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Two out of three managers aren't having fun on the job.

There's unhappy news for business executives these days - a sizable majority of their management employees say work is not fun anymore, a survey by "Industry Week" magazine reveals.

Nearly 63 percent of the survey respondents say there's no joy in jobsville for them. This disheartening statistics, from a group composed mainly of middle managers and first-line supervisors, confirms critical comments informally voiced throughout industry at least the last five years, "Industry Week's" editors report.

Why Isn't Work Fun?

Here are some of the key reasons cited for the lack of fun on the job: * nearly half (49 percent) blame the absence of teamwork and existence of a "dog-eat-dog" climate in the organizations. * 39 percent say paperwork, meetings and other bureaucratic nightmares stifle their initiative. * 30 percent complain that their efforts are not being acknowledged. * Other managers bemoan personnel cutbacks, poor communications and incompetent or ineffective management. Significantly, insufficient pay gets less than 10 percent of the blame.

The survey is based on the responses of 260 readers of "Industry Week", the industry management magazine of Penton Publishing.

Some Have Less Fun Than


According to the "Industry Week" survey, unhappiness is most prevalent among engineering staffs, where 75 percent of the respondents said they have no fun at work. Then come the human-resources/personnel folks - 71 percent have no fun - followed by production/manufacturing and distribution, both 67 percent. The men surveyed find their jobs more fun than women find theirs (38 percent versus 29 percent), and people employed by their companies less than a year are by far the happiest (by a 4-to-1 margin they find joy on the job).

Nearly 60 percent of the people "Industry Week" surveyed say working was once fun at their firms - though not in recent years.

What has changed?

Most often blamed (by 22 percent) are the hard economic times industries hit during the '80s - and the disrupting downsizing that followed. Nearly one in five employees (17 percent) attribute the end of fun to the arrival of a new, and presumably less friendly, CEO.

How to Bring Joy Back to


What would bring joy to the jobs of the unhappy? Nearly one-third of those surveyed didn't offer any recommendations, an indication of how unreceptive they feel current management would be to suggestion for change. However, only 1 percent believe their situations to be hopeless - that it'll "never" be fun to work in their companies.

Among the majority offering suggestions to restore joy to the job, most often proposed were: * Abolishing titles and "working as a team" * Providing more individual - and, significantly, nonmonetary recognition for employees' efforts. * "A boss who cares"

The Ten Commandments of

Business and How to Break


Bill Fromm believes there is only one way to make a mark in business: By breaking the rules. Fromm, the president of Barkley & Evergreen Advertising and a respected marketing authority, identifies ten basic theories and teaches readers how, and why, to break them. He Provides creative and unique alternatives to the conventional approaches long-used used in businesses. Taking the commonly held theory that "The Customer is King" for instance, Fromm shows why the best way to improve customer service is by improving employee morale: "Tell your employees that the customer is king, but show them that they're royalty as far as you're concerned." As the employees feeling of importance increases, the way they treat the customer will improve correspondingly.

Winning Worldwide

Discover how you can become a better international manager and how your firm can dominate global markets. This book shows you how today's successful international firms got that way... and how they plan to sustain their international competitiveness.

Lamont provides the specific details you need to effectively capitalize on international business strategies. Each chapter gives you several related examples from successful global competitors that demonstrate how you can apply these strategies and profit from overseas markets.

Managing Effectively - A

Handbook for First Time


The authors, experienced managers and business writers, understand the unique challenges new managers face, from the moment they step into the office until their next promotion, and cover every aspects of this new experience.

Through excellent mini-case studies, illustrated with charts and graphs, they explain in a no-nonsense approach all the complex skills needed to:

* manage conflicts and risk

* conduct effective meetings

* track costs and budget

* plan your career and network

* recruit, cultivate and motivate


* solve problems

* hire and fire

* prepare presentations

* organize projects

This book is the perfect transition guide to becoming a great manager without making mistakes that can be easily avoided.

Creating Value for Customers

Designing & Implementing a

Total Corporate Strategy

This book shows the reader how to systematically examine every corner of a business's operations in relation to its contributions toward quality, service, and customer satisfaction. As well, it provides practical guidelines for implementing value-creation-improvement-processes that can be used to transform a rigid, fragmented organization into a responsive, world class performer.

From The Inside Out

Change occurs from the inside out, from the inside of the employee through what she/he chooses to do about what is believed. An organization also changes from the inside out. The inside is each and every individual who makes up the organization. All begins with us, the people, and it begins whenever we are ready.

This book introduces a unique approach to personal and professional success in a culture of change. Readers will learn what more than 200 managers say is necessary for managerial success in a changing environment. In addition, managers will be exposed to how to:

* achieve personal acceptance

of change

* overcome the major roadblocks

to effective individual

and organizational change

* create work environments

accepting of change.

With over 70 pages containing 175 activities designed to aid the manager in the implementation of effective change in his/her work unit.
COPYRIGHT 1991 Canadian Institute of Management
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1991 Gale, Cengage Learning. All rights reserved.

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Title Annotation:Industry Week survey
Publication:Canadian Manager
Date:Jun 22, 1991
Previous Article:Continuous process improvement (CPI) changes corporate culture.
Next Article:Tips to conduct a successful teleconference.

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