| Popis: |
This chapter illustrates two main processes by which the management contradiction operates to drive deviation from widely agreed best practice. First, the management contradiction is expressed in two competing logics of valorization: substantive empowerment versus traditional taylorism. In a top-down process, some managers continue to be influenced by the fordist-taylorist logic of valorization, thus prioritizing the use of workers for physical labor and failing to engage them in abstract cognitive labor. Second, in a bottom-up process, some managers respond to their local situation by satisficing: settling for good enough performance produced by implementing a package of basic lean practices but failing to devolve responsibility and train workers for engaging in problem solving and decision making. |
