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The implications of a firnm's manufacturing task and production technology for the form of its work organization is examined in three firms. Certain features of the way work is planned and controlled in batch production farms are held to be a consequence of the high degree of complexity and uncertainty inherent in production scheduling tasks. To overcome problems associated with these conditions, a collective strategy is evolved which makes it possible to regulate the flow of work without the need to plan and control it in detail. It is suggested that this analysis may have relevance for other organizations in which tasks are carried out under similar conditions.
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