Learn Markers

Table of Contents

Learn Markers

IDW-01: Drivers of change in digital work

The historical development of work

The first industrial revolution (1760-1830)

  • Key technological developments: steam power, iron making, manufacturing machinery
  • Work transitions from hand production methods to industrial production work supported by machines

The second industrial revolution (1870-1914)

  • Key technological developments: scientific discoveries (patents), standardization, mass production
  • Work is shaped by Taylorist principles, later referred to as "scientific management".
Learn Markers

Taylorist principles

Named after Frederick Taylor (1865-1915)

  1. Separate the work of workers (efficient task completion) and managers (analysis, planning, training).
  2. Use of the scientific method to study work and determine the most efficient way to perform specific tasks (instead of working based on common sense or rules of thumb).
  3. Match workers to their jobs based on capability and train them to work at maximum efficiency (instead of hiring generalists with broad skill sets).
  4. Monitor worker performance, and provide instructions to ensure that workers work in the most efficient way possible.

The principles have been criticized widely, but their influence on the organization of work is still visible.

Learn Markers

IDW-02: Digital work individually

Digital work competences

Frameworks that describe and classify digital competences (selection):

  • Digital competence framework for EU citizens
  • Multiple case study and grounded theory by Weritz (2022)
  • Review of prior research: Gagné-Pratte et al. (2022)

The economy and it's revolutions

Ein ehemaliger Schulfreund von mir hat in Geschichte promoviert und wäre mit so einer verkürzten Darstellung sehr überrascht. Also: ich lasse hier viel weg - was uns interessiert sind die großen Linien. Wichtig: Viele große Organisationen und Managementprinzipien gehen auf bis in die Zeit zurück. -> overview of key influences Rationalisierung/Effizienz - Focus: mass markets and standardization, large organizations, low bargaining power of employees, low skill requirements (for most workers) logic: push-to-market massive gains in productivity (chart?), frees up human labor Not covered: Peter Drucker etc.

influence: how organizations structure work, hierarchies , how we think about work departemnt structures: division of labor HR/hiring: selection of the best workers based on objective figures (such as years of experience) - maybe also influenced by unions outcome-based compensation, 360 feedback -> objective selection/training Context: low skill requirements/workers can be replaced quickly

Methode: wie würden Sie vorgehen, um einen Überblick skills und Kompetenzen für digitale Arbeit zu erstellen? -> evtl. auf Bergmann/Newport beziehen: teilw. sehr einseitige Vorschläge, Vorteil der Literaturübersicht: ausgewogenes Bild maybe illustrate how the inductive data analysis worked? (connect to the "checking quality of data" - excel errors / robust environments like git, ...)