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.

Since the 1930s, industrial sociologists have tried to answer the question, Why do workers not work harder? Michael Burawoy spent ten months as a machine operator in a Chicago factory trying to answer different but equally important questions: Why do workers work as hard as they do? Why do workers routinely consent to their own exploitation? Manufacturing Consent, the result of Burawoy's research, combines rich ethnographical description with an original Marxist theory of the capitalist labor process. Manufacturing Consent is unique among studies of this kind because Burawoy has been able to analyze his own experiences in relation to those of Donald Roy, who studied the same factory thirty years earlier. Burawoy traces the technical, political, and ideological changes in factory life to the transformations of the market relations of the plant (it is now part of a multinational corporation) and to broader movements, since World War II, in industrial relations.

Fear is a powerful emotion and a formidable spur to action, a source of worry and – when it is manipulated – a source of injustice. Manufacturing Phobias demonstrates how economic and political elites mobilize fears of terrorism, crime, migration, invasion, and infection to twist political and social policy and advance their own agendas. The contributors to the collection, experts in criminology, law, sociology, and politics, explain how and why social phobias are created by pundits, politicians, and the media, and how they target the most vulnerable in our society. Emphasizing how social phobias reflect the interests of those with political, economic, and cultural power, this work challenges the idea that society’s anxieties are merely expressions of individual psychology. Manufacturing Phobias will be a clarion call for anyone concerned about the disturbing consequences of our culture of fear.

Explaining how to implement and sustain a top-down strategy for manufacturing excellence, The 12 Principles of Manufacturing Excellence: A Leader’s Guide to Achieving and Sustaining Excellence provides a comprehensive, proven approach for delivering world-class performance while also cultivating the right culture through leadership and mentoring. Tapping into four decades of leadership experience, 35 years of it in the manufacturing industry, Larry Fast explains how to achieve vertical and horizontal alignment across your organization. He details a clear pathway to excellence via the 12 Principles of Manufacturing Excellence and provides a method for tracking progress—plant by plant and function by function. Emphasizing the importance of using Lean and Six Sigma tools to improve your business, the book: Integrates strategy and leadership development Paves a path for culture change–Operator-Led Process Control (OLPC)—that prepares hourly employees to take control of their processes and prepares management to enable them to do it Details an audit process for tracking progress and ensuring sustainability Includes a CD with color versions of the images in the book as well as a sample Manufacturing Excellence Audit, a sample Communications Plan, and a sample Training Plan that can all be easily customized for the reader’s use This resource-rich book will allow you to spell out leadership expectations and provide your employees and associates with a clear understanding of their individual roles. Helping you keep everyone in your organization focused during the quest towards sustainable manufacturing excellence, the accompanying CD supplies the tools you and your team will need to pursue it with passion, confidence, and urgency. Listen to what Larry Fast has to say about his new book, The 12 Principles of Manufacturing Excellence. Part One — Part Two

Am I depressed or just unhappy? In the last two decades, antidepressants have become staples of our medicine cabinets—doctors now write 120 million prescriptions annually, at a cost of more than 10 billion dollars. At the same time, depression rates have skyrocketed; twenty percent of Americans are now expected to suffer from it during their lives. Doctors, and drug companies, claim that this convergence is a public health triumph: the recognition and treatment of an under-diagnosed illness. Gary Greenberg, a practicing therapist and longtime depressive, raises a more disturbing possibility: that the disease has been manufactured to suit (and sell) the cure. Greenberg draws on sources ranging from the Bible to current medical journals to show how the idea that unhappiness is an illness has been packaged and sold by brilliant scientists and shrewd marketing experts—and why it has been so successful. Part memoir, part intellectual history, part exposé—including a vivid chronicle of his participation in a clinical antidepressant trial—Manufacturing Depression is an incisive look at an epidemic that has changed the way we have come to think of ourselves.

A "compelling indictment of the news media's role in covering up errors and deceptions" (The New York Times Book Review) due to the underlying economics of publishing—from famed scholars Edward S. Herman and Noam Chomsky. With a new introduction. In this pathbreaking work, Edward S. Herman and Noam Chomsky show that, contrary to the usual image of the news media as cantankerous, obstinate, and ubiquitous in their search for truth and defense of justice, in their actual practice they defend the economic, social, and political agendas of the privileged groups that dominate domestic society, the state, and the global order. Based on a series of case studies—including the media’s dichotomous treatment of “worthy” versus “unworthy” victims, “legitimizing” and “meaningless” Third World elections, and devastating critiques of media coverage of the U.S. wars against Indochina—Herman and Chomsky draw on decades of criticism and research to propose a Propaganda Model to explain the media’s behavior and performance. Their new introduction updates the Propaganda Model and the earlier case studies, and it discusses several other applications. These include the manner in which the media covered the passage of the North American Free Trade Agreement and subsequent Mexican financial meltdown of 1994-1995, the media’s handling of the protests against the World Trade Organization, World Bank, and International Monetary Fund in 1999 and 2000, and the media’s treatment of the chemical industry and its regulation. What emerges from this work is a powerful assessment of how propagandistic the U.S. mass media are, how they systematically fail to live up to their self-image as providers of the kind of information that people need to make sense of the world, and how we can understand their function in a radically new way.

A complex and punitive child welfare system has emerged, based on a view that the children of mothers providing deficient childcare require legally sanctioned rescue by those better suited to care for them. Karen Swift challenges both the accepted view of child neglect and the present official response to it.