Meredith Belbin's latest work draws on recent research into the nature of work itself. By understanding work, managers can allocate tasks more effectively. Abstract: Meredith Belbin's latest work draws on recent research into the nature of work itself. By understanding work, managers can allocate tasks more effectively 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. Content: Copyright , Page iv Colour plates , Page vii Preface , Pages ix-xi The colours of Work Roles , Pages xiii-xiv Chapter 1 - Orders and disorders , Pages 1-7 Chapter 2 - The true nature of a modern job , Pages 8-15 Chapter 3 - Reclassifying work: tasks versus responsibilities , Pages 16-18,cp1-cp4,19-24 Chapter 4 - ‘So what's the job?’ , Pages 25-33 Chapter 5 - Overcoming initial problems , Pages 34-39 Chapter 6 - Job casting and job briefing , Pages 40-47 Chapter 7 - Improving communications , Pages 48-50,cp1-cp4,51-56 Chapter 8 - Quantifying the way we work , Pages 57-62 Chapter 9 - Managing the feedback , Pages 63-68 Chapter 10 - Creating a new culture , Pages 69-75 Chapter 11 - Fostering team empowerment , Pages 76-80 Chapter 12 - From competence to excellence , Pages 81-87 Chapter 13 - Team roles and colour codes , Pages 88-93 Chapter 14 - Managers and leaders revisited , Pages 94-101 Chapter 15 - A way forward , Pages 102-107 Appendix 1 - A glossary of terms , Pages 108-109 Appendix 2 - Workset - audit of existing practices in job setting , Pages 110-112 Index , Pages 113-115 Inhaltsübersicht: List of colour plates, Preface, The colours of Work Roles, 1. Order and disorders, 2. The true nature of modern job, 3. Reclassifiying work: tasks versus responsabilities, 4. So what'ss the job? 5. Overcoming initial problems, 6. Job casting and job briefing, 7. Improving communications, 8. Quantifying the way we work, 9. Managing the feedback, 10. Creating a new culture, 11. Fostering team empowerment, 12. From competence to excellence, 13. Team roles and colour codes, 14. Managers and leaders revisited, 15. A way forward, Appendix 1: A glossary of terms, Appendix 2: Work Roles - audit of existing practices in job setting, Index
