In this interdisciplinary work, John Jordan traces the significant influence on American politics of a most unlikely hero: the professional engineer. Jordan shows how technical triumphs--bridges, radio broadcasting, airplanes, automobiles, skyscrapers, and electrical power--inspired social and political reformers to borrow the language and logic of engineering in the early twentieth century, bringing terms like efficiency, technocracy, and social engineering into the political lexicon. Demonstrating that the cultural impact of technology spread far beyond the factory and laboratory, Jordan shows how a panoply of reformers embraced the language of machinery and engineering as metaphors for modern statecraft and social progress. President Herbert Hoover, himself an engineer, became the most powerful of the technocratic progressives. Elsewhere, this vision of social engineering was debated by academics, philanthropists, and commentators of the day--including John Dewey, Thorstein Veblen, Lewis Mumford, Walter Lippmann, and Charles Beard. The result, Jordan argues, was a new way of talking about the state. Originally published in 1994. A UNC Press Enduring Edition -- UNC Press Enduring Editions use the latest in digital technology to make available again books from our distinguished backlist that were previously out of print. These editions are published unaltered from the original, and are presented in affordable paperback formats, bringing readers both historical and cultural value.

This new edition of what has become a standard account of Western expansion and technological dominance includes a new preface by the author that discusses how subsequent developments in gender and race studies, as well as global technology and politics, enter into conversation with his original arguments.

Japanese industry is the envy of the world for its efficient and humane management practices. Yet, as William Tsutsui argues, the origins and implications of "Japanese-style management" are poorly understood. Contrary to widespread belief, Japan's acclaimed strategies are not particularly novel or even especially Japanese. Tsutsui traces the roots of these practices to Scientific Management, or Taylorism, an American concept that arrived in Japan at the turn of the century. During subsequent decades, this imported model was embraced--and ultimately transformed--in Japan's industrial workshops. Imitation gave rise to innovation as Japanese managers sought a "revised" Taylorism that combined mechanistic efficiency with respect for the humanity of labor. Tsutsui's groundbreaking study charts Taylorism's Japanese incarnation, from the "efficiency movement" of the 1920s, through Depression-era "rationalization" and wartime mobilization, up to postwar "productivity" drives and quality-control campaigns. Taylorism became more than a management tool; its spread beyond the factory was a potent intellectual template in debates over economic growth, social policy, and political authority in modern Japan. Tsutsui's historical and comparative perspectives reveal the centrality of Japanese Taylorism to ongoing discussions of Japan's government-industry relations and the evolution of Fordist mass production. He compels us to rethink what implications Japanese-style management has for Western industries, as well as the future of Japan itself.

This book starts from the premise that methodology has always dominated archaeology to the detriment of broader social theory.

This book examines the current state of the technologically-caused unemployed, and attempts to answer the question of how to proceed into an era beyond technological unemployment. Beginning with an overview of the most salient issues, the experts collected in this work present their own novel visions of the future and offer suggestions for adapting to a more symbiotic economic relationship with AI. These suggestions include different modes of dealing with education, aging workers, government policies, and the machines themselves. Ultimately, they lay out a whole new approach to economics, one in which we learn to merge with and adapt to our increasingly intelligent creations.

From its obscure beginning as a system for organizing machine shops, Scientific Management has grown into the major technocratic ideology of the twentieth century. Its development and international diffusion have influenced industrial productivity, the social fabric of industrial society, and even the nature of government. In this study of the movement's growth, Merkle compares the writings of the American, German, French, British, and Soviet vanguards of Scientific Management and finds that those who advocated efficiency engineering were considerably more than pragmatists seeking immediate technical solutions to production problems. Rather, they were visionaries who sought to reconcile class conflict, restructure government, and create a universal technocratic utopia by achieving efficient mass production and rationalized distribution. The call for a "mental revolution," which permeates their writings, found sympathizers among capitalists and socialists alike; that revolution affected not only the structure of modern industrialism but also the organization of the state itself. This title is part of UC Press's Voices Revived program, which commemorates University of California Press's mission to seek out and cultivate the brightest minds and give them voice, reach, and impact. Drawing on a backlist dating to 1893, Voices Revived makes high-quality, peer-reviewed scholarship accessible once again using print-on-demand technology. This title was originally published in 1980.