Abstract
A little green Martian visiting any organization in Australia, the USA or the UK would notice that the people in the organizations do not behave randomly. Neither do they all behave similarly. Except in the very smallest organization, perhaps a partnership, people tend to specialize in certain activities. Specialization happens because, up to a point, it brings enormous benefits. People can become more skilled at a narrow range of tasks than being an incompetent ‘Jack of all trades’. It also helps others to deal with the organization. The Broken Hill Steel Company employs thousands of people — you can imagine the chaos in chasing up an application form if its progress had been allotted at random to one of the staff!
This is a preview of subscription content, log in via an institution to check access.
Preview
Unable to display preview. Download preview PDF.
References for Chapter 2
Alban-Metcalf, B. and Nicholson, N. (1984) The Career Development of British Managers, British Institute of Management, London.
Banks, M. H., Jackson, R. R., Stafford, E. M. and Warr, P. B. (1982) The Job Components Inventory Mark II, Manpower Services Commission, Sheffield, England.
Belbin, R. M. (1981) Management Teams: why they succeed or fail, Heinemann, London.
Blum, M. L. and Naylor, J. C. (1968) Industrial Psychology, Harper and Row, London.
Carlson, S. (1951) Executive Behaviour: a study of the work loads and working methods of managing directors, Strombergs, Stockholm.
Cunningham, J. W., Boese, R. R., Need, R. W. and Pass, J. J. (1983) Systematically derived work dimensions’, Journal of Applied Psychology, 68, 232–52.
Davidson, M. J. (1985) Reach For the Top: a Women’s Guide to Success in Business and Management, Piatkus, London.
Davidson, M. J. and Cooper, C. L. (1987) ‘Occupational stress in female managers: a comparative study’, Journal of Management Studies, 21, 2, 185–205.
Fleishman, E. A. and Quaintance, M. K. (1984) Taxonomies of Human Performance, Academic Press, London.
Flannagan, J. C. (1949) ‘Critical requirements: a new approach to employee evaluation’, Personnel Psychology, 2, 419–25
Kotter, J. (1982) The General Manager, Free Press, New York.
McCormick, E. J., Jeanneret, P. R. and Mecham, R. C. (1969) Position Analysis Questionnaire (PAQ), Occupational Research Center, Purdue University, Purdue, USA.
Mintzberg, H. (1983) The Nature of Managerial Work, Harper and Row, New York.
Nicholson, W. and West, M. A. (1988) Managerial Job Change: Men and Women in Transition, Cambridge University Press, Cambridge.
Pearlman, K. (1980) ‘Job families: a review and discussion of their implication for personnel selection’, Psychological Bulletin, 87, 1, 1–29.
Powell, G. N. (1988) Women and Men in Management, Sage, London.
Saville Holdsworth Ltd (1988) Manual for the Work Profiling System, Saville Holdsworth, Esher, Surrey.
Smith, J. M. and Robertson, I. T. (1986) The Theory and Practice of Systematic Staff Selection, Macmillan, London.
Stewart, R. (1967) Managers and their Jobs, McGraw-Hill, Maidenhead.
Stewart, R. (1982) Choices for the Manager, Prentice-Hall, Englewood Cliffs, N. J.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Copyright information
© 1991 Mike Smith and Lynn Davidson
About this chapter
Cite this chapter
Smith, M., Davidson, L. (1991). Analysing Jobs: The Manager and the Job. In: Smith, M. (eds) Analyzing Organizational Behaviour. Palgrave, London. https://doi.org/10.1007/978-1-349-21542-3_2
Download citation
DOI: https://doi.org/10.1007/978-1-349-21542-3_2
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-51704-8
Online ISBN: 978-1-349-21542-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)