Organization of work is aimed at optimizing the efficiency of the company’s personnel, and increasing efficiency in the workplace. In recent years, more and more people are talking about the reorganization of work, because Taylorism and mechanistic (bureaucratic) structures can no longer adequately respond to the many changes that companies face (economic, political, social and technological changes).
Indeed, the intense competition that companies face in the global market and the speed with which environmental changes have led companies to rethink their structure.
Several other reasons are mentioned in companies for participating in the reorganization. To name a few: 1. The need not only to achieve goals (effectiveness), but to do it at minimal cost (efficiency). 2. Intensive use of new technologies, the introduction of which in the workplace affects: Organizational structure. In fact, new technologies lead to a reorganization of work and have several consequences for the organization of work, in particular, the displacement of areas of power. For example, telework, made possible by information and communication technologies, makes the employer trust employees more, redistribute some form of power to them. This casts doubt on the relevance of the middle link (due to the “flattening” of the organizational structure).
Organizational culture or importance of good work habits. Technology creates a certain “technological stress” (the result of using ICTs for the physical and mental health of people) and a culture in which we no longer distinguish in business what is urgent and what is priority. Employees are constantly stressed. 3. Participation in the knowledge economy, in which creativity and commitment of employees is necessary to maintain competitiveness. 4. Full quality management, which refers to the obligation to orient the entire organization to the consumer, both inside and outside, in order to satisfy the consumer by offering him quality products and services.
This approach requires a large mobilization of stakeholders (both customers and managers, as well as employees) to achieve ideal quality due to the maximum possible reduction of waste and continuous improvement of results. Several principles determine the overall quality, including ending the dependence on inspections, no longer focused on acquisitions at the lowest price, continuous improvement of the production and service system, and the creation of a training and preparation system. strive for everyone’s progress, eliminate the “walls” between services, move away from the logic of production quotas and quantitative goals, etc.
The chapter will first describe the social context in which the problem of efficiency in the workplace arises. Work Efficiency reveals certain limitations of models that are currently being studied and applied in communication to understand groups and their effectiveness, in particular, the organizational model. To continue this, it will explain how the concepts of emotion and emotional regulation are related to efficiency. Finally, the IEG concept will be presented in relation to the emotional regulation and effectiveness of the working group, which will lead to the question and objectives of the study.
The school of mechanics offers a management method that has existed for several centuries. Its expansion began at the end of the 18th century and continued throughout the 19th century, the industrial revolution was its springboard. integration into most European and American organizations.
This school of thought gives priority to standardization of work habits, predictability and the division of labor. Core rationality and performance are number one priority. Frederick Taylor at the end of the 19th century approached productivity from a scientific point of view and revolutionized the world of chain work. Even today, we see that companies are adopting this model, which leads to regulations, forms, standardized business processes aimed at reducing costs, increasing efficiency and mechanizing staff. The affective aspect of working groups is considered as a problem or problem only if it affects the organization’s productivity and the chain mechanics of work, for example, when employees suffer from psychological and physical exhaustion.