Working together or with?
7 December 2009
Read by 1967 persons
In what are considered new forms of work organization, the group, the team, or the limited-size collective work entity occupies an important place. The team seems to be a leitmotiv of modern organizations and a specific trait of Japanese work organizations, often cited as a model of efficiency.
Recruiters are not mistaken when they assess candidates' group work skills.
However, in practice, what is the real share of group work in daily work? Do employees work together or with each other?
Working "together" means doing the same tasks together. Thus, the salesperson and the technician can jointly prepare the quote that will be submitted to the prospect. Thus, the HR director and the operations director can choose the future employee together. Thus, senior managers can jointly build the company's strategy with the CEO and Managing Director.
But in practice, employees work "with", that is, they fit into a work chain, hoping that their colleagues will keep their commitments...
Thus, the salesperson who sold new aluminum windows to an individual has committed to a quality and deadlines, manufacturing deadlines and installation deadlines. He has done his job and now relies on the company's other departments for the chain to function properly. By studying upstream the technical difficulties that his colleagues would encounter, he had to trust them...
Thus, the IT salesperson sold an information system with constraints on manufacturing, installation, maintenance and intervention deadlines within X working hours... If he does not have complete confidence in the other teams, he will sell standard, a proven and well-established solution...
Thinking about it, everyone works in a team and participates in projects: sitting around a table, studying a project, evaluating its impact on each department, distributing the work, carrying out and controlling what has been done.
Then, only empathy is the true ability to detect in a candidate, this ability to put oneself in the other's place, in the other's shoes to better understand the constraints to which he will be subjected in order to pass him a "hot potato" but not a "burning" one...
Excerpt from the book "A collection of intellectual vitamins for common-sense management"
Author Florian Mantione
Posted on December 7, 2009
florianmantione.com
Recruiters are not mistaken when they assess candidates' group work skills.
However, in practice, what is the real share of group work in daily work? Do employees work together or with each other?
Working "together" means doing the same tasks together. Thus, the salesperson and the technician can jointly prepare the quote that will be submitted to the prospect. Thus, the HR director and the operations director can choose the future employee together. Thus, senior managers can jointly build the company's strategy with the CEO and Managing Director.
But in practice, employees work "with", that is, they fit into a work chain, hoping that their colleagues will keep their commitments...
Thus, the salesperson who sold new aluminum windows to an individual has committed to a quality and deadlines, manufacturing deadlines and installation deadlines. He has done his job and now relies on the company's other departments for the chain to function properly. By studying upstream the technical difficulties that his colleagues would encounter, he had to trust them...
Thus, the IT salesperson sold an information system with constraints on manufacturing, installation, maintenance and intervention deadlines within X working hours... If he does not have complete confidence in the other teams, he will sell standard, a proven and well-established solution...
Thinking about it, everyone works in a team and participates in projects: sitting around a table, studying a project, evaluating its impact on each department, distributing the work, carrying out and controlling what has been done.
Then, only empathy is the true ability to detect in a candidate, this ability to put oneself in the other's place, in the other's shoes to better understand the constraints to which he will be subjected in order to pass him a "hot potato" but not a "burning" one...
Excerpt from the book "A collection of intellectual vitamins for common-sense management"
Author Florian Mantione
Posted on December 7, 2009
florianmantione.com
