Essay: Hamel on Generation Facebook

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  • Subject area(s): Management essays
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  • Published on: December 27, 2019
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  • Hamel on Generation Facebook
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According to Hamel, the people who invented modern management in the 19th century would be stunned in finding out that the inventions they made back then, are even today, bases of management in the 21st century(2016). The inventions made included; workflow optimization, which is a significant method of decreasing costs and providing improved services for clients. With incompetent workflows, it takes a longer time to complete things as well as costing more in getting them done. They also include functional specialization and variance analysis, which is the quantitative study of the difference between planned and actual conduct.

Hamel, states that three discontinuities will end management as everyone would expect(2016). He goes on the name them as; 1) Dramatic changes, which will in turn lead to ultra-low-cost rivals, and there will be extra power to the customers. The author states that fresh social demands highlight invention above optimization and also change above continuity. 2) Collaboration tools that are web-based and networks a substitute to a formal chain of command; 3) the fresh anticipations that Generation Facebook comes up with. This generation sees the web as a universal life operating system in which they have fun with.

A bureaucracy is a model of organization centered on guidelines, chain of command, impersonality and labor division. It has been the leading system of organization for more than a century. Grey argues that Post-bureaucracy is built on confidence, enablement, personal conduct as well as collective responsibility(2006). But it carries its own difficulties in control loss, inequity as well as risk. The generation Facebook expect the work’s social environment to be a reflection of the social content in the web. The author says that they will utilize the 12 realities so as to determine whether a company is with it.

The first reality that the author states is that all ideas on the web compete on an equal footing. In the Web, ideas ought to compete sovereign from the individual who came up with them. Every idea has merit and has to be treated in an equal way. (Hamel, 2016). Another reality which the author talks about is that contribution counts for more than credentials. It’s what one is capable of and the actions they take, not their school of education or what they are qualified to do. What matters most is what an individual contributes but not their credentials (Hamel, 2016).

The third reality states that hierarchies are built bottom up. It’s insufficient to have a regular managerial structure, it is also essential to let fresh groups to form, in a natural way just as it happens on the Web. There is a strong requirement for self-managed teams with this group. In all online Web forums, there are always the people who normally get more attention and respect from people than others; they as a result have more influence whenever they say anything. It is worth noting that these individuals do not get any sort of appointments from any superior persons. Hamel (2016) says that it is instead their influence which is comes out freely from the approval they get from their peers. Authority on the Web never trickles downward, but upwards. The author says that Leaders serve rather than preside. A commanding style as well as controlling people online will not work at all. This Generation is wired to be imaginative, to function as groups, and they are set up in a way to repel authoritative control. Servant leadership; one makes sure that the individuals involved have everything needed so as to do their work. This is a usually superior form in most cases. Commanding and sanctioning people to do things in an unfriendly manner will only make someone lose their followers.

Hamel states that, tasks are chosen, not assigned. This is one of the greatest frustrations that managers encounter. Boredom and complacency will start to take over if one finds the task assigned to be uninteresting. Hamel, talks about how life for the Facebook generation is opt-in and it is the same way they will anticipate their life at work to be like. Just as in life employees want to enjoy their tasks. The article goes on to state that Groups are self-defining and -organizing. On the Web, people will work with those that they are willing to associate with. They will choose those who inspire them in a way, those who are simply interesting to work with in life. A lot more can be attained by letting this network to develop by its own, with a solid vision to lead them (Hamel, 2016). The 7th reality states that Resources get attracted, not allocated. The story of a team that is self-defining is that participation in it has to be opt-in and not one should be forced at all; this gets the teams tougher and the selected leaders of the teams more accomplished.

The article also adds several realities; Power comes from sharing information, not hoarding it. This is vital at all business levels. The company has to conduct an open books rule on finances, tactic, as well as organization. Hamel, has the idea that Generation Facebook are used to sharing all about their lives with every Web person and it is not something which stops at work(2016). As a way of making better decisions, the Facebook generation makes use of their networks and comprehensive networks. The companies which are smart to see this will couple up this power on the inside and witness a real performance change. (Hamel, 2016).

Users can veto most policy decisions. A part of Servant Leadership ethos is making sure that the workers have all they require to work well enough. The overall idea of all this is making sure that they have the permission to suggest the direction they are willing to head to. Intrinsic rewards matter most. Individuals want to do a good job and get a recognition for it. Generation Facebook not only want to be good, but also be included in something bigger. It’s more significant to create as well as communicate a strong purpose and the reason why you exist as a company.

The author’s view is that Generation Facebook will imagine and expect a working environment which is typical to their online one. That will include easy access to material, networking ease and lack of a hierarchy at all. Hamel concludes by saying that, in order to attract young and good workers, companies need to reinvent their practices in management in order to align with the expectations of Generation Facebook. A lot has been written about this generation and their approaches to work, but the influence that the Web has had on them is a huge game-changer.

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