Page 610 - Sensors and Control Systems in Manufacturing

Economic and Social Inter ests in the Workplace
some other services will lead to the need for people to work fewer 563
hours. It is likely that a three-day week will appear quite soon, both
to spread work around and to ensure that people are prepared to
work the unsocial hours that are occasionally needed.
But what will people do when they are not working? Another
worry is that, as we move from active to supervisory roles, we may
tend to lose skills in dexterity and become less active. The education
level needs to be raised so that people can cope with the jobs avail-
able in this new society, while education also needs to be expanded so
people are better equipped to face life with more time on their hands
and perhaps do more for themselves in maintaining their homes and
their possessions.
Perhaps many people will have more than one job, one in one
company for three days a week, and another outside it for two days.
Of course, others will not want much work at all, and they will prob-
ably be able to fulfill that wish. But none of those futuristic notions
will be possible unless a great deal of value is being added in manu-
facturing or business.
We are entering an exciting era of significant opportunities, opened up
by sensors, microelectronics control systems, and computer-integrated
manufacturing strategies. But the competition will be intense, and
only those that take big chances now will reap the benefits. As a
psalmist once said, “They that sow in tears shall reap in joy. He that
goeth forth and weepeth, bearing precious seed, shall doubtless come
again rejoicing, bringing his sheaves with him.” (Psalms 126, verses
5–6, The Bible)

Further Reading
Ansoff, H. I., “Planning as a Practical Management Tool,” Financial Executive, 32:
34–37 (June 1984).
Bacon, J., “Management of the Budget Function,” Studies in Business Policy, report
no. 131, National Industrial Conference Board, New York, 1990.
Chambers, J. C., S. K. Mullick, and D. D. Smith, “How to Choose the Right Forecasting
Technique,” Harvard Business Review, 49:45–74 (July–August 1991).
Gentry, J. A., and S. A. Pyherr, “Stimulating an EPS Growth Model,” Financial
Management, 2:68–75 (Summer 1983).
Gershefski, G. W., “Building a Corporate Financial Model,” Harvard Business Review,
47:61–72 (July–August 1989).
Gordon, M. J., and G. Shillinglaw, Accounting: A Management Approach, 4th ed.,
Chap. 16, Homewood, Ill., 1969.
Hamermesh, R. G., “Responding to Divisional Profit Crises,” Harvard Business
Review, 55:124–130 (March–April 1977).
Meyer, S. C., and G. A. Pogue, “A Programming Approach to Corporate Financial
Management,” Journal of Finance, 29:579–599 (May 1974).
Pappas, J. L., and G. P. Huber, “Probabilistic Short-Term Financial Planning,”
Financial Management, 2:36–44 (Autumn 1987).
Parker, G. C., and E. L. Segura, “How to Set a Better Forecast,” Harvard Business
Review, 49:99–109 (March–April 1991).