Teams between Neo-Taylorism and Anti-Taylorism

The concept of teamworking is the product of two distinct developments. One: a neo- Tayloristic form of organization of work, of which Toyota has shown that it can be very profitable, was packaged and reframed to make it acceptable to the Western public. Two: anti-Tayloristic ways of organizing work, inspired by ideals of organizational democracy, were relabeled to make these acceptable to profit-oriented managers. Drawing on empirical research in Scandinavia, Germany, The Netherlands and the UK, as well as on published case studies of Japanese companies, the paper develops a neo-Tayloristic and an anti-Tayloristic model of teamworking. Key concerns in the teamworking literature are intensification of work and the use of shop floor autonomy as a cosmetic or manipulative device. Indeed, all the features of neo-Tayloristic teamworking are geared towards the intensification of work. However, one of the intensification mechanisms, the removal of Tayloristic rigidities in the division of labor, applies to anti-Tayloristic teamworking as well. This poses a dilemma for employee representatives. In terms of autonomy, on the other hand, the difference between neo-Tayloristic and anti-Tayloristic teamworking is real. In anti-Tayloristic teamworking, there is no supervisor inside the team. The function of spokesperson rotates. All team members can participate in decision-making. Standardization is not relentlessly pursued; management accepts some measure of worker control. There is a tendency to alleviate technical discipline, e.g. to find alternatives for the assembly line. Buffers are used. Remuneration is based on proven skill level; there are no group bonuses. In contrast, in neo-Tayloristic teamworking, a permanent supervisor is present in the team as team leader. At most, only the team leader can participate in decision-making. Standardization is relentlessly pursued. Management prerogatives are nearly unlimited. Job designers treat technical discipline, e.g. short-cycled work on the assembly line, as unproblematic. There are no buffers. A substantial part of wages consists of individual bonuses based on assessments by supervisors on how deeply workers cooperate in the system. Group bonuses are also given. The instability and vulnerability of anti-Tayloristic teamworking imply that it can only develop and flourish when managers and employee representatives put determined effort into it. The opportunity structure for this contains both economic and political elements. In mass production, the economic success of Toyota, through skillful mediation by management gurus, makes the opportunity structure for anti-Tayloristic teamworking relatively unfavorable

The forensic use of behavioral genetics in criminal proceedings: Case of the MAOA-L genotype.

The role of behavioral genetic evidence in excusing and mitigating criminal behavior is unclear. Research has suggested that a low activity genotype of the enzyme monoamine oxidase (MAOA-L) may increase the risk for aggressive and antisocial behavior. By examining criminal proceedings in which MAOA-L genotype evidence was introduced, we explored the forensic uses of behavioral genetic science. Westlaw and LexisNexis legal databases were electronically searched for cases from 1995 to 2016 to identify court documents from cases involving the MAOA-L genotype. Evidence of the MAOA-L genotype was included in records from 11 criminal cases (9 U.S. and 2 Italian). In the guilt phase, genotype evidence was ruled admissible in one of two cases, and may have contributed to a conviction on a lesser charge. In the sentencing phase, genotype evidence was admissible in four of five cases, one of which ended with a lesser sentence. Five cases used genotype evidence for post-conviction appeals, two of which resulted in sentence reductions. Even when charges or sentences are reduced it is difficult to gauge the effect of evidence of the MAOA-L genotype. Genotype evidence may lack persuasive effect because the impact of the allele on a particular accused is difficult to establish