ABSTRACT
This chapter concerns itself with forms of work organization which were introduced in the 1970s, particularly with regard to mass production and semi-skilled work, under the headings 'new forms of work organization' and 'work structuring'. It aims to show that in their time 'new forms of work organization' not only served to solve problems of highly Taylorized work organization in interests of workers, but entailed significant performance policy interests of the companies. The chapter turns attention to an examination of interests and objectives pursued by companies in the implementation of new work forms. It evaluates the potential effects that these new work forms entail for individual and collective reproduction of the workers involved and then examine the ambivalent nature of these effects. It should be pointed out that companies with new work forms often attempt to keep hierarchical structures and disciplinary functions concealed through use of new work forms by placing the emphasis on cooperative relationships between the workers.
