Chapter 4 Operations Management Addresses issues of work organization, physical outline of the workspace, logistics of the work-inprogress in the

e factor or office and other issues on day-to-day production. Value of division of labour Taylor, Scientific Management: Managers and engineers should evaluate and reformulate the existing rules of work procedures; disapproval of learn-by-doing and rule of thumbs; Intellectual labour and manual work should be separated; Reward the application of scientific management principles with higher pay. Giblreth separated beteen: The variables of the workers; The variables of the surrounding, equipment and tools; and The variables of the motion. By the end of the 1920s there was a general sense that Scientific Management had gone too far. Taylors legacy: Established the concept of management in its contemporary meaning, a process of planning, organizing, coordinating and controlling; Distinguished between manual and brain work; Emphasized the influence of motivation (conceived in crudely pecuniary terms). After WWII industrial sociology. Marx: the capitalist economic system has not only economic but also sociological implications, such as risk of alienation. Human Relations School: attempted to understand behaviour on the shop floor. Activities on the shop floor are by no means only regulated by rationality, but also by values, norms and beliefs. The shop floor is managed by influencing the communal order guiding and structuring daily work; resistance to change is overcome by targeting the culture of the corporation. Lupton: importance of maintaining harmony between opposing norms, values and objectives stability implies sacrificing some efficiency of the operation. Industrial sociology has become less important after the 60s. More recent concepts: Flexible specialization, a set of theories about work organization and the management of control operation. Redundancy of Fordist production system, smaller operations capable of customization (Northern Italian firms); Total Quality Management, continuous improvement and just-in-time leaner production systems from Japanese firms. The success of TQM is contingent on local conditions, needs to be accompanied by decision-making power at the ground level if it is not to be perceive just a rethoric; Business Process Engineering, idea that the whole organization can be restructured in terms of processes. Concept of management control, used to bring about conformance to organizational requirements for the ultimate purposes of the organization. More critical views point out that it is shaped by inequality. Rather than imposing forms of direct or indirect control, the emphasis is on attempting to control workers beliefs; e.g. creating a professional identity. Mainly applies to knowledge workers. Organization in teams is also a means of indirect supervision. Concept of routines, rules and practices: formally or informally enacted scripts for social actions. They are bearers of organizational experiences and knowledge, accumulated over time. They advantage the skilled worker. Summary: from Taylorism and scientific management we may learn to approach work in an analytic manner; from labour process studies, we learn that work is always inherently social (Social dimension factor in how people make sense of and negotiate work processes) and that human beings interpret and negotiate how work should be accomplished; from work organization theories we learn that making organizations run smoothly is a matter of assessing different objectives and goals and striking a balance between control, incentives and motivational factors.

Chapter 6 Leadership Shift from a traditional view of leadership (autocratic and leader-centered) to a charismatic/transformational view (democratic and vision-based). CEOs are figure-heads of their companies and undertake important communicative roles internally and e