By Hans Pruijt
Regardless of international festival and the necessity for velocity, flexibility and caliber, traits equivalent to lean creation and McDonaldization convey that Taylorism continues to be alive and good within the modern office. there's notwithstanding a countermovement, fairly in North-West Europe, the place winning possible choices are being pursued. task layout and know-how fills a tremendous hole, via examining one hundred fifty situations of anti-Taylorist tasks in Scandinavia, the united kingdom and the Netherlands. It goals to teach that genuine switch should be completed within the place of work and the standard of the operating adventure enormously enriched via relocating clear of the drudgery of the meeting line.
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Extra info for Job Design and Technology: Taylorism vs. Anti-Taylorism (Routledge Advances in Management and Business Studies, 4)
In the 1960s, Philips’ management in the Netherlands faced recruitment difficulties for simple jobs. From the middle echelons, initiatives emerged to provide a solution by changing the organization of work. A committee, chaired by a deputy director of production, launched the idea of “work structuring”: Work needs to be organized in such a way, that workers can use their abilities soon after they start in their jobs. In the long run, the effect of work structuring must be the development of “professions” for unskilled workers, that do justice to their abilities, ambitions and self-esteem….
1989:199–204), was to turn the tobacco branch into an “operational group,” responsible for buying raw materials, production and sales and having its own technical department. At IHC, 1987 saw the formation of business units. These units can try selling products on the external market. For example, one of the units operates an automated welding line for hull panels. This unit started selling panels to other shipyards. A new orientation towards the market Getting out of mass markets can be part of the set of strategies involving a departure from Taylorism.
The staff’s reaction was “Let’s do it. ” They organized meetings in which all who worked in the ward, from cleaning person to doctor, discussed the manner of working and the organization. There were thirteen meetings of three hours; all held after working hours. The reason for having the meetings after working hours was to enable everybody to participate, except the two or three nurses who had to stay on the ward. Training officers also participated in the meetings. Job design and technology 32 The solution that emerged was to subdivide the ward into two parts, each part having fourteen beds.