Scientific Management Socialist Discipline And Soviet Power

How does the excessive bureaucratization of central planning affect politics in communist countries? Mark Beissinger suggests an answer through this history of the Soviet Scientific Management movement and its contemporary descendants, raising at the same time broader questions about the political consequences of economic systems. Beissinger traces the rise and decline of administrative strategies throughout Soviet history, focusing on the roles of managerial technique and disciplinary coercion. He argues that over-bureaucratization leads to a succession of national crises of effectiveness, which political leaders use to challenge the power of entrenched elites and to consolidate their rule. It also encourages leaders to resort to radical administrative strategies--technocratic utopias, mass mobilization, and discipline campaigns--and gives rise to a cycling syndrome, as similar problems and solutions reappear over time. Beissinger gives a new perspective and interpretation of Soviet history through the prism of organizational theory. He also provides a comprehensive history of the Soviet rationalization movement from Lenin to Gorbachev that describes the recurring attractions and tensions between politicians and management experts, as well as the reception accorded Western management techniques in the Soviet factory and management-training classroom. Beissinger uses a number of unusual sources: the personal archive of Aleksei Gastev, the foremost Soviet Taylorist of the 1920s; published Soviet archival documents; unpublished Soviet government documents and dissertations on management science and executive training; interviews with Soviet management scientists; and the author's personal observations of managers attending a three-month executive training program in the Soviet Union. Beissinger's skillful handling of this singular material will attract the attention of political scientists, historians, and economists, especially those working in Soviet studies.

"A Mental Revolution includes eight original essays that analyze how the scientific management principles developed by legendary engineer Frederick W. Taylor have evolved and been applied since his death in 1915." "Taylor believed that a business or any other complex organization would operate more effectively if its practices were subjected to rigorous scientific study. His classic Principles of Scientific Management spread his ideas for organization, planning, and employee motivation throughout the industrialized world. But scientific management, because it required, in Taylor's words, "a complete mental revolution," was highly disruptive, and Taylor's famous time-motion studies, especially when applied piecemeal by many employers who did not adopt the entire system, helped make the movement enormously unpopular with the organized labor movement. Though its direct influence diminished by the 1930s, Taylorism has remained a force in American business and industry up to the present time." "The essays in this volume discuss some of the important people and organizations involved with Taylorism throughout this century, including Richard Feiss and Mary Barnett Gilson at Joseph & Feiss, Frank and Lillian Gilbreth, and Mary Van Kleeck, and explore the influence of scientific management at the Bedaux Company, the Link-Belt Company, and Du Pont. Chapters on the Taylor movement's influence on university business education and on Peter Drucker's theories round out the collection." "Written by some of the finest scholars of the scientific management movement, A Mental Revolution provides a balanced and comprehensive view of its principles, evolution, and influence on business, labor, management, and education."--BOOK JACKET.Title Summary field provided by Blackwell North America, Inc. All Rights Reserved

The readings collected in these four volumes examine the evolution, operation, and performance of the American corporate enterprise, and the American corporate economy more generally. Divided into seven sections, many of the readings provide broad overviews of the evolution of the US corporate enterprise, while others contribute to debates on its role in the evolution of American economy and society. The material is arranged thematically to help the reader navigate the field. There is also a new introduction and a thorough index, making this set an invaluable resource for both academics and practitioners in the field.

The idea of planning economy and engineering social life has often been linked with Communist regimes’ will of control. However, the persuasion that social and economic processes could and should be regulated was by no means limited to them. Intense debates on these issues developed already during the First World War in Europe and became globalized during the World Economic crisis. During the Cold War, such discussions fuelled competition between two models of economic and social organisation but they also revealed the convergences and complementarities between them. This ambiguity, so often overlooked in histories of the Cold War, represents the central issue of the book organized around three axes. First, it highlights how know-how on planning circulated globally and were exchanged by looking at international platforms and organizations. The volume then closely examines specificities of planning ideas and projects in the Communist and Capitalist World. Finally, it explores East-West channels generated by exchanges around issues of planning which functioned irrespective of the Iron Curtain and were exported in developing countries. The volume thus contributes to two fields undergoing a process of profound reassessment: the history of modernisation and of the Cold War.

Many of those interested in the effect of industry on contemporary life are also interested in Frederick W. Taylor and his work. He was a true character, the stuff of legends, enormously influential and quintessentially American, an award-winning sportsman and mechanical tinkerer as well as a moralizing rationalist and early scientist. But he was also intensely modem, one of the long line of American social reformers exploiting the freedom to present an idiosyncratic version of American democracy, in this case one that began in the industrial workplace. Such as wide net captures an amazing range of critics and questioners as well as supporters. So much is puzzling, ambiguous, unexplained and even secret about Taylor's life that there will be plenty of scope for re-examination, re-interpretation and disagreement for years to come. But there is a surge of fresh interest and new analyses have appeared in recent years (e. g. Wrege, C. & R. Greenwood, 1991 "F. W. Taylor: The father of scientific management", Business One Irwin, Homewood IL; Nelson, D. (Ed. ) 1992 "The mental revolution: Scientific management since Taylor", Ohio State University Press, Columbus OH). We know other books are under way. As is customary, we offer this additional volume respectfully to our academic and managerial colleagues, from whatever point of view they approach scientific management, in the hope that it will provoke fresh thought and discussion. But we have a more aggressive agenda.

Following the volumes on Henri Fayol, this next mini-set in the series focuses on F.W. Taylor, the initiator of "scientific management". Taylor set out to transform what had previously been a crude art form in to a firm body of knowledge.

In The Power of Systems, Egle Rindzeviciute introduces readers to one of the best-kept secrets of the Cold War: the International Institute of Applied Systems Analysis, an international think tank established by the U.S. and Soviet governments to advance scientific collaboration. From 1972 until the late 1980s IIASA in Austria was one of the very few permanent platforms where policy scientists from both sides of the Cold War divide could work together to articulate and solve world problems. This think tank was a rare zone of freedom, communication, and negotiation, where leading Soviet scientists could try out their innovative ideas, benefit from access to Western literature, and develop social networks, thus paving the way for some of the key science and policy breakthroughs of the twentieth century.Ambitious diplomatic, scientific, and organizational strategies were employed to make this arena for cooperation work for global change. Under the umbrella of the systems approach, East-West scientists co-produced computer simulations of the long-term world future and the anthropogenic impact on the environment, using global modeling to explore the possible effects of climate change and nuclear winter. Their concern with global issues also became a vehicle for transformation inside the Soviet Union. The book shows how computer modeling, cybernetics, and the systems approach challenged Soviet governance by undermining the linear notions of control on which Soviet governance was based and creating new objects and techniques of government.

Advancing cutting-edge sociological theory and using unique data on everyday economic life, this book examines the centrality of power, culture, and practice in Russian post-socialist change - and provides a framework for addressing general economic change. The book is aimed to faculty and students in sociology, political science, economics, and area studies.