Taylor's main philosophy, enshrined in his "Scientific Management" of work, was to maximize profitability at or under custody, seeking, for isso, as maximum division of tasks, the study of tempos and methods, to go to work-hand not qualified as achieving more economical production processes.
As Henry Ford raised the Taylorist-Fordist model, strongly influenced by Taylorist hairs, which represents a mass production model, prepared for standardized production, based on concordance prices and with recourse to a no-work-hand. qualified. This model has been shown to be quite adequate to a standard context of economic growth, given the growth of the market and recourse to a high salary policy.
Or Taylorist-Fordist model, it enters, therefore, in crise, when the investments in the technical composition deixam to be easily profitable and begin to make a strong response and resistance to two workers, and unions from the beginning of the scientific organization of the work. At the same time, the organizations have become hierarchical and bureaucratic with great expenses in the administrative and control sectors.
The Lean Production model appears in this way, with a low level of production, with a more flattened hierarchy and management policies that break with the previous principles of management of Taylorism-Fordism. This model, imported from Japan in the center of the zero stock policy, seeks to provide total quality work in equipping, with greater responsibility and participation of two non-productive process workers.
The Lean Production model comes, to be practiced a little all over the world, and it reveals itself to be more adapted to the production of varied products and a higher level of quality demand.
There are also anthropocentric production systems based on the qualitative flexibility of workmanship, with structural changes in the organization of work at a level of qualification, qualitative flexibility, and participation of two workers.
The neotaylorist model appears as a production model, based on the principles of mass production and adapted to the new era of automation of production processes. It goes through a multipurpose of functions and lengthening of tarefas, especially, no sense of not allowing failures in production and services.
The human resources are, in a general way, little qualified in the company that does not invest in training. From a neo-Taylorist perspective, it is noted by a strong employer leadership in our innovation processes. It reveals a technocentric perspective, through a computer-aided Taylorism, commenced with quantitative flexibility and massive commitment. As new technologies servem, in this perspective to exercise a greater control over the worker, to increase the quality of products and services and increase the productivity per worker. It creates a quantitative flexibility of workmanship, with a strong incidence of unskilled workers. To its organizational and vertical structure, strongly hierarchical, and with an integrated and centralized control. A fragmented work organization, with lengthening and rotations of tasks.
As trade union organizations, with an increasing number of eventual workers, who are not linked to the group of people of companies, become progressively less effective and the worker gradually loses its power to demand.
Quanto às qualificações, understood as a set of knowledge and know-how, or neotaylorism, does not take advantage of or knowledge acquired through the experience of two workers, easily launching, with pre-arranged reforms, those who may, a piece of more qualified young people, more than half experience.
For this work to our starting question it was tempting to perceive, why do we continue to persist in the work organizations some two principles of Taylor's “Scientific Management”, no neo-Taylorist model? We place as hypothesis or fact of these principles it will be true that melhor adapts more to your management philosophies.
From the point of view of its internal organization, this work, on or neotaylorism, is the first part with an introduction, indicating the objectives, the main theories consulted and the methodology followed.
The second part refers to the historical antecedents of neotaylorism indicating the fundamental principles of the Taylorist-Fordist model and the fundamental causes of its crisis. We refer to the main characteristics of the Lean-production model, which transformed the Japanese economy into a super economic power, and therefore transported to the USA, Europe and later, China. We add two anthropocentric production systems as an alternative production model.
A third part refers to the correlation between the philosophy of consumption and the neo-Taylorist model. It indicates extreme quantitative flexibility of the model, with reference to two collective directives and quantitative flexibility.
In the fourth and last part, this work focuses on the identification of the main characteristics of the neo-Taylorist model, with the preservation of two fundamental principles of Taylor, maximum profitability at a lower cost. We identify how it integrates new technologies. We fail to give your qualifications policy. The last point refers to a subject, for reflection, on the preponderance of knowing-fazer two operatives, calling attention to the fact of Danielle Stroobants, consider that it is always, um to know after knowing-fazer of the operative, that it is now To be studied in an interdisciplinary way, and to be able to trace new perspectives in the way that you see qualifications, knowledge and knowledge.
Objectives
This work was intended as an objective or study of the neo-Taylorist production model. Try to find out some reasons for the persistence of many two principles of Taylor's "Scientific Management" not a model, to the extent that the neotaylorist model consists of many two principles enshrined by this famous engineer who, together with his followers, mudou or rosto das organizations of work from the beginning of the sec. XX. As the Taylorist model is criticized, by workers, union organizations, and specialists, they have not studied the labor organizations, it was not easy to see the logic of the preponderance of two principles, not the neo-Taylorist model.
Surprisingly, considering that new models of production will appear, showing better results, more adapted to human organizations, with the best quality of life without work.
Methodology
To carry out this work, we are worth a research, carried out through the consultation of publications of researchers, specialists in this area of study, work sites published on the Internet, the curricular program of disciplines, and classrooms, other lessons, not courses of Graduated in Economic Sociology and Organizations.
2. Historical background of Neotaylorism
2.1 Or Taylorist-Fordist paradigm
The production system is completely altered with the implementation of Taylor's Scientific Management breeding, in the work organizations. His work "The Principles of Scientific Management" was published in 1911, having been his reference work for the application of two principles of Scientific Management. Taylor conceived a new way to organize or work towards accrued product expenses. Development of the application of the automatic system of machines to companies that reach or have the maximum exposure to production chains implemented by Henri Ford.
A plentiful unskilled labor force, the improvement of industrial machines, will lead to a need to rethink the production organization, placing this plentiful mass of workers into production service.
The mass production model is characterized by standardized production of products in large quantities, price concordance, large production units, functional compartmentalization, reduced research activities and low-qualified human resources. A training of two human resources, a company and a minimum of continuous growth of consumption, allows a continuous increase in production.
The Taylorist-Fordist model showed itself to be particularly suited to a standard context and easily foreseeable in that it is known that it procures standardized bens (bens produced) as a guarantor or standard of mass production.
The model begins to enter into growth due to the increase of two economic benefits and two salaries, beginning to stop compensating or increasing investment in technical composition.
It continues to make a substitution of work for capital, but this investment, each time more expensive, ceases to be profitable.
The idea of separating two arms and more, the conception of maximum division of work led to a crescent dequalification of workmanship and a growing disinterest in the workforce. This lack of responsibility and growing disinterest led, in turn, to increases in absenteeism, high rates of turn-over and strong labor conflicts.
Another internal problem of the Taylorist-Fordist model resulted in a high centralization of power that led to an excessive bureaucratization of companies, with visible losses for them. This directive will increase significantly or work, not directly linked to production, with a consequent increase in two orders. Information processes will become slow and misaligned.
On the one hand, the model began to become little efficient, due to its intrinsic characteristics, since at the external level, in conjunction, it also began to modify, especially from the 70's.
Or the market has become more demanding, heterogeneous and diversified. In order to adapt the organizations to start to produce small series and to make a constant renovation of two products. The equipments are ready to develop the new technologies, which offer many benefits at the level of production and planning.
At the same time, a more qualified workmanship begins to appear and the values in terms of the conception of work begin to change. It is now considered to be creativity, at the initiative and responsibility of the company worker.
The American economy, strongly based on this model, goes from a place of world leadership to stagnation and subsequent economic regress.
The model also begins to be posed because of the barnacle, it is necessary to introduce new logic for the production and to create new configurations in the work organizations.
The market is now changing to adapt to new market demands such as: quality, diversification of two products, or fulfillment of two delivery periods and customer satisfaction.
2.2 From American phenomenon to Japanese
While America can count on an abundant workforce that has allowed it to develop mass production, or Japan, on the other hand, could not count on this same resource. Além disso or seu quadro social, quite different from two USA, because it develops work organizations with very different characteristics.
According to this budget, in the 1950s, Toyota affirmed the assumption of new management philosophies and by a design of new types of organization of work and production appearing as Lean Production models - a low-income production. We will discover alternatives to Fordism that have never been imagined before. The calculation of the production volume contemplates smaller batches, which end up with the remaining stocks generated by mass production. The model was, for two years now, ending with the JIT (Just In Time) system, which consisted in ensuring that each moment serves to produce added value to the productive act. The model follows or principle two four zeros: zero space, zero stocks, zero preparation times and bureaucratic control, and zero defects. It also defends Total Quality,The principle of quality must be in the awareness of each collaborator.
Defend or work in equipping and holding all workers at the level of execution and peeling melhorias of quality of two products - Kaizen principle.
Try to reconfirm these ideas and suggestions, involving the workers in operational decisions, not strategic ones.
Also, the Japanese company appears as a culture very different from Taylorism - Fordism, being seen as a family or community. The workers will reach or direct to or undertake the year increase in salary according to the years of service. There are also benefits for workers such as direct to or accommodation and recreation activities. The workers characterized by their flexibility, are versatile and determined.
The predominant relationships of a formal and informal type emerge simultaneously. The dialogue between the groups allows a facilitated access to information related to the decision-making process and a systematic support to the execution of tasks.
From the point of view of subcontracted companies for nuclear companies, there are also their own characteristics. São relações based on consistency and competitiveness, and generally there are companies of 1st, 2nd and 3rd level of importance. Similarly, contracts with these companies are not normally short-term, the Japanese show a preference for long-term relationships.
Luís Graça, who studied about Volvo, in Udevalla, in Sweden, says that Lean Production is becoming generalized in the automotive industry in Europe and America, having revealed, two years ago, some rejection problems.
Note that this production model continues to present many problems, referring in particular to a high turn-over of people and many problems related to professional training. For this author, this model appears as a disarmed Taylorism. Opinion not partilhada, counted by authors who consider that due to its flexibility, versatility of functions, rotation of tasks, participation of two workers in production processes and care with training, fazem as or model, different characteristics of the Taylor model.
Ilona Kovacs indicates that some of the students who study the degradation of the quality of life do not work as a consequence of the Japaneseization of American and European companies. Refer to some two ills identified as: intensified rhythms, long hours, absence of unions and subtis organizational climates that aim to obtain the availability of two assailants.
More reference, that the followers of this model, each time in greater number, consider that through it it is possible to improve competitiveness, going through a continuous rationalization, for the serious critics, it represents, hardly, a new disarmed Taylorism.
2.2. To coexistence of new production models
In the last decades, new market conditions have contributed to altering the profile of work organizations. As we have already mentioned, the market demands focus on problems related to quality, flexibility, short delivery times and satisfaction of the diversities of customers' tastes.
In this new context we go on to verify that in response to the companies we do not follow a unique sense for an alternative to a new situation created by a new dynamic of globalization, but opted for various new models, which co-inhabit with Lean Production, previously referred to, whose diffusion is turned crescent as a neotaylorist model.
We found that on one side the logic of the Lean Production model is more particularly adapted to a hyper-competitive society, when the factor of diversity of costs becomes the central objective.
A different model that appears and coexists with the new production structures or called model two anthropocentric systems of production, in the direction of a democratic and equitable society.
Given the negative consequences, indicated above, that appear with the Lean Production application, this new model appears with concepts of rupture in terms of the social process of organization of work. Here, we reconcile social and economic objectives aiming at a democratization and humanization of social life without work.
This concept traces innovative experiences based on a sociotechnical model and an anthropocentric strategy. Nomeadamente, it is understood that technology must be molded to meet ecological and organizational social objectives, placing emphasis on organizational and social innovation.
The Anthropocentric Production Systems (SAP) are based on or resource to qualified workmanship and flexible technologies adapted to decentralized and participatory organizational principles.
A research program of the European Union (Fast / Monitor) recommends the dissemination of two anthropocentric systems, believing that these can be a source of modernization of the European industry. São does not entail necessary structures and own production relationships of mass production and gives its technocentric perspective.
From an anthropocentric perspective it defends new organizational principles, such as: autonomy, creativity, professionalization, decentralization, participation and cooperation. Also required, for its implementation, new technical and social competencies that question the traditional content of training.
Two problems identified in this model are of a favorable industrial culture with a low level of education and training of two human resources, such as hiatuses in the training of specialists, in the predominant hierarchical relationships, noted, added, or low level of trust and cooperation. labor relations.
I understand that in small and medium-sized companies, where Taylorist principles are not predominant, and there are more flexible structures with more qualified human resources, it is easier to introduce two Anthropocentric Production Systems.
O work is qualifying, elongated and enriched vertically and horizontally, and carried out with work equipment. It is to face that the organization of two work posts is made in a completely different way, allowing or optimal use of qualifications and intellectual and manual functions, two theoretical and practical knowledge of each um. The departments must establish dialogue and cooperative relationships, exchanging opinions between specialists and operators.
As technologies, in this model, are advanced and adapted to the needs of two workers. The development of two production systems from a SAP perspective can be achieved fully with the implementation of the complete system or through the introduction of some changes. Our model with flexibility does not address a short-term quantitative technical perspective, but beforehand, an organizational and behavioral alteration perspective. The flexibility of an organization is identified by values and representations shared and by internal cooperation. It is not based so much on the mobility of people but before on the ability to regulate two individual and collective behaviors.
This is the model that most opposes the neo-Taylorist model. Note-I know that in a new economic reality in work organizations, all these models coexist, since or neotaylorism, that some other authors, with a different perspective from post-Fordism, the Lean-production models and the Anthropocentric Production Systems, known by SAP. Each one being appropriate to the type of production, organization and human resources framework of the organization, and also to the economic and social strategy of development of each country, or region.
3 - The main characteristics of neotaylorism
3.1 - A culture of massa and its philosophy of consumption
Or a neo-Taylorist model to be maintained, as well as your social practices, you need to raise and maintain the public-alvo. Pressupõe, then, to immediate and repetitive standardization. Also, you should induce people to behave as parents that you favor not the act of consumption. You have two basic objectives that you are trying to fulfill: or first to provide it, I have packed it with instructions for use, if the consumer needs to reflect. Or second it happens to attend promptly to the customer's wishes, badly manifested or first sign of dissatisfaction. The client of this model has two models of affirmation of differentiated cost, from one being qualitative, to another being merely quantitative.
This client must procure a wide range of predetermined products, with horizons to be revealed and with instructions that are ready to use and fully standardized. All is predetermined, it must diminish the value of experience and gives reflection, reaching, not limiting, to dominance of the taste. We do not procure a product in construction according to a set of built products. The objective of this clientelization is to exclude or that it does not favor the quantification and automation of the part of the production unit.
3.2 - A quantitative labor flexibility of the neo-Taylorist model
As a globalization, as productive structures, a great restructuring sofrem, which materializes through technology and organizational innovations. A technological revolution allows greater flexibility and integration of the company with suppliers and customers. In the same way, it enables a restructuring of organizational methods, which aims to reduce costs and services, increase the quality of products and services, and the levels of products.
A flexível specialization arises, as an instrument, to give response to the Fordist patron. It will be important to mention that organizational and professional (qualitative) flexibility includes a different logic, the quantitative flexibility of the business, which characterizes the neo-Taylorist model. Caminham in the opposite sense. A professional and organizational flexibility focuses on the logic of valorization of your human resources. A quantitative flexibility follows a logic of devaluation of two human resources, no sense of procuring cheaper manpower. In order to achieve this, a lot of support is given to the substitution of workmanship for new technologies.
O seu central objective is to reduce two costs and increase production. They create subcontracting mechanisms, of temporary work, applied, over all, to the Japanese feminine sector, and to the emigrant sector in Western Europe. Countries such as Argentina and Mexico are the most advanced in the implantation of the neo-Taylorist model, as a hegemonic force. This model has serious repercussions on working conditions. A labor flexibility is associated with precariousness of work, since this consists of the application of clandestine jobs, contracts, a thermostat and eventual workers. As these forms of contracting, allow the entrepreneur to reduce the costs of work, turning into forms of contracting that progress more and more.
Atkinson considers that the labor market is divided into three groups. A group of nuclear workers, with permanent contracts, that takes care of essential tasks and production planning. Outro, of peripheral workers, hired part-time and eventually, to perform ordinary and mechanical tasks. And for that matter, a large group of workers outside the company, who carry out activities from each other to the company, distance themselves and, as the four, do not establish a contractual link. As conditions are two peripheral and external workers to a company that is normally precarious. To them, there are more difficult and painful activities.
As consequences of this situation are unsafe in the labor market, difficult to insure or employ, unsafe not to work due to lack of standards of vigilance and hygiene and security, insecurity of compliance with contractual conditions (social benefits, compensation for exclusion or accident) of the social security system.
3.3. To crise two collective directives
The neoliberal discourse uses the crise of Fordism, as a form of attack against the labor legislation and the union demands. A key concept, of this process, consists of deregulation of the protection of workers. The objective is to be reduced to collective bargaining and pass it to direct employer-hired bargaining. Na Grã-Bretanha, to cite an example, where the application of the neo-Taylorist model has come to be quite implemented, the labor legislation chegou to establish restrictive norms to guarantees of social action. In general terms, this offensive is practiced in different countries, but we can assassinate with a particular phase or Mexico, China and Germany. In spite of everything, the unions are still, for the core workers of the company, a valid interlocutor. Like other workers, it becomes very difficult to establish a connection,Because to its rotation it is very strong and usually has a very low political and organizational consciousness.
Luís António Cardoso understands that not a new production chart, as union relations have to adapt to new production rearrangements, taking into account or type of company, the changes induced in the Management of Products and the changes in the organization of work.
Lembra or complex character and sociotechnical breadth of the new form of production rationalization, indicating that the new production and management technologies appear very dependent on the involvement of the worker.
This process turns a contradictory question into a salary relationship, based on the representation of interests of two workers. As a consequence, this new organization of work developed, in the opinion of this author, quite heterogeneous union relations.
4. As New Technologies and Neotaylorism
4.1. A introduction of New Technologies in this production model
Recent studies, in French automobile companies, revealed that the Taylorist-Fordist logic has been maintained with the introduction of new technologies. A robotization did not contribute to the reduction of the category of two semi-qualified operatives. Or that it was created as a superior subcategory capable of performing more complex and strenuous tasks with the flexibility of the model. Na logic gives concorrência, the companies, try to simplify two positions of work, to the detriment of alternative forms of organization. Criam-se organizational processes that ended up leading to no possibility of development of qualified work and a generalized reduction of entrepreneurship. The forms of separation between arms and skulls are maintained, defended by Taylor, passing this logic to the software registry. With this type of software, move on to exercise,Já não um direct control, as not time of Taylorism, but now at a distance, exercising control over the execution, planning, programming of industrial development.
O neotaylorism is not an absolutely consensual theme, being criticized by some, and applauded by others. Independently, it is commonly noted, that according to its structure, this model does not stimulate the participation of two operatives and maintains extensive working hours. Note-there is an incidence for the deprofissionalization and desqualification, of the work of two operatives. Or the same sense, even at the level of superior categories, in that technology is used for the replacement of technical knowledge, through the integration of part of our knowledge of computer systems.
This technocentric form, of application of new technologies, não and inevitável, before and inherent to the application of this model, which implies new technologies in accordance with its inherent organizational culture.
Some scholars, I understand that as technologies emerge as a source of business prosperity, however, they indicate that it is necessary that entrepreneurs begin to perceive the need of qualified workers for the use of new technologies. It is becoming more and more evident that what distinguishes or succeeds the implementation of companies, new technologies and the human factor.
4.2 A questão das qualificações na technocentric perspective of the neotaylorist model
Na application of this model raises or problem of qualifications. As companies continue to think in rigid principles of management, oriented to reduce costs and little oriented to worker and innovation.
A produtividade is understood as dependent on the production capacity of machines. Or entrepreneurship becomes an installed value, in individual companies, investem na qualificação, ou carreira. Ao not qualify or worker and overstudo, or eliminate their capacity for initiative and participation, ends up triggering psychological and physical problems for us workers. Workers are not adapted to a work that does not give autonomy and does not have initiative, or that increases the rates of absenteeism and immediate reflexes with a high turn-over.
4.2 A preponderance of knowing fazer
Marcelle Stroobants in Work and Skills, affirms that when sociologists fail of new competencies, and social knowledge, a fundamental volta is given to professional activity, and invertem or sense, of formal criteria, gives appreciation of qualification.
Passam to deduce, a definition of qualification, starting, directly, from the post of work. As required, not so much a requirement for the organization of work, but rather a social construction.
Since the mid-80s, the research programs indicate, that we know and know-how, we work that fits into the triad of technology-entrepreneurship-work tends to deixar or thermo qualification.
Or that it accrues de novo, it will be to consider that the cognitive practices two workers are necessary, or that, despite much reference, it, however, little known. As manifestations of operative creativity, second Stroobants, we will finally confirm how much is related to the figure of ignorance attributed to it. From a serious perspective, second or seu understanding, recent studies, which enquadram or technical-social knowledge of the work process, place the questão in an integrated way, do know, do know-fazer, do knowledge and qualification, showing years of hard work active participation in the move. It is believed that tacit knowledge, of inegável importance, can never be integrated into technology. The author, sociologist, considers that psychology, ergonomics, anthropology and technical philosophy,It will make a fundamental contribution that allows us to solve the problem of a different prism. Indicates that the path in terms of qualifications would be to seek an exegese of logical duas, namely, associated with or knowledge, and knowledge-fazer, associated with execution, unless it is left to voice of experience.
Marcelle Stroobants raises this problem, considering that the debate on Taylorism, não acabou, não houve change of paradigm, ele mantém-se, seja as rosto do chamado, neotaylorism, no perspective of continuity, seja of post-Taylorism, no perspective of breaking off. E or problem that raises in relation to “qualifications”, which the author prefers to use, as a question of knowing and knowing-fazer, that a Taylorist production process explains to dynamics of the separation of the head and the mother, that I do not understand On the one hand, the operatives will not be “idiots”, and on the other hand, the companies launch porta fora muito know how to dispense, easily or know accumulated two more velhos. Admitting that part of this experience, it may never be able to be integrated into technologies.
Final considerations
The neo-Taylorist model is part of a process of continuity of the Taylorist production model, defined by the principles of “Gestão Cientifica”. It is characterized as a mass production model adapted to the new era of automation of production processes.
In addition to other advanced models for processes of qualitative flexibility, or neotaylorism sedimented in quantitative flexibility of work, with recourse to contracts to thermo and temporary work and com ênphase not massive undertaking.
Human resources are, in a general way, poorly qualified in the company not investing in training. Faz-be noticed by a strong employer leadership in innovation processes. It reveals a very technocentric perspective, through a computer-assisted Taylorism.
Ao not qualify or worker and over all, to or eliminate their capacity for initiative and participation, the neo-Taylorist company ends up unleashing psychological and physical problems for us workers, creating social problems that join together or massive commitment.
On the other hand, the company loses a lot of knowledge, to dispense, with relative ease, or accumulated knowledge two less novos, in a more young man-de-work troco, even more educated.
A regulatory force for two States seems important to allow concerted strategies of development, with the respective application of production models, which allow the evolution of societies, organizations, two groups, families and two cities.
It is understood, studied by Ilona Kovács, that being easier to apply the anthropocentric system of production in SMEs, it is possible to open channels of hope for Portugal, since our business network is largely constituted by small and medium companies.
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