Page 209 - Fundamentals of Management Myths Debunked (2017)_Flat

208 Part 3 • Organizing
What are the implications for managers and organizations? Since contingent em-
ployees are not “employees” in the traditional sense of the word, managing them has its
own set of challenges and expectations. Managers must recognize that because contingent
workers lack the stability and security of permanent employees, they may not identify with
the organization or be as committed or motivated. Managers may need to treat contingent
workers differently in terms of practices and policies. However, with good communication
and leadership, an organization’s contingent employees can be just as valuable a resource to
an organization as permanent employees are. Today’s managers must recognize that it will be
their responsibility to motivate their entire workforce, full-time and contingent, and to build
their commitment to doing good work! 60
No matter what structural design managers choose for their organizations, the design
should help employees do their work in the best, most efficient and effective way they
can. The structure needs to help, not hinder, organizational members as they carry out the
organization’s work. After all, the structure is simply a means to an end.

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