Job Design and Technology: Taylorism vs. Anti-Taylorism Book

	List of illustrations	ix
	Preface	x
	Acknowledgments	xii
1	Introduction	1
	Taylorism proved to be more persistent than many had expected	2
	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 area	4
	Neo-Taylorism needs an alternative	8
	Anti-Tayloristic initiatives	10
	Data collection	11
	Data analysis	12
	General theory	13
	Structure of the book	16
2	Inside Consensual Alternatives to Taylorism	18
	Introduction	18
	The drive to change: Taylorist troubles, economic and moral	19
	Inherent dysfunctions	19
	Changing structures	26
	Changing attitudes	31
	Social movement aspects	35
	Summary and conclusions	39
3	Enlightenment: Showing Managers the Way	41
	Introduction	41
	Scientific support: the business of consultant-researchers	42
	Strategies for diffusion	53
	Developing anti-Tayloristic technology	55
	Subsidizing firms for implementing alternative organization models	61
	The political level: institutionalization of humanization policy	63
	Concluding note	66
4	Consensual Alternatives: Achievements in Job Design	67
	Introduction	67
	Alleviation of technical discipline	67
	Job enlargement	70
	Job enrichment	73
	Decentralization of responsibility to the shop-floor level	81
	Participation	84
	A note on prevention	88
	Success and regression	89
	Contingencies reveal vulnerability	93
	Diffusion	94
	Conclusions	95
5	Management Power and Efficiency as Constraints	97
	Management power as an end in itself	97
	The compatibility of anti-Taylorism with efficiency	103
	Concluding note on constraints	115
6	Alternative Alternatives	116
	A conceptual model of anti-Tayloristic policy	116
	Worker mobilization as an antidote	119
	Government-enforced standards for work organization: pushing humanization beyond the bounds of efficiency?	140
	Conclusions	143
7	A Final Note on Anti-Taylorism	146
	Appendix	149
	Notes	152
	Bibliography	169
	Index	188