By Enid Mumford
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Additional resources for Redesigning Human Systems
This tells us that although technology and organizational structures may change, the rights and needs of the employee must be given as high a priority as those of the nonhuman parts of the system. This principle must also be applied to those who are not privileged to have paid employment and rely on the state for security. The predictions of the sixties and seventies that technology would bring many of us an idyllic life of leisure and wealth in the future appear to have little validity. A second fundamental socio-technical value is that of democracy.
Copyright © 2003, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 40 Mumford Third, in most change situations there will inevitably be some conflicts of interest. It cannot be assumed that the members of any group will all have the same objectives or favour the same design solutions. With any of the participative design approaches these conflicts of interest will quickly surface and will have to be discussed and negotiated.
These influential academics were interested in questions of authority, motivation and job satisfaction at work. They all believed that quality of working life could be increased through greater employee participation in decisions that concerned the work environment. Mayo’s (1969) very broad definition of participation is that it takes many forms. It cannot be represented in an organizational chart or engineering blueprint. A democratic system has no fixed concentration of authority at the top. On the contrary, the focus of authority moves from place to place according to the demands of the situation.
Redesigning Human Systems by Enid Mumford