Changing the Way We Work  book cover
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Changing the Way We Work




ISBN 9780750642880
Published October 11, 1999 by Routledge
132 Pages

 
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Book 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.

Table of 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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Reviews

Review of The Coming Shape of Organization
'A new book from the father of team-role theory is an event....this stimulating, brief analysis suggesting that an effective model for the new flatter organization may be a helix, in which individuals and teams move forward on the basis of excellence rather than function.'
The Director, July 1996