Download More Results-Oriented Job Descriptions: 226 Models to Use or by Roger J. Plachy, Sandra J. Plachy PDF

By Roger J. Plachy, Sandra J. Plachy

Beginning with the basis that solid worker functionality starts with a truly outlined activity, this source presents 228 version task descriptions overlaying a number different types. Readers may well use or adapt the types, or make their very own task descriptions. The types are integrated on a disk.

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Read or Download More Results-Oriented Job Descriptions: 226 Models to Use or Adapt -- With Guidelines for Creating Your Own PDF

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Extra info for More Results-Oriented Job Descriptions: 226 Models to Use or Adapt -- With Guidelines for Creating Your Own

Example text

Some writers say nearly the same thing over and over trying to make their point clear. Some writers use different categories that seem to say the same thingexpectations, accountabilities, and responsibilities. The formula used in this compendium is simple and straightforward. In this way, supervisors and employees get used to the regular, predictable presentation. The Result And Duty Are Read Together. The result to be accomplished and the duty to be performed must be read as one statement to distinguish between jobs.

Edited Examples Here are some examples of how the standard results and duties statements can be edited. Deletions are shown shaded, and additions are shown in italics. Page 25 4 Writing Results-Oriented Job Descriptions In many cases you will be able to either use the job descriptions in this compendium just as they are or edit them here and there to match your unique requirements. In some cases, you will need to write new results and duties. Here is the architecture of the statement for you to follow.

Let's face it, most people work in fairly straightforward jobs. Work comes in, it gets processed, it gets forwarded. However, swirling around employees' heads are consumer, quality, efficiency, value-added, shareholder, stakeholder, and team revolutions. Workers' eyes can no longer be focused down on processes but must be lifted up to new relationships. Organizations will fully implement the revolution only when managers and employees think first about the results that need to be accomplished before thinking about the way that work is accomplished.

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