ABSTRACT
The argument for a more comprehensive approach to work and organizational design has been set in a new context by developments in product markets, trading conditions, and manufacturing technology in the 1980s. A number of commentators in the late 1970s argued that the scope of work organization should be widened, to involve more significant work and culture changes, if these approaches were to have a real impact on performance. Work organization strategies cannot be developed in isolation from changes to payment systems, training, job evaluation, and working times. Integrated approaches to organizational design, employment and rewards policies, and management style are required. The intrapreneurial solution has been applied successfully in a printing concern in Hungary, and paradoxically could contain the seeds of a transformation of patterns of ownership and control of industry in Britain. There are no reported accounts of its application here yet however, but conventional subcontracting does appear to have become more popular.
