Fun at Work Flashcards

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1
Q

The concept of fun is itself ambiguous and doesn’t necessarily mean the same thing to all people.

A

fun

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2
Q

The notion of then trying to implement such a thing in a varied workplace is complex.

A

complex

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3
Q

It has been assumed that everyone experiences fun in similar ways, that it is social rather than solo, and is childlike in nature, yet there is no evidence to support this.

A

experiences

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4
Q

Further, it was believed that if employees were having fun at work they would be more inclined to commit, be more motivated, and more creative.

A

commit

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5
Q

With this in mind managers figured it should be easy to institute a culture of fun in the workplace, and there have certainly been some wonderful success stories, however, it appears not to be quite so straight forward.

A

easy

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6
Q

This essay seeks to explore the obstacles to implementing a culture of fun in organisations.

A

obstacles

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7
Q

Organisational theory indicates that it is often difficult for management to institute change within organisations and that imposing change on a workforce can generate conflict.

A

change

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8
Q

This could be because management is thereby trying to change the inherent culture of the workplace.

A

inherent culture

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9
Q

It is argued that workplaces develop a culture that is specific to themselves and that this culture has three levels.

A

develop

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10
Q

The first level, the artefact level, is the culture that is displayed by the group in the form of dress, language, myths, rituals, and so on. Fun at work would be manifest at this level, but would be determined by the following two levels.

A

artefact

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11
Q

The second level, espoused values, which includes the goals, strategies and philosophy of the organisation. This level can be resistant to fun at work because it does not fit with the founding principles of the organisation.

A

espoused

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12
Q

The third and deepest level is the underlying assumptions, which includes the unconscious and taken-for-granted beliefs and feelings of the group, and from which come the values and actions of the organisation.

A

underlying assumptions

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13
Q

This model shows how difficult it can be to institute change within an organisation particularly when it goes against a deeply entrenched corporate culture.

A

corporate culture

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14
Q

Several issues are highlighted with this organisational theory in mind. Firstly, management is likely to encounter resistance to any fun at work scheme when there is a failure to consult with subordinate staff, resulting in subversive fun, which is destructive to morale.

A

consult

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15
Q

This might suggest that a disconnect was created by management between the espoused values and the basic assumptions of the organisational culture.

A

disconnect

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16
Q

Secondly, paternalistic attempts to institute fun at work can be seen by workers as inauthentic and patronising because, as mentioned, fun is an ambiguous term and is not applied by all in the same way, thus managers may try to apply a version of fun that is seen as condescending by workers.

A

inauthentic and patronising

17
Q

Thirdly, employees may be resistant to fun at work because it does not fit with their idea of the work environment. Here the boundaries between work and play are being blurred and for some this endangers the self-respect and dignity they derive from their work.

A

environment

18
Q

For fun at work to succeed it needs to be authentic and natural. Therefore, the fun needs to come from the workers rather than as a management initiative, although that doesn’t mean that management shouldn’t encourage and support the efforts of the employees.

A

workers

19
Q

While management can participate in and assist the fun model they should avoid being seen as the instigator and director of a particular paradigm of fun, as may well suggest condescension, i.e ‘the managers make us where silly hats on Thursdays’.

A

condescension

20
Q

Further, the model of fun must not compromise dignity and respect.

A

dignity and respect

21
Q

When the fun at work is determined by the workers there is a far greater chance that the result will become part of the corporate culture on all three levels.

A

determined

22
Q

Fun will become part of the behaviour of the artefact level, a sanctioned philosophy and strategy of the espoused values of the organisation, and an underlying assumption that in this workplace we are able to combine fun and work in an effective and respectful way.

A

artefact, espoused, underlying assumption

23
Q

A better question may be, is there a need to institute a ‘fun at work’ philosophy in every workplace? Perhaps, some workplaces a just fine without such things.

A

every workplace