Questions

1. Compare the Gilbreths' approach to performance

improvement with that of Nissan. What factors

should an organisation take into account when

deciding which approach to use?

2. Given Frederick Taylor's insistence on the 'removal

or reduction of workers' discretion and control

over what they do', what are the benefits and

disadvantages of Nissan training shopfloor workers

to have such a key role in improvement programmes?

3. If Frederick Taylor's perception of human beings is

as 'greedy robots', what is Nissan's? What are the

implications of this for how staff should be

managed?