Today, surveillance and regulation of employees are pervasive at all levels (except the highest) in a wide variety of American workplaces. Digital information systems have become important tools of managerial control. The constraints built into these systems by so-called "business process reengineering" are a continuation of scientific management principles developed during the late 19th century. Additional means of control have included employment-based "welfare capitalism, " and human relations and corporate culture approaches.
This book provides fresh insight into various practices of managerial control from the 1880s to the present and their effects on work organization and quality, and worker skill requirements.
The author highlights current developments--including those focused on highly skilled knowledge workers--accounting for enhanced automation, offshoring and related changes in the production and distribution of goods and services.