Monograph on the role of bureaucracy and technology in the historical development of industrial management in the USA from 1860 to 1920 - comprises a Marxism analysis of social class struggle involving capitalist vs. Workers control of production targets, work organization, and other factors related to the means of production.

How are we to make sense of the way work is organised and controlled? To what extent is its design the result of technological demands, the interests of capital or processes of negotiation and struggle? In recent years labour process analysis, revived by Braverman's Labor and Monopoly Capital , has been most influential in shaping our thinking about this question. With contributions from leading authorities in the field, this book reviews the contribution of the labour process theory to the study of work organisation. Providing a fresh response to criticisms of 'Bravermania' and lost momentum, the volume explores the theoretical foundations of labour process analysis and suggests new directions for its development

The present revised edition is an attempt to understand how industrial labor was transformed and to identify the historical process by which good jobs were created. It is, therefore, an account of the bureaucratization of employment, since many of the features that define good jobs; stability, internal promotion, and rule-bound procedures are characteristic of bureaucratic organizations. The book also examines the upheaval in the labor markets of the 1980's and 1990's, which has caused a reduction in the number of good jobs. Chapter 9 in this revised edition carries the narrative forward from 1945 to the present time, examining both the high-point of the bureaucratic system in the 1950's and 1960's--the golden years--and its erosion since then.

Street-Level Bureaucracy is an insightful study of how public service workers, in effect, function as policy decision makers, as they wield their considerable discretion in the day-to-day implementation of public programs.

This updated edition of a classic study of ethics in business presents an eye-opening account of how corporate managers think the world works, and how big organizations shape moral consciousness. Robert Jackall takes the reader inside a topsy-turvy world where hard work does not necessarily lead to success, but sharp talk, self-promotion, powerful patrons, and sheer luck might. This edition includes a new foreword linking the themes of Moral Mazes to the financial tsunami that engulfed the world economy in 2008.

The call to "reinvent government"—to reform the government bureaucracy of the United States—resonates as loudly from elected officials as from the public. Examining the political and economic forces that have shaped the American civil service system from its beginnings in 1883 through today, the authors of this volume explain why, despite attempts at an overhaul, significant change in the bureaucracy remains a formidable challenge.

Who determines the fuel standards for our cars? What about whether Plan B, the morning-after pill, is sold at the local pharmacy? Many people assume such important and controversial policy decisions originate in the halls of Congress. But the choreographed actions of Congress and the president account for only a small portion of the laws created in the United States. By some estimates, more than ninety percent of law is created by administrative rules issued by federal agencies like the Environmental Protection Agency and the Department of Health and Human Services, where unelected bureaucrats with particular policy goals and preferences respond to the incentives created by a complex, procedure-bound rulemaking process. With Bending the Rules, Rachel Augustine Potter shows that rulemaking is not the rote administrative activity it is commonly imagined to be but rather an intensely political activity in its own right. Because rulemaking occurs in a separation of powers system, bureaucrats are not free to implement their preferred policies unimpeded: the president, Congress, and the courts can all get involved in the process, often at the bidding of affected interest groups. However, rather than capitulating to demands, bureaucrats routinely employ “procedural politicking,” using their deep knowledge of the process to strategically insulate their proposals from political scrutiny and interference. Tracing the rulemaking process from when an agency first begins working on a rule to when it completes that regulatory action, Potter shows how bureaucrats use procedures to resist interference from Congress, the President, and the courts at each stage of the process. This exercise reveals that unelected bureaucrats wield considerable influence over the direction of public policy in the United States.