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.

1. De-Jobbing
• Replacing fixed jobs with tasks
performed by evolving teams
– Hierarchy not maintained
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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
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