ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The practical difficulties of introducing certain ideas, particularly within large, diversified multinationals, which have grown largely by acquisition, are enormous. It reports that many managers feel that these elements are currently lacking in their jobs and that, as a result, their organizations are not fully utilizing their skills. The attempts at job enrichment have focused upon unskilled and semi-skilled manual employees rather than managers. The book discusses the latter have more typically been given opportunities to make lateral transfers between existing jobs as a means of providing broader experience, given the existence of promotion blockages of the kind. It attempts to break managerial jobs down into a series of measurable targets that can eliminate a sense of challenge and, thereby, demotivate managers. The emphasis upon short-term results is perhaps best illustrated by the current popularity of performance-related pay systems.
