Is it really more fun what we need at today’s contemporary workplaces? Why? Why not?
It has been proof that work does not require “serious” employees to be effective and lucrative. The joy of having fun at work releases employees from compulsory behaviours and the success of the business is not resultant of dispassion, control and power (Yerkes, 2007).
Even excess of fun is not good, but the balance. The companies cannot disregard the fundamentals but they can combine them with fun. Furthermore, fun can be either structured or spontaneous but in a perfect reciprocal relationship, fun makes work appreciated, gratifying and profitable.

Conclusion
It has become commonplace to assert that organizations need shared meaning, and this is surely so. But shared meaning is about more than fulfilling your mission statement—it’s about forging and maintaining powerful connections between personal and organizational values. When you do that, you foster individuality and a strong culture at the same time (Goffee & Jones, 2013). the dream organization is free of arbitrary restrictions. But it does not obliterate all rules. Engineers, even at Arup, must follow procedures and tight quality controls—or buildings will collapse. Organizations need structure. Markets and enterprises need rules. As successful entrepreneurial businesses grow, they often come to believe that new, complicated processes will undermine their culture. But systematization need not lead to bureaucratization, not if people understand what the rules are for and view them as legitimate. Take Vestergaard Frandsen, a start-up social enterprise that makes mosquito netting for the developing world. The company is mastering the art of behavior codes that can help structure its growing operations without jeopardizing its culture. Hiring (and firing) decisions are intentionally simple—only one level of approval