Table 2. Organization of the workplace

Traditional model Emerging model
  • Mass production
  • Jobs defined in terms of a limited number of tasks
  • Clear distinction between conception and execution
  • Hierarchical management structure
  • High level of education requested for management and technical positions; no specific demands for workers' education
  • Workers reliable, steady and willing to follow direction
  • Technology leads to improvements in productivity
  • Small batch production
  • Self-directed multi-skilled teams
  • Workers required to use judgment and make decisions
  • Workers autonomy based on mastery of high-level skills
  • Few management layers
  • Emphasis on continuous training: the "learning enterprise"
  • Involvement in decision-making on investment and work organization
  • Productivity gains from appropriate meshing of technology and work organization

Developments in communications technology are also leading to the emergence of new working arrangements. Employers are beginning to examine options such as flex-time, job-sharing, and work-at-home programs. The Public Service of Canada, for example, has encouraged work-at-home programs, a move made easier by the "symbolic analyst" nature of many civil service functions and cost-effective access to computer data-link technology.

With the increased participation of women, dual-earner families, and single parents in the labour force, workers are facing the challenge of balancing work and family responsibilities and are placing increasing pressure on employers to meet these changing needs.

In summary, the structure of the workplace of the 1990s will reflect the clash of technological forces that improve productivity at the expense of conventional shop-floor organizations and those that allow for more genuine worker participation. An unfortunate consequence is that the rewards of such changes are often unevenly distributed among workers.

Considering the Canadian environment, a transition into employment system must address a number of challenges to be effective. A response to diversity must be built into the system, not dealt with as an ad hoc adjunct to a system that addresses the needs of a few, often privileged people.