TY  - BOOK
AU  - Holmes, Leonard.
AU  - Evans,Christina
TI  - Re-Tayloring Management: Scientific Management a Century On 
SN  - 9781409450764
AV  - T55.9.T377  R48 2013
U1  - 658.001 
PY  - 2013///
CY  - Abingdon
PB  - Taylor & Francis Group
KW  - Taylor, Frederick Winslow, -- 1856-1915. -- Principles of scientific management.;Industrial management.;Industrial engineering.;Management science
KW  - Electronic books
N1  - Chapter 1 Introduction -- PART I MANAGEMENT IN AN HISTORICAL CONTEXT -- Chapter 2 Stem Cell, Pathogen or Fatal Remedy? The Relationship of Taylor's Principles of Management to the Wider Management Movement -- Chapter 3 The Influence of Taylor on UK Business and Management Education -- Chapter 4 Managerial Performance and the Expertise of Managing: Prescriptive, Descriptive or Ascriptive? -- PART II TAYLOR'S LEGACY IN THE CONTEMPORARY KNOWLEDGE AND SERVICE ECONOMY -- Chapter 5 Call Centre Work: Taylorism with a Facelift -- Chapter 6 Digital Taylorism: Hybrid Knowledge Professionals in the UK ICT Sector -- Chapter 7 'Taylorism' without 'Taylor'? Some Reflections on 'Taylorism' and New Public Management -- Chapter 8 If It Moves, Measure It: Taylor's Impact on UK Higher Education -- PART III MANAGEMENT A CENTURY ON: CONTRADICTIONS, DILEMMAS AND PROSPECTS -- Chapter 9 Modern-Day 'Schmidts': The Legacy of Taylorism in Elite 'Professional' Roles -- Chapter 10 Job Design: From Top-Down Managerial Control to Bottom-Up 'Job Crafting' -- Chapter 11 Continuities, Discontinuities and Prospects for the Future of Management -- Index
N2  - Over a century has passed and yet there is growing evidence that knowledge workers across the globe today are as constrained by F.W. Taylor's much-maligned The Principles of Scientific Management, as factory workers were in the early twentieth century. Re-Tayloring Management looks critically at Taylor's philosophy on management and contrasts it with other perspectives that have since emerged, along with the professionalization of management and the growth in business and management education. The contributors demonstrate that despite the complexity and uncertainty that organizations face, instead of designing work systems where knowledge and service workers have the freedom to apply knowledge and skills at the point they are most needed, managers are obsessed with maintaining tighter control. This approach conflicts with contemporary job design principles, which emphasise 'job crafting', whereby individuals are encouraged to craft their role in a way that is congruent with their identity. Drawing on insights from academics with diverse backgrounds and interests, and organised around 'past', 'present' and 'future' themes, this book is a thought-provoking read for professional managers, as well as for postgraduate students and academics teaching and researching organizational studies and management
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