In the transition towards an informating society, the role of humans, such as workers and managers, becomes blurred. This is not to suggest the decisive and defining line between manager and worker will not remain. After all new technology is to be purchased and implemented based on the same hierarchal system. Humans will remain and reflect power as the shift from the traditional work environment is transformed by new technology.
As each human grapple with the frustrations of new technology, each stranded on the same platform that is associated with “low tech” ability. This in itself identifies the solution. If a manager is to retain the authority then the efforts of the worker’s knowledge of the action-centered skills must be retained in order to translate them into data necessary to fuel new technology. New technology becomes the vehicle for all to enjoy. The action, however, is the "work" being performed and the knowledge of the process is what the manager is lacking. For example, managers do not perform the work themselves; instead, operators are the way in which a manager’s “work” is accomplished. In other words, the role of manager made possible through the efforts of the subordinate workers. This translates to something of a team effort and group activity. Rather than isolate the worker and leave him or her feeling disconnected from the process; it is essential to empower the worker via managerial directives in order to tap the necessary knowledge source.
In essence, the managerial process design intends an oversight capacity, rather than a labor-intensive effort, and because of a lack of actual participation, managers have no idea what a worker is really doing as far as production is concerned. Clearly, managers must understand the role of the human, if new technology is to advance the work processes. Transferring knowledge, then, is the necessary step towards developing and implementing new technologies. Yet, it is never clear what role the worker will play once new technology is introduced into the process. This doubt in turn fuels controversy and invites chaos.
Now, neither man nor machine is quite clear which is guiding the process due to the confusion created. Additionally, the manager must extract the knowledge held within the mind of the human worker in every sense in order to fuel the machine. Of course, the worker has no idea the value placed on knowledge and remains guarded fearing new technology will soon remove the need for human labor positions. Of course, technological advances are intended to compliment the work process and environment while allowing humans to achieve full potential.
In the old and new work environments, it is crucial for a manager to empower the subordinates to both acquire the necessary information and knowledge of the process and in an effort to implement this new technology. By communicating and empowering, the single element responsible for the work process –the human labor, all can participate in a positive and decisive atmosphere. Thus, shaping the work environment for the future.
Empowerment ensures that the worker is a part of the very process of producing and by granting the worker the authority to influence the process; they begin to feel a sense of ownership in the eventual outcome. This translates to a win-win situation rather than one in which all parties are equally frustrated. This allows technology to evolve in a manner to aid rather than invade the work process.
