107. “The most effective way for managers to assign work is to divide complex tasks into their simpler component parts. This way, each worker completes a small portion of the task but contributes to the whole.”
“經(jīng)理指派工作的的方法是把負責的工作分成比較簡單的組成部分。這樣的話，每個工人完成工作的一小部分但對整體都有貢獻?！?BR> 1， 每個員工都目標明確因此更有效率
2， 缺乏全局觀念也可能出現(xiàn)協(xié)調上的困難
3， 好的leader好的分配是前提和保證
case by case.
1， 有些龐大的工程big and complex project，需要人們把工作細分，a, 單獨的人沒有力量完成，會take much more time，團隊之間合作更有利于完成整個任務。b, 每個人可以做自己最擅長的工作。each member can choose the part that she or he are good at. 這樣就整體上eliminate the total amount of time to complete the whole task.
2， 但很多工作不適合僅僅literally divide拆分。在要求連貫的coherent reasoning. 各個部分之間close related. 所以，第一，需要整個小組的人進行有效的communication，第二，需要對團隊整個collective goal的adequate comprehension，第三，保證這兩條的必要條件prerequisite to meet the two needs is 團隊合理的人數(shù)，不能過多，也不能過少。第四，要有一個team leader，負責指揮和協(xié)調工作provide effective guide and lead the team to adhere to the collective goal (common purpose).
phrases: fragment work into small units; Distinct divisions of labor; stifle creativity; undermine self-motivation and pride in one’s work; collaboration=cooperation;
Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.-----用在對員工缺乏效率時的補充，很有用??！
View1: work division and assignment is an efficient way to get things done. However, merely dividing work among workers can not assure the final accomplishment of the task.
Evidence: fragmenting work into small units leads to employee alienation, Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. then become less committed to their work, and less productive. In addition, the lack of overall conception may lead to adjusting difficulties. Moreover, Compartmentalizing tasks can stifle cooperation.
View2: However, team work is not to simply add one component to another, but to organically conform all components together.
The stated opinion is that the most effective way for managers to assign work is to divide complex tasks into their simpler component parts. This strategy is probably cost-effective (節(jié)省成本的) in many situations. However, I think that it works against important organizational values over time.
Distinct divisions of labor are efficient for a number of reasons. First of all, workers with few highly specific skills are usually cheaper to hire than those with broader education and experience. Secondly, it is less expensive to train employees in narrow areas. Finally, strict compartmentalization (n.區(qū)分, 劃分) of tasks makes it easier for managers to control employees, and, therefore, to control and increase productivity. But however profitable this strategy might be in the short run, it can ultimately work against the organization.
To begin with, fragmenting work into small units leads to employee alienation. Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. Research indicates that they then become less committed to their work, and less productive. Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.
In addition, compartmentalizing tasks can stifle creativity, as well as undermine self-motivation and pride in one’s work. With little collaboration or even communication between discrete work units, larger creative insights are lost. And, cooperative efforts usually foster a series of common purpose and pride in accomplishment.
Of course, diversifying jobs and increasing worker participation in larger projects could lead to lower productivity. But the experience of large manufacturing corporations like General Motors shows just the opposite. When GM facilities implemented these and other strategies to improve work-place quality, they reported that productivity increased.
In conclusion, I believe that organizing work into discrete tasks will compromise important organizational values like creativity, self-motivation, commitment and pride in accomplishment. So, although there are times when small divisions of labor will be necessary, generally work should be diversified, and workers should have greater involvement in projects overall.
“經(jīng)理指派工作的的方法是把負責的工作分成比較簡單的組成部分。這樣的話，每個工人完成工作的一小部分但對整體都有貢獻?！?BR> 1， 每個員工都目標明確因此更有效率
2， 缺乏全局觀念也可能出現(xiàn)協(xié)調上的困難
3， 好的leader好的分配是前提和保證
case by case.
1， 有些龐大的工程big and complex project，需要人們把工作細分，a, 單獨的人沒有力量完成，會take much more time，團隊之間合作更有利于完成整個任務。b, 每個人可以做自己最擅長的工作。each member can choose the part that she or he are good at. 這樣就整體上eliminate the total amount of time to complete the whole task.
2， 但很多工作不適合僅僅literally divide拆分。在要求連貫的coherent reasoning. 各個部分之間close related. 所以，第一，需要整個小組的人進行有效的communication，第二，需要對團隊整個collective goal的adequate comprehension，第三，保證這兩條的必要條件prerequisite to meet the two needs is 團隊合理的人數(shù)，不能過多，也不能過少。第四，要有一個team leader，負責指揮和協(xié)調工作provide effective guide and lead the team to adhere to the collective goal (common purpose).
phrases: fragment work into small units; Distinct divisions of labor; stifle creativity; undermine self-motivation and pride in one’s work; collaboration=cooperation;
Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.-----用在對員工缺乏效率時的補充，很有用??！
View1: work division and assignment is an efficient way to get things done. However, merely dividing work among workers can not assure the final accomplishment of the task.
Evidence: fragmenting work into small units leads to employee alienation, Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. then become less committed to their work, and less productive. In addition, the lack of overall conception may lead to adjusting difficulties. Moreover, Compartmentalizing tasks can stifle cooperation.
View2: However, team work is not to simply add one component to another, but to organically conform all components together.
The stated opinion is that the most effective way for managers to assign work is to divide complex tasks into their simpler component parts. This strategy is probably cost-effective (節(jié)省成本的) in many situations. However, I think that it works against important organizational values over time.
Distinct divisions of labor are efficient for a number of reasons. First of all, workers with few highly specific skills are usually cheaper to hire than those with broader education and experience. Secondly, it is less expensive to train employees in narrow areas. Finally, strict compartmentalization (n.區(qū)分, 劃分) of tasks makes it easier for managers to control employees, and, therefore, to control and increase productivity. But however profitable this strategy might be in the short run, it can ultimately work against the organization.
To begin with, fragmenting work into small units leads to employee alienation. Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. Research indicates that they then become less committed to their work, and less productive. Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.
In addition, compartmentalizing tasks can stifle creativity, as well as undermine self-motivation and pride in one’s work. With little collaboration or even communication between discrete work units, larger creative insights are lost. And, cooperative efforts usually foster a series of common purpose and pride in accomplishment.
Of course, diversifying jobs and increasing worker participation in larger projects could lead to lower productivity. But the experience of large manufacturing corporations like General Motors shows just the opposite. When GM facilities implemented these and other strategies to improve work-place quality, they reported that productivity increased.
In conclusion, I believe that organizing work into discrete tasks will compromise important organizational values like creativity, self-motivation, commitment and pride in accomplishment. So, although there are times when small divisions of labor will be necessary, generally work should be diversified, and workers should have greater involvement in projects overall.