Implementing new forms of work organization: some reflections on methodology

Abstract

One of the most difficult yet challenging areas of critical reflection and action for behavioural scientists has been the design of work organizations at the operational level. Several path breaking experiences in this field in the West as well as in the Third World contexts have been documented, dissected and discussed. Interest in this field continues unabated although perhaps there has not been the kind of enthusiasm which behavioural scientists would expect from the harried world of operating managers who are always on the look out for the proverbial silver lining. In his article, J P Singh draws the attention of readers to various techniques for work design and organization. He classifies these techniques into individualoriented as well as group-oriented techniques and evaluates each of them on various effectiveness dimensions. He also proposes a modified methodology for implementing new forms of work organization which will meet the needs of both management as well as workers.