Examines American auto workers' performance and attitudes in Indiana's non-union Subaru-Isuzu plant, which employs Japanese management techniques.
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As a participant observer at Subaru-Isuzu Automotive, Laurie Graham conducted extensive covert research. Her findings will interest all those concerned about Japanese management strategies, the auto industry, and the American worker's experience of lean production.
Graham (sociology, Purdue Univ.) worked in the Subaru-Isuzu nonunion plant near Lafayette, Indiana, for six months, keeping covert records of her experiences and those of her co-workers. Her book explains Japanese management strategies, which center production on work teams and emphasize output; it also takes on U.S. worker responses, worker/management cooperation, and coersion vs. consent. The work's seven chapters address topics such as the Japanese model debate, worker selection, orientation and training, the work setting, thinking like an associate, and working like a worker and depicts voices from the floor?reporting what some of Graham's co-workers reported. A scholarly account that is particularly recommended for students and academics of contemporary labor and industrial relations.?Joseph W. Leonard, Miami Univ., Oxford, Ohio
Copyright 1995 Reed Business Information, Inc.
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