THE role of employer and employee has changed in the last 30 years. Workers expect more from their j (From Warrington Guardian)

THE role of employer and employee has changed in the last 30 years. Workers expect more from their j

JOHN Wilson helps managers move with the times.

And he believes they need all the help they can get to keep their staff and customers happy.

"Management styles have changed because of social, political and economic climates," he said.

"In the 70s it was all about collectivism and in the Thatcher era everyone was rewarded for individual success."

For three decades the dynamics of office life have changed with another style forecast for the new millennium.

For now, as staff demand better wages and more fulfulling jobs it will be the managers who will have to adapt to keep them satisfied.

"We've taken 100 years to move away from the strict command and control concept of the industrial revolution which was probably the best way to run the factories," said Mr Wilson, 35.

"We are dragging ourselves away kicking and screaming, but I see the manager's role now changing from directive to coach.

"It might not happen all at once, or affect all organisations, but I expect it could happen in the next 50 years."

Mr Wilson, who attends Manchester Business School, was recently named the best student in business management.

He told the Knutsford Guardian that he had been forced out of several jobs by bad managers.

Now as a human resources' specialist he wanted to make sure it ddidn't happen to anyone else.

He is member of a team that offers free advice to local companies about how to get the best from their staff and finds poor communication leads to problems in the office.

"Managers very often pay lip service to communication because they work with their employers all day, but you can never have enough communication," he said.

So far larger businesses seem to have spotted the benefits of a happy workforce.

"If staff realise how they fit in and are valued they will be more loyal and this has a knock-on effect for the business," he said.

Knutsford businessman Geoff Aldridge agreed that communciation was important, but said bosses were often left behind due to rapid changes in technology.

"There are problems managing the workforce through the changes and it is important to let them know the reasons for the change," said Mr Aldridge, a manager for 35 years.

But he said jobs were not as secure today - and staff knew it.

"Some years ago people put their hearts and souls into their job because they were certain to stay with the same company until they retired," he said.

"That's not the same now and for that reason employers can't always expect total loyalty from their staff.

"Training has become more popular and the employees want that as well because it gives them skills that they can always fall back on."

Employers investing in their people is the latest change over a radically different 30 years in industry.

Relationships between the boss and the staff were different in the 70s to today.

Labour dominated politics and this led to a strong union movement 30 years ago.

In turn this meant managers looked at their workforce as a group rather than individuals and staff found strength in numbers.

"In the 70s it was predominantly about collectiveness and that reflects the strength of the Labour movements," said Mr Wilson.

But the Thatcher era brought about a huge change in business in the 80s.

"It was a dog eat dog world with individuals looking out for themselves because that was how success was rewarded," said Mr Wilson.

"Everyone was doing well because the economy was booming, but that was before the ship hit the rocks."

The recession in the early 90s changed the staff attitudes and also demanded a new approach to management.

"The concept of a job for life went out of the window and people felt lucky to have a job at all," said Mr Wilson.

With higher unemployment workers appreciated their jobs and wanted to make the most of their opportunities.

Bosses realised it was in their best interests to train their staff and develop skills.

Job descriptions changed with bosses seeking personal skills and qualities rather than practical abilities.

"Rather than saying your job will be to answer the telephone they would say your job is to answer the telephone in such a manner to provide good customer service," said Mr Wilson.

"It is about changing people's minds so that they don't stop learning when they leave school."

As to the future, Mr Wilson sees a time when bosses, individuals and unions must work in harmony.

"What a manager has got to look at apart from money, time and equipment is people and everything to do with them," he said.

"It's about communication, motivation, listening to the staff and getting contributions from them so that they feel a part of the business."

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