Description
How many problems at work arise from the way in which jobs are set up? Either people don't have a clear understanding of their duties and responsibilities, spending time and energy disentangling them from those of their co-workers or they are hemmed in by job specifications that allow no room for movement and initiative. An alternative system is needed, where jobs can grow and develop: where communication about the work can flow up as easily as down. Dr Belbin describes a radical approach incorporating colour-coding and information technology derived from experiments now being undertaken in three countries. Workset is a new means of delivering greater efficiency in a dynamic process that equally involves managers and jobholders.
Dr R. Meredith Belbin, regarded as the father of team-role theory for his widely-read Management Teams: Why they succeed or fail and its successor Team Roles at Work, obtained his first and higher degree at Cambridge University. Later, in a research, lecturing or consulting capacity, he has visited and worked in many countries. In 1988 he founded Belbin Associates which produces Interplace, a computer-based Human Resource Management System, now used world-wide.
Audience
General management; business academics
Contents
*Preface;
*Order and disorders;
*The true nature of a modern job;
*Reclassifying work: tasks versus responsibilities;
*'So what's the job?';
*Overcoming initial problems;
*Job casting and job briefing;
*Improving communications;
*Quantifying the way we work;
*Managing the feedback;
*Creating a new culture;
*Fostering team empowerment;
*From competence to excellence;
*Team roles and colour codes;
*Managers and leaders revisited;
*A way forward;
*A Glossary of Terms;
*An Audit of Existing Practices in Job-Setting;
*Index.
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