The new Taylorism

J.A. Brandon

International Journal of Human Resources Development and Management, 2001, vol. 1, issue 2/3/4, 162-170

Abstract: Corporate structures are widely being transformed into complex systems of small heterogeneous operating units often with weak bonds of corporate identity. There is opportunity for the evolution of operational practices which erode the competitiveness of the organisation. The key conclusion of the paper is that, without a common vision and a set of common values, the focus of the organisation will diffuse and its direction will be fragmented.

Keywords: Taylorism; McGregor; atomised organisation; control and communication. (search for similar items in EconPapers)
Date: 2001
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