Is there a technology supports connections to help young managers and professionals under the age of 45 years have to deal with the immediate needs of their work, or the availability of connecting technology trends exacerbate the talent power to participate in more and more working hours? The use of both surveys and subsequent interactions focus groups, this study found that while the work of connecting technology has allowed a wider range of options as to when and where the work was done, the same connection, subject to a regular job and often traveled expectations what more needs to be done, thereby increasing the likelihood of longer working hours and, surprisingly, led to a decrease in feelings of flexibility. The study participants offer ideas on the thought processes behind these results. Perspectives on how the new leaders and their organizations to effectively manage and achieve the potential of enhanced connectivity provided. Four-phased approach is recommended. First, we discuss the key cultural dynamics. Secondly, the role of organizational expectations and practices he said. Third, we consider a set of responsibilities for organizational leaders whose actions and remarks provide clarity for the brightest young managers are trying to decide where to work / life balance line. Finally, the problem of personal responsibility and accountability is presented. Consideration of the paradigm that reorients our understanding of the traditional "face time", and aims to bridge the gap between the potential and the all-pervading influence of the connecting technologies are also included. "Hide
by Charles R. Stoner, Paul Stevens, Matthew K. McGowan Source: Business Horizons 12 pages. Publication Date: January 15, 2008. Prod. #: BH311-PDF-ENG
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