Japanese management and task mastery: A labor market perspective

This dissertation examines the use of Japanese management in a cross section of American businesses from a labor market perspective. It presents an historical analysis of the development and transformation of American capitalism in order to establish the current business context. It introduces what Zucco, Tausky, and Sutton (1989) identify as the attributional approach to skill and argues that this approach aids in the perpetuation of the segmentation of labor in America. It presents the philosophy behind Japanese management, an example of the use of Japanese management in an American organization, and questions concerning the adaptation and use of Japanese management in American business. It presents original research which surveyed the use of Japanese management in a number of American businesses. The research elaborates on the characteristics of the segmented labor market, on worker involvement in decision making and organizational change, and on worker alienation. It examines the effects of the segmentation of labor and the use of Japanese management on worker involvement in decision making and organizational change, on worker alienation, and on one another. It compares and contrasts organizations and workers in organizations which do and do not use Japanese management. It identifies structural obstacles to decision making and organizational change and to the use of Japanese management. Finally, it introduces and empirically grounds a new approach to skill, the task mastery approach, in the experiences of workers and suggests that the recognition and use of this approach can eliminate structural obstacles and lead to improvements in quality, productivity, and market share in American business