Suchergebnisse

The genesis of the Mori -- The setting of the Town -- The precedent of Osaka -- The construction of the castle -- Reclaiming the site -- Laying out the town -- Road systems -- Land use -- Social organisation -- The national regulation of architecture -- The regulation of architecture in the Choshu Domain.

The sponsorship of the entrepreneur as an agent of economic growth is now at the centre of a vast promotional industry, involving politicians, government departments and higher education. This book examines the origins of this phenomenon and subjects its mythologies, hero-figures and policies to an empirically based critical examination

The mutation of professional knowledge is a neglected issue in the sociology of the professions. Through an historical study of the qualification requirements of the Chartered Institute of Management Accountants (CIMA), this paper argues that upward social mobility for the subordinate managerial professions creates a tendency for their knowledge bases to expand into a common ground associated with senior management practice. The by-product is a tendency to abandon the function-specific knowledges associated with subordinate status. From the point of view of capitalist control techniques, there is a consequential tendency towards stagnation in the immediate means of labour process control. For the professions themselves, upward mobility involves a number of dilemmas. Firstly it implies that their knowledges will tend to overlap in the area of corporate management. Thus the managerial credibility of a professional knowledge is in tension with its secure possession. Secondly the inherent credentialism of professional mobility projects may be counter-productive in the context of a pragmatic management culture. Initially, CIMA sought to overcome the first dilemma by creating an elite grade of membership qualified to practice management accounting, whilst retaining the practice of cost accounting for the main grade. This attempt to divide the knowledge base of the profession failed because it involved the introduction of an examination which threatened the status of existing senior members. Subsequently the Institute has had to manage the tension between managerial credibility and distinctiveness within a single body of knowledge. In the sense that the Institute is now a large body with members in senior managerial positions, its collective mobility project has been a success. In the process, however, the distinctive features of its knowledge base have been eroded. Because of this and because the knowledges required of senior managers may be about to change, the Institute now feels itself to be under threat.

This paper is motivated by an unease that a labour process approach to managerial work, if it is to be based upon simplistic assumptions that management itself is a labour process will actually obscure many of the contradictions which exist within managerial capitalism and which a true labour process approach should be concerned to expose and analyse. To that end Braverman's treatment of management as a labour process is criticised and shown to be inconsistent with his own analysis of the fate of productive labour in monopoly capitalism. The paper then argues that the core feature of management within capitalist social relations of production is the agency relationship. This is shown to contain contradictions between the inevitable dependence of employers and senior managers on trust and the fact that this is expensive, which gives them incentives to dispense with it, so far as is possible, in favour of the deskilling and monitoring of management work. This inbuilt contradiction creates a micro-political and historical dynamism within capitalist management organisation which makes broad-brush sense of many of the developments which have occurred over the last century and which promises much for more detailed analysis.

This paper argues that the characteristic lack of engineering representation in British senior management is partly a consequence of the prevailing conception of what management is actually about. As compared to certain other capitalist economies, British conditions have favoured such management activities as the search for longterm finance and strategic marketing over product and process improvement. This system of priorities, massively perpetuated in management writings and education, is now embedded in the British definition of what management is. Aspirants to senior positions, which necessarily involve considerable decision-making discretion, need to demonstrate their `trustworthiness' in such terms. Insofar as the managerial credentials of professional engineering rest upon its position of authority within productive labour, they are out of key with the conception of management dominant in Britain. For many years the profession has tried to overcome this by adding `managerial' subjects to engineering education. However, so long as management is conceived of as a distinct field of study in its own right, such a strategy can do no more than place engineers in the position of comparative amateurs competing with full-time `specialists'.

A case-study of relations between supervisors and workers in a medium-sized shoe factory is used to argue that it is the Marxian question of function within the social relations of production rather than the Weberian one of market capacities which most convincingly determines the question of the proletarianization or otherwise of the direct supervisors of labour. Understanding class, and therefore proletarianization, as a matter of the interests arising out of the social relations of production, it is shown that, for the supervisors, these were not changed by a deterioration of their position on such Weberian dimensions of stratification as income and status relative to the workforce, nor by a diminution of their decision - making power within the management function. Rather, the supervisors responded to their situation by attempting to demonstrate their continuing usefulness as the extractors (rather than the creators) of surplus value since it was by these standards that their worth was judged - and increasingly doubted. The `option' of maintaining their position by playing a greater role in assisting the productive process itself was effectively foreclosed by technological and organizational developments in which assistance of a nature sufficiently demanding to justify a supervisory position was either beyond the capacity of the supervisors or had already been taken over by experts. Although the supervisors resented their low pay, lowly status and the pressures put upon them by senior management, their interests clearly lay in continuing to serve the interests of capital within the social relations of production. There was therefore no question of their proletarianization in the sense outlined above.

Jatio Sangsad Bhaban, the National Assembly Building of Bangladesh, is an iconic building and architectural landmark designed by American architect Louis I. Kahn. Jatio Sangsad Bhaban was constructed between 1962 and 1983 and is located in the heart of Dhaka, the nation's capital. The extant literature on Louis I. Kahn's work suggests that Jatio Sangsad Bhaban is a significant architectural masterpiece. One of its most notable features is its architectonic quality, providing it with the grandeur of a modern monumental building. In this context, this paper aims to examine the underlying multiple meanings, that is, socio-political, cultural, historic and philosophical meanings of the Jatio Sangsad Bhaban building By constructing and summarising meanings, rather than exploring the physical building itself, this paper supports the notion of multidimensional perspectives of monumental architecture. —The multiple meanings of icoic architecture through the lens of societal issues has been endorsed by many architectural critic. Accordingly, this paper considers the cultural, political, ethical and historical meanings of Jatio Sangsad Bhaban. Revealing and summarising other aspects apart from its architectonic dimensions is a new approach to understanding a widely acclaimed iconic building like Jatio Sangsad Bhaban