Set in the context of open and closed societies, this article describes two patterns in which the categories of freedom and order are embedded. It is shown that the patterns tend to be mutually exclusive in practical terms but that they also condition each other. Plant organization is then examined with this conceptual framework in mind. In keeping with the dual strategy of management called for by the author, simultancity manifested as seemingly contradictory patterns of action are shown to be interpretable not as operational breakdown but as a kind of managerial balancing act. Its practical purpose is to facilitate continous calibration of the equilibrium between the conflicting demands for both freedom and order within the plant.
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