The changing social contract in American business

Article Abstract:

The US labour market has become increasingly flexible, but at the same time the social contract between worker and employer has changed fundamentally. The relationship or bond between the two parties has all but disappeared, and there is now an arms-length contract in its place. The old social contract gave workers job security, and in return employees gave the firm their loyalty. However, the new social contract is centred on the short-term self-interest of both parties. The new contract offers people new career opportunities and creates more jobs, but also generates more insecurity.

Analysis, Labor market, Social contract

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Mechanisms for building and sustaining operations improvement

Article Abstract:

Companies which improve operations quickly and show that they can maintain improvements in the long term have the competitive edge, and there are a number of ways to achieve this. Businesses should draw up and follow a plan for long term improvement, and not follow trends as and when they occur. The main focus of an improvement needs to be pinpointed, and then processes used to enhance performance should be defined.

Management Dynamics NEC, Management techniques

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The new management system

Article Abstract:

GEM (Goals, Empowerment, Measurement) is a new management system which is a step further than participative management. The system requires a change in the way that an individual approaches his work, and it combines with existing systems ODS(P) (Organize, Deputize, Supervise - Participative) and ODS(A) (Organize, Deputize, Supervise - Autocratic). The GEM system, technique and its implications are discussed.

Participatory management

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