ABSTRACT
The issue of how a job should be set up has far-reaching consequences for both the vitality of businesses and its impact on society. Yet on the whole it is not a matter that is widely recognized; nor has it excited much attention among managers themselves, since the general presumption in hierarchical organizations is that the position is basically simple. When a job has to be done, the person in charge should make it clear exactly what work has to be performed, demonstrate if necessary how it is to be done and routinely check that the orders, or instructions, have been followed. Such an outlook inevitably lends itself to a systematic approach of which the most advanced was termed Scientific Management, otherwise eponymously known as Taylorism.
