p97 While cultural researchers theorize the efficacy of performance in terms of social justice, and organizational experts scan the efficiency of performance in terms of bureaucratic economy, we can say that engineers and technicians measure the effectiveness of performances in terms of executability, the technical "carrying-out" of prescribed tasks, successful or not.
three examples where cultural performance has been deployed as a model by organizational theorists:
1) peter b. Vaill Managing as a performing art (1989)
2)Iain Mangham and Michael A. Overington
Organizations as Theater (1987)
3) John Kao Jamming: the Art and discipline of business creativity 1996
(this is want Ngai calls the convergence of cultural performance and organizational performance,
)
(This new method of management and organization was a response to Tylorism)
P61 In the 1920s the Soviet Union utilized Tayloristic principles as part of its massive, crash program to industrialize its fledgling modern economy. Taylor's task-oriented approach even influenced the biomechanics techniques developed by theater director Vsevold Meyerhold, who, as Joseph Roach writes, "sought to humanize Taylorism by introducing an aesthetic element into the performance of efficient movement."
Taylor
The Principles of Scientific Management
Taylorism involved "the substitution of a science for the individual judgment of the workman."
p62 In polemical terms, Taylor set forth Scientific Management as the solution to the increasing tensions between labor and top management, tensions that he argued arose from the inadequacies of the established approach to organizing work.
whereas the old approach operated by self-selection, rules of thumb, and encouraged a variety of methods, Scientific Management demanded scientific selection, rational formulae, and the determination of "the one best method." Informal knowledge and knowhow that had been handed down verbally from worker to woke must give way to formal knowledge and methods involving meticulous time and motion studies, record keeping, and planning. Old tasks must be broken apart into their component motions, each motion studied and made more efficient, and then the motions reassembled into new and more efficient tasks.
Performance Management; 1) displace the rational control of workers by empowering them to improve efficiency using their own intuition, creativity and diversity 2) counter the monolithic, "machine" model of bureaucracy described by Max Weber and instituted by Taylor, Ford and resituates performance within larger organizational and socioeconomic environments. 3) industrializing economy vs information economy hardwired to computer and communications technologies.
a model that contributed to the formation performance management is systems theory pp69-70
1) Hanna designing organizations for High Performance
rigid, static "machine" organization vs system theoriests defines organizations as flexible, dynamic "organisms"
2) the calculation of inputs and outputs through feedback ---- a model for evaluating performative efficiency
Robert C. Fried Performance in American Bureaucracy (1976)
