On Business & Work
İÇİNDEKİLERContentsPreface Part I. Introduction and overview 1. Competence and choice at work 2. On business and work: An overview Business in transition New management practices Business in centrally planned economies Labour market trends Technological change in the workplace Trends and issues in restructuring work organization Lessons from Japan Central and Eastern Europe The flexibility potential of high technology Stress and strain problems New needs for training and learning on the job Private services Non-commercial services Trade union policies New technologies and future challenges Policies for the 1990s Work design Challenges to the future Bottlenecks and contradictions Services The design process A new agenda for the design of advanced socio-technical systems Responses and initiatives for change: Policies and programmes Aims and processes The role of the State Part II. The context of change 3. Business in transition 3.1 Why business is going through a process of transition Some underlying concepts The globalization of the business community The growth of competence-based business systems Uneven regional distribution in the growth of new business systems Shorter life cycles, faster turnover New technology creates new business opportunities The need to renew business policies and management strategies 3.2 Business in transition in Central and Eastern Europe Problems and perspectives Business policies and management strategies 4. Labour market trends Trends in internal and external labour markets The shift in the structure of employment The emergence of higher levels of unemployment The changing gender mix of labour markets Changes in the temporal nature of work Impact on working time Factors promoting change in labour markets Demographic change Technological change The growth of small and medium-sized enterprises Conclusions: Some policy implications 5. Technological change in the workplace The evolution of technology The main effects on the organization of work IV Aspects of the organization of work Future trends Knowledge as the focus of job design Conclusions: The changing conceptions of technology Annex: Forms of automation Part III. Policies 6. Initiatives for change and government programmes Organizational development as a problem Patterns of innovation Organizational change aftd the utilization of knowledge Some patterns of development Development and policy The role of the State: Some points of departure The traditional approach to health and safety Some general perspectives The issue of level Objectives The development and transfer of knowledge The in-depth dimensions of development The new enterprise 7. Business policies and management strategies Good management is diverse From business administration to global business development New management strategies for industrial production "Lean management" - A new concept from a study of the global motor industry New leadership strategies Business leadership and ethics Women: The reserve of hidden talent Why it is vitally important to make better use of women managers The development of women in management The learning enterprise: New attitudes towards the renewal of competence Developing, newly industrializing and mature industrialized economies: Differences and similarities 8. Trade union policy 8.1 Trade union policy in mature economies General factors influencing union attitudes Working-time policies Technological change and the need for "flexibility" New management techniques Teams, groups and cells: Autonomy or neo-Taylorism? Case studies from the American and British motor industries Future challenges 8.2 Central and Eastern Europe: A special case? ' The industrial relations heritage Collective bargaining Workers'participation ,r, - ' Workers'organizations Similarities and convergence in work organization '' The future: For better or for worse? Part IV. Practice 9. Experiences in restructuring work organization Changes in work organization: A historical perspective Traditional forms of work organization Structural trends and strategies Tendencies towards erosion Competing perspectives in the changing organization of work: Diverging paradigms Competing organizational models On the changing importance of work Some fundamental problems relating to the organization of work Manufacturing: The dynamics of integration and flexibility, collectivism and segmentation Basic trends in the organization of work Work organization in the high-tech environment CIM The quality of work in CIM systems New forms of work organization: Problems, dilemmas, contradictions Services: Commercial and non-commercial activities Commercial services: The modernization drive Non-commercial services: In search of a viable model Between work and welfare: Beyond the standard labour relationship Part V. Work design 10. Developments in work design Challenges to the old order : Design and discourse: The emerging new order? The new orthodoxy: The challenge to design pluralism? Trends in the emergent reference system Customer-oriented production and services Mobilization of knowledge and commitment: The "generative mechanism" Networks and cooperation The innovation of organization and the organization of innovation The past in the future: Bottlenecks, vicious circles and contradictions The persistence of traditional hierarchies Illusionary decentralization Unrealistic expectations concerning the potential of technology The socio-ecological vicious circle Subservient participation Flexible rigidity or rigid flexibility? The external costs of flexible integration Innovative regulation: Generative mechanisms and virtuous circles ! Organizational innovations as prerequisites for technological development Human resources and factory planning Skilled group work The right to modern work materials The combination of management principles Quality of work relations and quality of services Towards an innovative alliance for organizational design 11. Intervening in the future of work and design Design and automation Changing conceptions of design Design and socio-technical change A new agenda for the design of advanced socio-technical systems Figures 4.1 Sectoral employment trends in the European Community, 1960-87 5.1 Fields of application of various forms of production automation 5.2 The changing structure of manpower and tasks in motor vehicle assembly 5.3 Impact of information technology on four main organizational forms 5.4 Manufacturing philosophy: Traditional and for flexible systems 5.5 Different structures of technical organization 9.1 Horizontal and vertical integration of the inner-firm information system 9.2 Assembly design and work organization in the Swedish car industry 10.1 Productivity versus quality in the assembly plant Tables 3.1 Standardized unemployment rates in selected OECD countries, 1984-89 4.1 Sectoral distribution of employment, United States and Japan, 1970-86 4.2 Distribution of employment, Central and Eastern Europe, 1960-89 4.3 GDP growth and changes in the unemployment rate, selected OECD countries, 1973-88 4.4 Incidence of long-term unemployment from survey-based data, selected OECD countries, 1983-89 4.5 Labour force participation rates by sex, OECD countries, 1973-90 4.6 Labour force participation rates by sex, selected Central and Eastern European countries, 1950s/l 960s-1980s 4.7 Ratio of female to male hourly earnings for manual workers in manufacturing, selected OECD countries, 1970-88 4.8 Size and composition of part-time employment, selected OECD countries, 1979-90 4.9 Average yearly hours actually worked per person, selected OECD countries, 1970-88 5.1 Robot applications, selected OECD countries, 1987 8.1 Changes in trade union membership in selected OECD countries, 1970-89 8.2 Annual working hours, Ford of Europe, 1991 8.3 Hours worked in the motor industry, selected countries, 1987 9.1 Taylorism-Fordism and alternatives 9.2 Developmental scenarios of operational deployment strategies for computer-assisted and -integrated PPS systems 9.3 Basic framework for the deployment of expert systems 9.4 Strategies and patterns in CIM 10.1 Toyotism and its social environment  |
