JOB HANDLING in DESIGN ORGANIZATIONS
Post 279 ⇒ by Gautam Shah →
Organizations exploit both, the individual talents and traits of their employees. FIRST, persons with only required qualities are sought. SECOND, better compensations are offered for hiring specific qualities. THIRD, incentives are offered to individuals who show readiness to reformat their talents and traits. FOURTH, employees unable to convert are punished, or shifted out of the organization. Employees of the organization are motivated in different ways to modify or upgrade their expertise.
Beyond paying out incentives, organizations use Job assignment as the key method, to exploit the human resources. Organizations divide their projects, assignments etc. into manageable lots or jobs of various skill and resources-based specialities. These are then assigned to individuals or teams as distinct roles. Jobs are presented as an opportunity, challenge, and incentive to a person or a team.
Design creation processes have many stages such as project formulation, concept evolution, planning, detailing, job award processes, execution, client and consultant relationships. In very small offices few individuals take on many of these roles. In very large offices there could be several individuals or departments to handle these functions.
A leader of the organization or project manager diverts a job from one to another person, to achieve diverse results. Jobs are assigned to remove the tedium of repetitions, or to provide new training or exposures. Jobs are also given out, to infuse new thoughts, work methods, and utilize different resources (plant, equipments, tools, talents). An organization becomes innovative and creative through such shifting of the personnel.
In design organizations personnel are identified in terms of their talent, and experience. In medium to large organizations common pools of human and other resources are formed. Project managers draw from such pools their requirements of human and other resources.
An organization is formed of employees of different talents and personality traits. These manifest in their attitude and conduct. A person may reflect multiple characteristics within a situation, or show a different personality if adequately motivated and conditioned.
Dream-weavers are prolific generators of ideas and new concepts, but lack the skill to detail them. The dream-weavers are mercurial and often have a fear of failure. A dream weaver must be an extrovert otherwise never gets acknowledged.
Technocrats have a talent of visualizing structured entities. For them an entity is conceivable, if it is structured and so practicable. Technocrats are fastidious, uncompromising, and hard-headed. A technocrat may get entwined in detailing the parts, and may lose the grasp of the holistic scheme.
Exponents enjoy advocating ideas or schemes, without bothering either its authorship or practicability. They feel that the public attention received through the advocacy is the measure of their skill and success.
Patrons are not necessarily resourceful people, but are ready to support any new activity that takes them away from their routine chores, provides a novel experience, and keeps them busy. A person may become a sponsor by virtue of the position and powers to allocate resources. Such people are motivated by strategic gains through various sponsorships.
Arrangers are expert manipulators, and keenly look for a chance to jump into any difficult situation to manage it. As a risk taker they collect a lot of benefits, and very fast.
Orthodox are very over careful by personality. Their conservatism is due to a struggle less life or due to old age lethargy. They detest change, but if instrumental of causing even minor innovation, take a great pride.