Changing the Way We Work
Changing the Way We Work by R. M. Belbin, published by Butterworth-Heinemann in 1997, explores the complexities of job roles and responsibilities in the workplace. This 116-page book addresses how many workplace issues stem from unclear job definitions and rigid specifications that stifle initiative. Belbin proposes a new system that promotes job growth and effective communication, allowing for a more dynamic interaction between managers and employees.
Readers will find a detailed examination of a radical approach to team development, incorporating innovative methods such as color-coding and information technology. The book presents Workset as a solution for enhancing efficiency within organizations, emphasizing the importance of adaptability in job roles. With insights drawn from experiments conducted in multiple countries, this edition offers a fresh perspective on management and organizational behavior, making it a relevant resource for those interested in business and economics.
Official synopsis Publisher
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.
Written by the internationally renowned father of team-role theory, R. Meredith Belbin
Radical re-assessment of of how teams develop incorporating colour-coding
Presents a new means of delivering greater efficiency in a dynamic process that equally involves managers and jobholders
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