Time for change say Britain's managers

Citation

(1999), "Time for change say Britain's managers", Work Study, Vol. 48 No. 1. https://doi.org/10.1108/ws.1999.07948aaf.006

Time for change say Britain's managers

Time for change say Britain's managers

UK organisations are failing to manage change effectively resulting in lost skills, long working hours, low morale and job insecurity, say Britain's managers.

But, while most managers still work long hours, there is encouraging evidence that the long hours culture may be starting to decline.

There are two key findings in the second year of The Quality of Working Life ­ a five year study tracking the trends and changes in working life in Britain ­ launched at the end of 1998 by the Institute of Management (IM) and UMIST, and supported by the Post Office.

Working hours are starting to dip. Seventy-eight per cent of managers say they work over 40 hours a week (down from 82 per cent the previous year) and 34 per cent work over 50 hours a week (down from 38 per cent). Some managers are also starting to draw the line at evening and weekend work. Just over one-third (34 per cent) report working at weekends (down from 41 per cent) and over half (54 per cent) regularly work into the evening (down from 59 per cent).

The effects of long working hours are taking their toll on managers' personal and professional lives. Seventy-two per cent of managers say working long hours affects their relationship with their partner and 73 per cent find it encroaches on the time they spend with their children. While 77 per cent find it eats into their leisure time, more importantly 59 per cent say it is damaging their health. At work, 55 per cent of managers say working long hours makes them less productive.

Working long hours is seen as entirely acceptable by 45 per cent of senior managers and directors. However, over one-third of junior and middle managers only do so because they believe it is expected by their employers and 22 per cent say they find it unacceptable but have no choice.

Managers work in an increasingly pressurised environment. Nearly half (49 per cent) say they suffer from information overload (an increase from 45 per cent over the previous year) and 69 per cent feel under constant time pressure (up from 64 per cent). Forty-four per cent say they lack the resources they need to do their job. Pressure to get work done on time is the main reason given by managers for working long hours ­ 63 per cent cite meeting tight deadlines.

Restructuring and change are now seen as a fact of working life ­ 62 per cent of managers say their organisations restructured during the year. While 51 per cent of these managers say it has increased profitability they also believe it has led to job insecurity (65 per cent), lower morale (64 per cent) and the erosion of motivation and loyalty (49 per cent). Over half (52 per cent) of managers fear their organisations have lost essential skills and experience ­ up from 45 per cent.

Managers believe valuing and investing in employees is key to improving the quality of working life. Yet only 30 per cent think their organisation currently treats employees as its most important asset. Almost nine in ten (89 per cent) say they will need to develop their own skills over the next five years. Using IT is seen as the most important skill by 55 per cent of managers, followed by knowledge and information management (38 per cent). Nearly a quarter (23 per cent) of managers recognise the need to improve their own communication skills ­ a significant increase from 14 per cent over the previous year.

Managers are looking for a balance between their work and home life with 57 per cent saying they see both as equally important. Many value work as an important part of their life. Eight in ten managers get on well with their colleagues and 63 per cent have a good relationship with their boss. Almost half (48 per cent) say they look forward to going to work and nearly four in ten (39 per cent) have fun at work.

Mary Chapman, director general of the Institute of Management, commented: "Change and restructuring are now part and parcel of working life. Top teams need to communicate and consult throughout organisations to gain commitment to change. By investing in their people they can also ensure executives are equipped to manage that change. Managers themselves can meet the challenge by seeking out opportunities to develop the right skills for success."

Graham Cater, group personnel and management development director at the Post Office, said: "This survey again provides useful information to organisations about the issues important to their managers. There is obviously progress still to be made."

In conclusion, managers' top five recommendations to board/top management team for improving the quality of working life are:

1. 1.

   Improve communication and consultation upwards and downwards.

2. 2.

   Value, reward and invest in your people.

3. 3.

   Empower managers to manage.

4. 4.

   Set clearly defined targets and goals.

5. 5.

   Improve working environment and create opportunities for working flexibly.