how to achieve more with less whilst keeping everyone happy
In our Introductory Series to Human Factors in Business, we explored concepts and tools from a wide variety of disciplines to support managers and leaders to develop a deeper understanding of the people component in business.
This book is picking up a particular business topic, the role of management in business, and provides new and old ideas in a simple, easy to understand format. We do so through the eyes of human factors in business.
If you have not already perused our Introductory Series (personality, stress, communicate and motivate), you may not get maximum benefit from this volume. We use human factors concepts in the text that have specific meanings and are part of models that help us to better understand human interaction, people’s perspective on the world, their needs, individual’s responses to stress and many other facets that create the rich tapestry we call humanity.
I certainly urge you to have a look at the Introductory Series first before carrying on.
The Human Factors in Business Applied Series draws on more than one hundred years of published knowledge. When perusing our collective wisdom in print, I could not help but wonder why some themes have been picked up over the years, time and time again. Obviously, where previous thinkers have identified shortcomings and prescribed their remedies and where the business community simply has not picked up on their ideas, we can only jump to one of two conclusions: the remedy has not been simple enough to implement, or the thinker has not been able to overcome the inertia of the business community.
The job of Manager has been around for a while. However, it has not been around for as long as many people might imagine! One hundred years ago, the structure of business was often that one boss, the owner, managed all staff. Only as companies grew in size and complexity and as different aspects of the business needed to be managed, the role of Manager emerged. In parts, the role of management is still poorly understood, even today, and corresponding warnings by thinkers are ignored.
I cannot expect that I will be able to overcome the inertia on a wider scale, but every journey starts with a first step. This is mine. However, I can attempt to keep things simple to give us the best chance to effect change. In that context, I am not getting hung up about technical perfection but come from the position of being ‘broadly right rather than precisely wrong’.