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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