Pacey, A.
(1985).
The Culture of Technology.
Harry Braverman draws an instructive comparison with the first industrial revolution. That was not primarily a technical revolution; there was no change in the nature of many processes, which were merely reorganized on the basis of the division of labour. Craft production was dismembered and subdivided so that it was no longer 'the province of any individual worker'. In the modem 'revolution' the whole system is transformed. New materials, techniques and machines are used in an effort 'to dissolve the labour process as a process conducted by the worker and reconstitute it as a process conducted by management'. The individual workman or operative is analysed almost as a piece of machinery; he or she is seen as a 'sensory device', linked to a 'computing mechanism' and 'mechanical linkages'. This, says Braverman, is what modern industry 'makes of humanity'; labour is 'used as an interchangeable part' and progress is seen as a matter of indefinitely increasing the number of tasks that can be carried out by machine. The final triumph is achieved when all the human components have been exchanged for mechanical or electronic ones." (p. 110)
Silverman, L. L., & Propst A. L.
(1998).
Critical SHIFT: The Future of Quality in Organizational Performance.
"Sometimes the search for a position in your organization that matches your desires leaves you empty-handed. In this situation you must make the decision to leave the organization or stay and create a new position if you believe it will add value. If you decide to stay, do not be deterred by those who tell you it will be impossible to create a new role. Our parents taught us 'Where there's a will, there's a way.' "
Hamel, G., & Prahalad C. K.
(1994).
Competing for the Future.
"There beats in every person the heart of an explorer. The joy of discovery may be found in the pages of a new cookbook, in a brochure of exotic vacations, in an architect's plans for a custom-built home, in the trek to a remote trout stream, in the first run down a virgin-powdered ski slope, by the opportunity to explore the unfamiliar. Thus, it's not surprising that when a company's mission is largely undifferentiated from that of its competitors, employees may be less than inspired." (p. 132)