but it is not going to be contained in the familiar envelopes we call jobs. In fact, many organizations are today well along the path toward being "de-jobbed."." Jobs and job descriptions, until recently, tended to follow their prescriptions and to be fairly detailed and specific. By the mid-1900s writers were reacting to what they viewed as "dehumanizing" aspects of pigeonholing workings into highly repetitive and specialized jobs; many proposed solutions like job enlargement, job rotation, and job enrichment. Job enlargement means assigning workers additional same-level tasks, thus increasing the number of activities they perform. Job rotation means systematically moving workers from one job to another. Psychologist Frederick Herzberg argued that the best way to motivate workers is to build opportunities for challenge and achievement into their jobs through job enrichment. Job enrichment means re-designing jobs in a way that increases the opportunities for the worker to experience feelings of responsibility, achievement, growth and recognition. Whether enriched, specialized or enlarged, workers still generally have specific jobs to do, and these jobs have required job descriptions. In many firms today, however, jobs are becoming more amorphous and difficult to define. In other words, the trend is toward dehubbing. Dejobbing, broadening the responsibilities of the company's jobs, and encouraging employees to not limit themselves to what's on their job descriptions, is a result of the changes taking place in business today. Organizations need to grapple with trends like rapid product and technological changes, and a shift to a service economy. This has increased the need for firms to be responsive, flexible, and generally more competitive. In turn, the organizational methods managers use to accomplish this have helped weaken the meaning of a job as a well-defined and clearly delineated set of responsibilities. Here are some methods that have contributed to this weakening of JOB's meaning: Flatter organizations: Instead of traditional pyramid-shaped organizations with seven or more management layers, flat organizations with only three or four levels are becoming more prevalent Work teams: Managers increasingly organize tasks around teams and processes rather than around specialized functions. In an organization like this, employees' jobs change daily and there is an intentional effort to avoid having employees view their jobs as a specific set of responsibilities. An example of this in action in information technology is the Scrum methodology in software development, which specifically states that within the Scrum process, the only recognized title for