Dejobbing

Editor's Notes

1. Reasons y dejobbing is required: Flatter organisations Instead of traditional, pyramid-shaped organizations with seven or more management layers, flat organizations with just three or four levels are more prevalent. Most large firms have already cut their management layers from a dozen to six or fewer. Because the remaining managers have more people reporting to them, they can supervise them less, so the jobs of subordinates end up bigger in terms of both breadth and depth of responsibilities. Work Teams; Managers increasingly organize tasks around teams and processes rather than around specialized functions. For example, at Chesebrough-Ponds USA, a subsidiary of Unilever, mangers replaced a traditional pyramidal organization with multi-skilled, cross functional, and self-directed teams; the latter now run the plant’s four product areas. Hourly employees make employee assignments, schedule overtime, establish production times and changeovers, and even handle cost control, requisitions, and work orders. They also are solely responsible for quality control under the plant’s continuous quality improvement program. In an organization like this, employees’ jobs change daily; there is thus an intentional effort to avoid having employees view their jobs as a specific, narrow set of responsibilities. Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. The principles that shaped the structure ad management of business for hundreds of years like highly specialized divisions of work should be retired. Instead, the firm should emphasize combining tasks into integrated, unspecialized processes (such as customer service) assigned to team of employees. Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. The principles that shaped the structure ad management of business for hundreds of years like highly specialized divisions of work should be retired. Instead, the firm should emphasize combining tasks into integrated, unspecialized processes (such as customer service) assigned to team of employees.
2. Reasons y dejobbing is required
3. These r a few of the methods using which dejobbing can be introduced in organisations. These are nt th methods in which dejobbing can be actually applied only those methods thru whch it can be introduced. Plz dnt frgt to clarify this distinction wen making the presntatn.
4. Kindly read & understand ths throughly from th report
5. Kindly read & understand ths throughly from th report
6. Kindly read & understand ths throughly from th report
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8. What an employee needs to do to prepare himself for the challenge of dejobbing
9. What an employee needs to do to prepare himself for the challenge of dejobbing