Why Managers Are Dejobbing Their Companies
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This document discusses the concept of "de-jobbing", which involves replacing rigid job definitions with evolving teams that perform tasks. It identifies both internal and external factors that lead organizations to de-job, such as flatter structures, work teams, rapid technological change, and global competition. The document also notes traits of de-jobbed workers, who make operational decisions, have necessary information, training, and a stake in company profits.
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Why Managers Are Dejobbing Their Companies
- 1. De-Jobbing • Replacing fixed jobs with tasks performed by evolving teams – Hierarchy not maintained 14-1
- 2. Why Managers Are Dejobbing Their Companies • Dejobbing • External factors – Broadening the leading to dejobbing. responsibilities of the company’s jobs – Encouraging employee initiative. • Internal factors leading to dejobbing
- 3. Factors responsible Internal External – Flatter – Rapid product and organizations technological – Work teams change – Agile and – Global competition responsive – Deregulation, organizations – Political instability, – Re-engineering – Demographic changes – Rise of a service economy.
- 4. Traits of De-jobbed Workers • They make operating decisions that used to be reserved for managers • They have the information they need to make such decisions • They have training so that they understand the business and financial issues that used to concern owners and executives • They have a stake in the fruits of their labor, share of profits 14-4