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Technology, culture and craft: job tasks and quality realities New Technology, Work and Employment, 12(2), 123 135 Cordery, J L (1996) Autonomous work groups and quality circles In M A West (Ed), Handbook of Work Group Psychology (pp 225 246) Chichester: Wiley Cotton, J L (1993) Employee Involvement Methods for Improving Performance and Work Attitudes Newbury Park, CA: Sage Cotton, J L, Vollrath, D A, Froggatt, K L, Lengnick-Hall, M L & Jennings, K R (1988) Employee participation: diverse forms and different outcomes Academy of Management Review, 13(1), 8 22 Cowling, A & Newman, K (1995) Banking on people: TQM, service quality and human resources Personnel Review, 24(7), 25 41 Coyle-Shapiro, J A-M (1999) Employee participation and assessment of an organizational change intervention A three-wave study of total quality management Journal of Applied Behavioural Science, 35(4), 439 456 Crosby, P B (1980).

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As with all construct characterisation, your analysis procedure is fourfold: (1) Identi cation though this isn t necessarily clear-cut. Just keep the propositional constellatory distinction in mind as you look at the constructs, thinking back to the interview process and remembering whether you agreed

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Quality Is Free: the Art of Making Quality Certain New York: Mentor Books Curkovic, S, Vickery, S & Droge, C (2000) Quality-related action programs: their impact on quality performance and rm performance Decision Sciences, 31(4), 885 905 Davis, L E & Wacker, G J (1987) Job design In G Salvendy (Ed), Handbook of Human Factors (pp 431 452) New York: Wiley Dawson, P (1994a) Organizational Change A Processual Approach London: Paul Chapman Dawson, P (1994b) Total quality management In J Storey (Ed), New Wave Manufacturing Strategies (pp 103 121) London: Paul Chapman Dawson, P (1998) The rhetoric and bureaucracy of quality management A totally questionable method Personnel Review, 27(1), 5 19 Dawson, P & Palmer, G (1995) Quality Management The Theory and Practice of Implementing Change Melbourne: Longman Dawson, P & Webb, J (1989) New production arrangements: the totally exible cage.

The changes that we foresee in the services market will be, in significant part, driven by developments in the devices that present those services to the user. The range of devices that link us to the network are changing more rapidly than ever before. For most of the last century there was really only one type of terminal device, the familiar telephone. Although the latter decades of the century saw the handset extended with facilities such as voice recording and fax machines, it remained a network endpoint with little network support. Today, although the telephone handset remains ubiquitous, the situation is much changed. In addition to the continuing trend of adding functionality to devices, there is also a move to increase the network support for terminals. The former trend follows in the tradition of the fax machine which applies the old rule of thumb, Dumb Network, Intelligent Endpoint . This of course has strong market drivers, as it is always easier to upgrade an endpoint than an entire network infrastructure. However, the improving sophistication of devices also motivates the trend of improving network support. This is now gaining momentum and we now see more network support for intelligent endpoints than has previously been the case. Capabilities

Work, Employment and Society, 3(2), 221 238 Dean, J W Jr & Bowen, D E (1994) Management theory and total quality: improving research and practice through theory development Academy of Management Review, 18(3), 392 418 Delbridge, R, Turnbull, P & Wilkinson, B (1992) Pushing back the frontiers: management control and work intensi cation under JIT/ TQM factory regimes New Technology, Work and Employment, 7(2), 97 106..

There are many possible ways to categorize systems: natural vs. man-made closed vs. open static vs. dynamic simple vs. complex reactive vs. nonreactive precedented vs. unprecedented safety-critical vs. not safety-critical high reliability vs. not high reliability high precision vs. not high precision human-centric vs. nonhuman high durability vs. not high durability Yet the process described in this book should work for all man-made systems, with some tailoring. Clearly, a great deal more engineering and systems engineering is required for an unprecedented system (the Shuttle) than for a precedented one (new automobile). Magee and de Weck [2004] propose a two-dimensional classi cation structure of systems that was derived from the work of several other authors. The two dimensions include the character (energy, matter, etc.) of the major output of the system as well as the type of operation or process being employed to produce this major output. The major outputs of Magee and de Weck were broadened to include: Matter (M): physical objects, including organisms that exist unconditionally Energy (E): stored work that can be used to power a process in the future

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