The Taylorized Beauty Of The Mechanical

The dream of scientific management was a rationalized machine world where life would approach the perfection of an assembly line. But since its early twentieth-century peak this dream has come to seem a dehumanizing nightmare. Henry Ford's assembly lines turned out a quarter of a million cars in 1914, but all of them were black. Forgotten has been the unparalleled new aesthetic beauty once seen in the ideas of Ford and scientific management pioneer Frederick Winslow Taylor. In The Taylorized Beauty of the Mechanical, Mauro Guillén recovers this history and retells the story of the emergence of modernist architecture as a romance with the ideas of scientific management--one that permanently reshaped the profession of architecture. Modernist architecture's pioneers, Guillén shows, found in scientific management the promise of a new, functional, machine-like--and beautiful--architecture, and the prospect of a new role for the architect as technical professional and social reformer. Taylor and Ford had a signal influence on Bauhaus founder Walter Gropius and on Le Corbusier and his Towards a New Architecture, the most important manifesto of modernist architecture. Architects were so enamored with the ideas of scientific management that they adopted them even when there was no functional advantage to do so. Not a traditional architectural history but rather a sociological study of the profession of architecture during its early modernist period, The Taylorized Beauty of the Mechanical provides a new understanding of the degree to which modernist architecture emerged from a tradition of engineering and industrial management.

Corporate accountability is never far from the front page, and as one of the world’s most elite business schools, Harvard Business School trains many of the future leaders of Fortune 500 companies. But how does HBS formally and informally ensure faculty and students embrace proper business standards? Relying on his first-hand experience as a Harvard Business School faculty member, Michel Anteby takes readers inside HBS in order to draw vivid parallels between the socialization of faculty and of students. In an era when many organizations are focused on principles of responsibility, Harvard Business School has long tried to promote better business standards. Anteby’s rich account reveals the surprising role of silence and ambiguity in HBS’s process of codifying morals and business values. As Anteby describes, at HBS specifics are often left unspoken; for example, teaching notes given to faculty provide much guidance on how to teach but are largely silent on what to teach. Manufacturing Morals demonstrates how faculty and students are exposed to a system that operates on open-ended directives that require significant decision-making on the part of those involved, with little overt guidance from the hierarchy. Anteby suggests that this model—which tolerates moral complexity—is perhaps one of the few that can adapt and endure over time. Manufacturing Morals is a perceptive must-read for anyone looking for insight into the moral decision-making of today’s business leaders and those influenced by and working for them.

Drawing on a heterogeneous body of literature including art, music and media theory, as well as philosophical and historical studies of perception, this book demonstrates that everyday work in organizations is strongly shaped by and embedded in human perception.

This important book focuses on the role of human dignity, its protection and promotion in the context of organization and Humanistic Management. The recent phenomenon of humanism in management already has a rich body of literature and takes up many themes both theoretically, and from a practitioner perspective. Dignity and the Organization is the first book to explicitly deal with the topic of human dignity and management. The chapters address various aspects and problems from a humanistically-oriented perspective, taking up issues relevant for the contemporary management theorists and practitioners, and are concerned with organization, management and the social and cultural context. The book develops the notion of human dignity in conceptual and theoretical terms in its practical application, within the context of organizations.

The built environment of former socialist countries is often deemed uniform and drab, an apt reflection of a repressive regime. Building the State peeks behind the grey façade to reveal a colourful struggle over competing meanings of the nation, Europe, modernity and the past in a divided continent. Examining how social change is closely intertwined with transformations of the built environment, this volume focuses on the relationship between architecture and state politics in postwar Central Europe using examples from Hungary and Germany. Built around four case studies, the book traces how architecture was politically mobilized in the service of social change, first in socialist modernization programs and then in the postsocialist transition. Building the State does not only offer a comprehensive survey of the diverse political uses of architecture in postwar Central Europe but is the first book to explore how transformations of the built environment can offer a lens into broader processes of state formation and social change.

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.

The devastation of World War II left the Yugoslavian capital of Belgrade in ruins. Communist Party leader Josip Broz Tito saw this as a golden opportunity to recreate the city through his own vision of socialism. In Designing Tito’s Capital, Brigitte Le Normand analyzes the unprecedented planning process called for by the new leader, and the determination of planners to create an urban environment that would benefit all citizens. Led first by architect Nikola Dobrovic and later by Miloš Somborski, planners blended the predominant school of European modernism and the socialist principles of efficient construction and space usage to produce a model for housing, green space, and working environments for the masses. A major influence was modernist Le Corbusier and his Athens Charter published in 1943, which called for the total reconstruction of European cities, transforming them into compact and verdant vertical cities unfettered by slumlords, private interests, and traffic congestion. As Yugoslavia transitioned toward self-management and market socialism, the functionalist district of New Belgrade and its modern living were lauded as the model city of socialist man. The glow of the utopian ideal would fade by the 1960s, when market socialism had raised expectations for living standards and the government was eager for inhabitants to finance their own housing. By 1972, a new master plan emerged under Aleksandar Ðordevic, fashioned with the assistance of American experts. Espousing current theories about systems and rational process planning and using cutting edge computer technology, the new plan left behind the dream for a functionalist Belgrade and instead focused on managing growth trends. While the public resisted aspects of the new planning approach that seemed contrary to socialist values, it embraced the idea of a decentralized city connected by mass transit. Through extensive archival research and personal interviews with participants in the planning process, Le Normand’s comprehensive study documents the evolution of ‘New Belgrade’ and its adoption and ultimate rejection of modernist principles, while also situating it within larger continental and global contexts of politics, economics, and urban planning.