ABSTRACT
Weaving operations in the automatic loom shed had been broken down into component tasks and the number of workers allocated to each separate component had been determined by work studies. The resultant social organization was an aggregate of individuals with confused task and role relationships and with no discernible internal group structure. Higher management by its increased attendance and attention had reinforced the management of the shed. This, together with the high quality of the relationships among the supervisors, and between them and workers, had prevented any overt difficulties arising from the lack of group structure. Nevertheless, efficiency was lower and damage higher than target figures. Productivity was no better than with non-automatic looms.
