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107. ¡°The most effective way for managers to assign work is to divide complex tasks into their simpler component parts. This way, each worker completes a small portion of the task but contributes to the whole.¡±
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case by case.
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2£¬  µ«ºÜ¶à¹¤×÷²»ÊʺϽö½öliterally divide²ð·Ö¡£ÔÚÒªÇóÁ¬¹áµÄcoherent reasoning. ¸÷¸ö²¿·ÖÖ®¼äclose related. ËùÒÔ£¬µÚÒ»£¬ÐèÒªÕû¸öС×éµÄÈ˽øÐÐÓÐЧµÄcommunication£¬µÚ¶þ£¬ÐèÒª¶ÔÍŶÓÕû¸öcollective goalµÄadequate comprehension£¬µÚÈý£¬±£Ö¤ÕâÁ½ÌõµÄ±ØÒªÌõ¼þprerequisite to meet the two needs is ÍŶӺÏÀíµÄÈËÊý£¬²»Äܹý¶à£¬Ò²²»ÄܹýÉÙ¡£µÚËÄ£¬ÒªÓÐÒ»¸öteam leader£¬¸ºÔðÖ¸»ÓºÍЭµ÷¹¤×÷provide effective guide and lead the team to adhere to the collective goal (common purpose).
phrases: fragment work into small units; Distinct divisions of labor; stifle creativity; undermine self-motivation and pride in one¡¯s work; collaboration=cooperation;
Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.-----ÓÃÔÚ¶ÔÔ±¹¤È±·¦Ð§ÂÊʱµÄ²¹³ä£¬ºÜÓÐÓã¡£¡
 
View1: work division and assignment is an efficient way to get things done. However, merely dividing work among workers can not assure the final accomplishment of the task.
Evidence:   fragmenting work into small units leads to employee alienation, Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. then become less committed to their work, and less productive. In addition, the lack of overall conception may lead to adjusting difficulties. Moreover, Compartmentalizing tasks can stifle cooperation.  
View2: However, team work is not to simply add one component to another, but to organically conform all components together.
 
The stated opinion is that the most effective way for managers to assign work is to divide complex tasks into their simpler component parts. This strategy is probably cost-effective (½ÚÊ¡³É±¾µÄ) in many situations. However, I think that it works against important organizational values over time.
Distinct divisions of labor are efficient for a number of reasons. First of all, workers with few highly specific skills are usually cheaper to hire than those with broader education and experience. Secondly, it is less expensive to train employees in narrow areas. Finally, strict compartmentalization (n.Çø·Ö, »®·Ö) of tasks makes it easier for managers to control employees, and, therefore, to control and increase productivity. But however profitable this strategy might be in the short run, it can ultimately work against the organization.
To begin with, fragmenting work into small units leads to employee alienation. Those responsible for only a detailed component of a project can easily lose sight of larger organizational goals and their own importance in achieving them. Research indicates that they then become less committed to their work, and less productive. Of course, unproductive employees can be replaced. But replacement is costly; and high employee turnover is bad for organizational morale.
In addition, compartmentalizing tasks can stifle creativity, as well as undermine self-motivation and pride in one¡¯s work. With little collaboration or even communication between discrete work units, larger creative insights are lost. And, cooperative efforts usually foster a series of common purpose and pride in accomplishment.
Of course, diversifying jobs and increasing worker participation in larger projects could lead to lower productivity. But the experience of large manufacturing corporations like General Motors shows just the opposite. When GM facilities implemented these and other strategies to improve work-place quality, they reported that productivity increased.
In conclusion, I believe that organizing work into discrete tasks will compromise important organizational values like creativity, self-motivation, commitment and pride in accomplishment. So, although there are times when small divisions of labor will be necessary, generally work should be diversified, and workers should have greater involvement in projects overall.