ACTIVATING AND UTILIZING HUMAN-RESOURCES - HOW CAN SOCIAL-SCIENCES CONTRIBUTE TO LEAN MANAGEMENT

Despite the widespread reference to lean management in context of prac tical organizational development there are very few systematic studies on the causal structure of measures. This article first explains cent ralization of decision making, minimization of the individual scope of action, organizational and psychosocial complication of processes, an d other possible effects of tayloristic management as points to start lean management. Connecting sets of measures to facilitate orientation towards customer, reorganisation of structure and processes, and cont inuous improvement of quality with development of more participative a nd entire working conditions lean management tries to increase product ivity and profits. Although there can be referred to traditional resea rch in social sciences both sound theoretical analyses and empirical s tudies on concrete psychological questions in context of lean manageme nt or appropriate ways of intervention are missing. There are indicate d some problem areas, the systematic study of which could yield helpfu l information and knowledge in order to consult and support relevant m easures in a competent manner.