By Josef Spurny
Read or Download AS-90 Braveheart in Detail - British 155mm SP Howitzer & All Support Vehicles in IFOR Mission - Photo Manual for Modellers No. 8 - Present Vehicle Line No. 8 PDF
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Additional resources for AS-90 Braveheart in Detail - British 155mm SP Howitzer & All Support Vehicles in IFOR Mission - Photo Manual for Modellers No. 8 - Present Vehicle Line No. 8
98; emphasis added) These comments suggest that the capacity of the technology was not fully known in advance of its implementation. It was not fixed, even if it was the makers’ intention for it to be so. Its potential for flexible working only became apparent ‘over time’. Thus, the ‘use of any technology is contingent: it is not determined by the design or implementation process’ (Grint and Woolgar, 1997: 20). It is possible to view DIP as enabling the ‘post-Fordist’ dream of multiskilled operators switching from task to task.
Although QWL was not part of the ‘makers’’ strategic thinking, or one of the perceived advantages of DIP, as we have seen, such technology need not lead to an overly repetitive work experience. The ‘makers’’ strategic thinking appears to confirm Willmott’s (1994) worst fears rather than Davenport’s (1993) optimistic projections. Yet, in operation, DIP offers the potential for a more interesting work experience, than the strategy discourse suggests. The extent to which this is realized will rest, in part, on the decisions and thinking of the ‘makers’, as the thoughts of Stuart Mendy, Head of IT Design for the ASC programme, reveal: Stuart: Darren: Stuart: Darren: People were employed to do seven hours data entry a day and therefore we needed to optimize those seven hours rather than thinking ‘Oh well it might be a bit stressful working on image all day therefore let them sit down and read the paper for an hour’.
Got enormous amount of costs out of the organisation but it wasn’t just a cost reduction exercise. 1998) Clearly different managers will stress different aspects of the strategy depending on where they stand in relation to it. One has also to recognize that managers are engaged in ‘impression management’ (Goffman, 1959), whereby they are concerned to represent the company and themselves in a favourable light. In the above extract, Stuart shifted position, at the outset he attributed the main thrust of the strategy to improving Customer Service and this is evident in the 1994/1995 Service Delivery Strategy.
AS-90 Braveheart in Detail - British 155mm SP Howitzer & All Support Vehicles in IFOR Mission - Photo Manual for Modellers No. 8 - Present Vehicle Line No. 8 by Josef Spurny