By R Meredith Belbin
Meredith Belbin's most recent paintings attracts on fresh learn into the character of labor itself. via realizing paintings, managers can allocate projects extra effectively.
summary: Meredith Belbin's newest paintings attracts on fresh study into the character of labor itself. by means of knowing paintings, managers can allocate initiatives extra successfully
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Additional resources for Changing the Way We Work
Its form, outline and purpose give it shape and mould it into what people consider to be their ‘job’. Consider the full implications of where the rejection of this basic concept leads. Take the case of a manager, or whatever title may be used in substitution, who wishes to assign work to another. The need to be frank, sincere and open towards the applicant would demand a statement along the following lines: No, I must tell you there is no job. We have abolished the notion entirely. All we can offer you is work.
The two activities would overlap in time. This overlapping in time presented a problem in a number of industrial activities in which our jobholders were found to be engaged. Yet somehow these different aspects of the work needed to be disentangled and fed into the feedback loop in quantitative terms. Such data were vital if detection in personal shifts in workload and activity were to yield leads of value for job realignment and career development. It was at this point that we suffered a prolonged halt while we endeavoured to find a system capable of providing reliable figures that could offer leads for action.
Tension will mount between the two ’sides’ without necessarily showing itself as open conflict. Incompatible powers and incompatible views operate side by side but avoid exposure in the interest of pursuing a quiet life. Nevertheless, I feel that in the long run the failure to come to terms with the real position must be damaging. Much of the problem springs from the tendency for the manager to back away from management. Instead of the manager being ’someone who assigns tasks and responsibilities to others’, other functions take precedence, since managers seldom usually have a duality of duties, doubling as executives or professionals with a certain amount of important personal work to perform.