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De Jobbing

Dejobbing refers to broadening employee responsibilities beyond their formal job descriptions. It is a trend in many companies today as jobs become more vague and difficult to define. There are several reasons for this trend, including flatter organizational structures, increased use of work teams, boundary-less organizations, and business process reengineering. Flatter structures mean managers supervise more employees, expanding job roles. Work teams organize tasks around cross-functional processes rather than specialized jobs. Boundary-less organizations reduce barriers between departments through cross-functional teams. Reengineering aims to radically redesign processes and replace specialized divisions of labor with integrated, team-based processes. The overall goal of dejobbing is to encourage employees to not limit themselves to narrow

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830 views1 page

De Jobbing

Dejobbing refers to broadening employee responsibilities beyond their formal job descriptions. It is a trend in many companies today as jobs become more vague and difficult to define. There are several reasons for this trend, including flatter organizational structures, increased use of work teams, boundary-less organizations, and business process reengineering. Flatter structures mean managers supervise more employees, expanding job roles. Work teams organize tasks around cross-functional processes rather than specialized jobs. Boundary-less organizations reduce barriers between departments through cross-functional teams. Reengineering aims to radically redesign processes and replace specialized divisions of labor with integrated, team-based processes. The overall goal of dejobbing is to encourage employees to not limit themselves to narrow

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javadene
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© © All Rights Reserved
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Contributed by, Prof.

Priya Unadkat

DEJOBBING
The changing
job market
Whether specialized, enlarged, or enriched, workers
still generally have specific jobs to do, and these jobs
have required job descriptions and job analysis. In
many firms today, however, jobs are becoming more
amorphous (unorganized, vague) and more difficult
to define. In other words, the trend is towards
dejobbing.
Dejobbing
is
broadening
the
responsibilities of the company jobs, and
encouraging employees not to limit themselves
to whats on their job descriptions.
Reasons for dejobbing:
The organizational methods managers use to
accomplish the various changes have helped weaken
the meaning of job as a well- defined and clearly
delineated set of responsibilities. Here is a sampling
of organizational factors that have contributed to this
weakening and to encouraging workers not to limit
themselves to narrowly defined jobs.
1. Flatter Organizations
Instead of traditional, pyramid-shaped organizations
with seven or more management layers, flat
organizations with just three or four levels are more
prevalent. 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.
2. 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 plants four product
areas. 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.
3. The Boundary-less Organization
In a boundary-less organization the widespread use of
teams and cross-functional task forces reduces and
makes more permeable the boundaries that typically
separate departments (like sales and production) and
hierarchical levels. The Boundary-less organization foster
responsiveness by encouraging employees to rid
themselves of thats-not-my-job attitude that typically
create walls between one employee area and another.
Instead the focus is on defining the project or task at
hand in terms of the overall best interests of the
organization, thereby further reducing the idea of a job
as a clearly defined set of duties.
4. Reengineering
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 and 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.

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