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Dios Esta Trabajando (God is at Work)
Ken Eldred
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Title: Ampliaran Puerto de Houston: es uno de los mas grandes del mundo y aunque esta trabajando y ocupado a toda su capacidad, ya no hay mas espacio, por lo que se creara una nueva terminal, eso si, respetando el medio ambiente. Progreso. (La nueva terminal de Bayport).
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Title: Arturo Lona le reclama a Marcos: 'nos está lanzando a la guerra y nosotros estamos trabajando por una paz con dignidad y justicia'. (Lona, obispo de Tehuantepec, México; subcomandante Marcos, líder del Ejército Zapatista de Liberación Nacional; incluye artículo relacionado sobre atentados a miembros del clero católico)(TT: Arturo Lona complains to Marcos: 'he is sending us to war and we are working toward a peace with dignity and justice') (TA: Lona, bishop of Tehuantepec, Mexico; Marcos, leader of the Zapatista Army for National Liberation; includes related article about assaults upon members of the Catholic clergy)(Interview)
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In the great boom of the 1990s, top management's compensation soared, but the wages of most Americans barely grew at all. This wages stagnation has baffled experts, but in The New Ruthless Economy, Simon Head points to information technology as the prime cause of this growing wage disparity. Many economists, technologists and business consultants have predicted that IT would liberate the work force, bringing self-managed work teams and decentralized decision making. Head argues that the opposite has happened. Reengineering, a prime example of how business processes have been computerized, has instead simplified the work of middle and lower level employees, fenced them in with elaborate rules, and set up digital monitoring to make sure that the rules are obeyed. This is true even in such high-skill professions as medicine, where decision-making software in the hands of HMOs decides the length of a patient's stay in hospital and determines the treatments patients will or will not receive. In lower-skill jobs, such as in the call center industry, workers are subject to the indignity of scripting software that lays out the exact conversation, line by line, which agents must follow when speaking with customers. Head argues that these computer systems devalue a worker's experience and skill, and subject employees to a degree of supervision which is excessive and demeaning. The harsh and often unstable work regime of reengineering also undermines the security of employees and so weakens their bargaining power in the workplace. Drawing upon ten years of research visiting work places across America, ranging from medical offices to machine tool plants, Head offers dramatic insight into the impact of information technology on the quality of working life in the United States.
Customer Reviews:
Working Under the All-Seeing Eye.......2006-12-19
With Drucker`s Post Capitalist Society, I got the impression that production was the key to higher pay, but Head contradicts that notion saying that the American work force has been made more productive, but it still has not seen much of an increase in pay. A worker works harder and faster, but still gets paid about the same. Even white collar workers and highly skilled professionals are managed scientifically under Taylor's principles. There seems to be a spreading madness for higher production. It is dehumanizing to have to do tasks at a speed and manner that may not fit the personality and ability of the person doing the job. I suppose that increasing production may decrease the price of the product because of the increased supply due to higher production. This would lower the cost for the consumer who is also the worker, which would be a benefit.
I can see why workers resisted Taylor's schemes to get them to be more productive. It is much more desirable for the workers to set the pace without having supervision, rather than having a supervisor tell you to speed up. Besides, not everyone works at the same pace, unless you force them to.
Even health care has become a dehumanizing experience for patients as they too have to endure a managed care system geared toward production, rather than caring for the patient. It seems to be a very male-oriented philosophy to coldly concentrate only on production and beating out the less productive competition, as opposed to other values that could be emphasized.
By increasing the productivity of workers, an employer reduces the labor cost of making the product, ultimately trimming down the number of people employed. With Taylorism, the worker participates in his own eventual replacement by suggesting ways to do the work more efficiently.
Although there had been some talk of the increase of worker autonomy and empowerment with rise of Japanese auto production, actually management practiced a more refined Taylorism. Workers were both bored by simple tasks and stressed to keep up with the speed of the line. This decreased the quality of working life. Unions were unable to penetrate into Japanese run plants worldwide to attempt to slow down the line and give workers more power.
It's amazing that the engineers of the Casepoint software thought that it would work. Customers who call in about equipment they don't understand are often rambling and incoherent. Such unpredictability would ruin such a system. You need to use the human computer to figure out such problems. No artificial computers have been created yet that would fix such problems.
I agree with Reichheld that if you treat employees well and retain their loyalty and service, then the business runs much more smoothly and profitably, without having to resort to such immoral tactics as management by excessive and stressful monitoring. Management, employees, and customers benefit from having a humane work environment. Businesses should focus on this, rather on just production. Unfortunately, businesses often view their employees with contempt and think that they can be easily replaced. Businesses listen more to scientific managers, rather than to humane ones.
With Head's review of scientific management, I get the impression that Taylor and his followers really do belong in the lowest parts of hell. But focusing on higher production is not a bad pursuit as long as it doesn't become the only goal.
There are many problems with scientifically managed healthcare. Patients are "medical losses" in managed care; the term is used to describe the loss of profit when the patient cost the MCO to much money. Such patients are unprofitable clients to the reengineers following the principles of scientific management to try to reduce the cost of healthcare. The invasion of this philosophy into the healthcare system has not gone over well with doctors or patients. Patients don't want to be treated like products; doctors want to make their own decisions about the patient's care without having to go by the rigid guidelines of managed care. Because physicians are no longer making flexible decisions during the diagnosis of patients, medical errors are opening them up to lawsuits, which further increase the cost of healthcare. MCO's are more interested in making a profit, than merely holding down costs. Since there has been an increase of bureaucracy because of the contentious negotiations between doctors, hospitals, and HMO's, costs are increasing probably more so than they were before managed care. To bring costs down they must deny care to patients, particularly if they are unprofitable patients with severe and chronic health problems. This market solution to rising health care costs has not been that successful; the author suggests that all could be covered under nationalized health care. Drucker would probably object with the usual argument about people waiting years for a serious operation to be done under nationalized care.
Although companies talk of employee empowerment with the advent of IT technologies, the opposite has actually occurred. There is a chance for empowerment, but not with the way the technology is being used now. The technology actually gets in the way of employees becoming more experienced at solving problems, which could lead to job satisfaction. While scientific management has had some success in manufacturing as far as higher production goes, it has not been successful in services that deal with humans, which requires more complexity and caring. There are other values that are more important than production in the services. Head disagrees with Drucker that higher production necessarily leads to higher wages. The fruits of increased productivity often go to the CEOs and shareholders, and senior managers, not employees.
The Digital Age Catches Up........2005-09-15
The chronology of this book spans almost two centuries of American history. In 1824, John Hall achieved the automatic machining of metal components at the Harpers Ferry arsenal, and Hall's new methods were the ancestors of mass production and scientific management.
By another convenient accident of history, one of the pivotal events in this narrative, the beginnings of mass production at Ford's Highland plant in 1913, stands near the midpoint. If time travel allowed us to look back from the perspective of 1913, we would see how Henry Ford and Fred Winslow Taylor pulled together the "technical and organizational achievements of the 19th century" and welded them into a productive machine of commanding power and efficiency.
Looking forward from 1913, and with the advantage of hindsight, we can see how Ford's and Taylor's methods were elaborated by the technologies of the mid- and late 10th century, which will continue to shape today's U. S. A. economy. From their base in manufacturing, these methods have launched an invasion of the service economy in which eighty percent of Americans work.
After I learned computer training at the Vo-Tech in Pulaski, I agreed that I could effectively work robotic computers. I never had the chance to show my stuff, but I did have various and sundry computer-entry jobs in different factories. It was, for me, the Alpha and Omega -- the beginning and the End.
Is it possible for humans to be programmed like machines? Like in the movie, ROBOTS, and 'The Island,' it is likely that some sort of robotic entity will exist in our near future. Simon Head puts doubts on our "illusions about information technology and argues that everyone loses when corporations try to use technology to conquer human nature." We all know that machines have no minds (like the two city of Knoxville representatives at yesterday's TPO meeting) and can never have the ability to think and feel on their own. Computers do as they are told or programmed, which is good. Humans need to always be in control.
Big Brother Is Watching.......2004-04-12
The New Ruthless Economy by Simon Head is a somber, thought provoking examination of how the American workforce has been dehumanized over the past decade. The widespread use of Information Technology in business was predicted to decentralize decision-making and empower employees through greater team efficiency. The reality of IT is an aggressive return to Taylorism and assembly-line routine and controls that migrated from manufacturing to service industries.
During the 1990?s, wages of top management went through the roof but the average American worker realized little, if any, increase at all. The New Ruthless Economy explores contributing factors to the inequality of wages, loss of job security and weakened bargaining power in the American workforce.
Simon Head drew his conclusions based upon ten years of research across industry lines and geographic boundaries. He discovered that in the name of efficiency, businesses have established highly structured rules, computerized their processes and then implemented technology to ensure these rules were strictly adhered to al? George Orwell.
The author provides concrete examples ranging from software implemented by HMOs that determine a patient?s length of care and treatment to the computer scripting used in call centers for wide-range solicitation. Use of these systems once again separates decision-making from the worker. It devalues an employee?s education, training and experience while subjecting them to excessively close supervision and monitoring.
Head also points to the ?lean production? and ?ERP? (enterprise resource planning) practices that prompted wholesale layoffs in the early to mid 1990?s. Not only did these systems reduce the skill levels of employees but they also significantly increased the level of worker scrutinization. Head explores the relationship between Information Technology and Scientific Management and concludes his book with a discussion of ?the economics of unfairness? where both the National Labor Review Board and employee privacy rights take major hits at the waterline. The New Ruthless Economy takes a look backward and forward where the view for American labor is equally disappointing.
Wake-up call.......2004-03-21
Head picks three areas to primarily study in his New Ruthless Economy: autos, health care and call centers, but the first part of the book is devoted to an excellent review of the basic tenets of scientific management as originally envisaged by the engineer Frederick Taylor, and his lesser-known counterpart in office management, William Leffingwell. Armed with this knowledge, the reader can easily trace developments in the last fifty years or so.
As Head points out, the overall effect of the extension of these principles, especially combined with the vast electronic monitoring provided by recent advances in IT, is the overall dumbing-down of the worker, regardless of inherent or potential skills. The study of Toyota auto plants in Japan and other countries is particularly distressing, and one can easily see that it is only the influence of unions that has slowed down the treadmill. The situation with regard to call centers is appalling: truly the workers there are exploited ruthlessly. One wonders if in the offshoring of American jobs in the service sector, eventually the same massive turnover numbers will appear in developing countries.
Head, in my opinion, saves the best till last?managed care organizations. Here, as one reads both figures rarely published, research findings, and case studies, it becomes all too obvious that MCOs are an absolute disaster. Why are health care costs going up? It?s all here in simple terms. Just this section of the book is worth reading alone if one is worried about health care in America.
ERP (Enterprise Resource Planning), CRM (Customer Resource Management) and a host of other business areas literally reorganized by giant software programs (SAP R/3, for example), are also discussed, and viewed as boondoggles that rarely achieve any desired goals.
The overall trends discussed in this well-written book should frighten both management and employees, and it is unfortunate that the latter so often buy into the consultants? ill-advised mantras.
Fresh perspective on the perils of the new economy.......2003-10-15
This provocative book exposes the dark side of IT productivity gains, in which workers in service sectors such as medicine are being transformed into cogs on an assembly line. Ironically, just when industrial assembly line workers have been empowered to take responsibility for the overall quality of the products, the workers in areas where judgment once reigned supreme find themselves extruded through routines-- what to do, what to say-- that make central planning seem creative. The initial productivity gains are apt to disappear, Head suggests, just as they did in old assembly lines, as numb minds produce bad products.
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This digital document is an article from Winnipeg Free Press, published by Thomson Gale on July 17, 2007. The length of the article is 848 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
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Title: 'Flora Power' crusader fought city hall -- and won; But Julia Segal will never get to see the fruits of her labour.(Columns)
Author: Gale Reference Team
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Winnipeg Free Press (Magazine/Journal)
Date: July 17, 2007
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Page: b1
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This digital document is an article from Labour/Le Travail, published by Canadian Committee on Labour History on September 22, 1997. The length of the article is 1028 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
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Title: Highwire act: power, pragmatism and the Harcourt legacy.
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Labour/Le Travail (Refereed)
Date: September 22, 1997
Publisher: Canadian Committee on Labour History
Issue: 40
Page: 292-4
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Labour's Path to Power: The New Revisionism
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Manufacturer: Palgrave Macmillan
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Binding: Hardcover
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New Labour in Power
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ASIN: 0415179726 |
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The first book to provide a much-needed analysis of the current state of the party and insight into longer term trends, New Labour in Power helps readers to explore both past and present in order to better understand the future.
The book explores Tony Blair's victory through both its historical context and the words of contemporary media commentators, journalists, economists and politicians, including Austin Mitchell, Peter Shore, Peter Jay, A. H. Halsey and Vernon Bogdanor. It combines historical, political and practical approaches to the questions raised by the Labour election victory and addresses core themes such as Europe, the economy, welfare, education, defense and the constitution.
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New Labour in Power
Manufacturer: Manchester University Press
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ASIN: 0719054621 |
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This volume is the first systematic study of the early performance of New Labour in power. It brings together the first results of a coordinated research initiative, charting the developing relationship between election promise and government policy across the whole sweep of New Labour's manifesto agenda.
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This digital document is an article from Canadian Journal of History, published by University of Saskatchewan on August 1, 2000. The length of the article is 742 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: New Labour in Power: Precedents and Prospects.(Review) (book review)
Author: Stephen Brooke
Publication:
Canadian Journal of History (Refereed)
Date: August 1, 2000
Publisher: University of Saskatchewan
Volume: 35
Issue: 2
Page: 374
Article Type: Book Review
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