Job Design and Technology: Taylorism vs. Anti-Taylorism

Job Design and Technology: Taylorism vs. Anti-Taylorism

by Hans D. Pruijt
     
 

ISBN-10: 0415158699

ISBN-13: 9780415158695

Pub. Date: 10/28/1997

Publisher: Taylor & Francis

Despite global competition and the need for speed, flexibility and quality, trends such as lean production and McDonaldization show that Taylorism remains alive and well in the contemporary workplace.
There is however a countermovement, particularly in North-West Europe, where successful alternatives are being pursued. Job Design and Technology

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Overview

Despite global competition and the need for speed, flexibility and quality, trends such as lean production and McDonaldization show that Taylorism remains alive and well in the contemporary workplace.
There is however a countermovement, particularly in North-West Europe, where successful alternatives are being pursued. Job Design and Technology fills an important gap, by analyzing 150 cases of anti-Taylorist initiatives in Scandinavia, the UK and the Netherlands. It aims to show that real change can be achieved in the workplace and the quality of the working experience greatly enriched by moving away from the drudgery of the assembly line.

Product Details

ISBN-13:
9780415158695
Publisher:
Taylor & Francis
Publication date:
10/28/1997
Series:
Routledge Advances in Management and Business Studies Series
Pages:
208
Product dimensions:
6.30(w) x 9.30(h) x 0.70(d)
Lexile:
1230L (what's this?)

Table of Contents

List of illustrationsix
Prefacex
Acknowledgmentsxii
1Introduction1
Taylorism proved to be more persistent than many had expected2
Anti-Tayloristic initiatives can give insight into the range of options for the application of information technology and job design, and the possibilities for planned change in this area4
Neo-Taylorism needs an alternative8
Anti-Tayloristic initiatives10
Data collection11
Data analysis12
General theory13
Structure of the book16
2Inside Consensual Alternatives to Taylorism18
Introduction18
The drive to change: Taylorist troubles, economic and moral19
Inherent dysfunctions19
Changing structures26
Changing attitudes31
Social movement aspects35
Summary and conclusions39
3Enlightenment: Showing Managers the Way41
Introduction41
Scientific support: the business of consultant-researchers42
Strategies for diffusion53
Developing anti-Tayloristic technology55
Subsidizing firms for implementing alternative organization models61
The political level: institutionalization of humanization policy63
Concluding note66
4Consensual Alternatives: Achievements in Job Design67
Introduction67
Alleviation of technical discipline67
Job enlargement70
Job enrichment73
Decentralization of responsibility to the shop-floor level81
Participation84
A note on prevention88
Success and regression89
Contingencies reveal vulnerability93
Diffusion94
Conclusions95
5Management Power and Efficiency as Constraints97
Management power as an end in itself97
The compatibility of anti-Taylorism with efficiency103
Concluding note on constraints115
6Alternative Alternatives116
A conceptual model of anti-Tayloristic policy116
Worker mobilization as an antidote119
Government-enforced standards for work organization: pushing humanization beyond the bounds of efficiency?140
Conclusions143
7A Final Note on Anti-Taylorism146
Appendix149
Notes152
Bibliography169
Index188

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