels, specifically identifying how "basic underlying assumptions" serve as the core of a company's culture that must be addressed to achieve real change.
What is the author's final conclusion?
The author concludes that while cultural change is difficult and requires significant support from all levels, it is essential for managers to recognize employees as a key resource to achieve a balance between business goals and life requirements.
- Arbeit zitieren
- Niels Aulich (Autor:in), 2012, Critically evaluate the belief that family friendly policies are not fundamentally challenging existing organisational structures and cultures, München, GRIN Verlag, https://www.grin.com/document/195049
