Glynda Hull – författare

Workplace democracy. Empowerment. Team leaders. Knowledge workers. This is the language of ?the new work order? promoted by today's management, which promises more meaningful and satisfying work, greater respect for diversity, and more democratic distribution of knowledge.But Gee, Hull, and Lankshear find startling contradictions in this brave new

This book presents a sociocultural approach to language, literacy, and learning that deals directly with the new work order and that integrates concern for schools with concern for workplaces. It helps readers to confront complex problems and to construct their own broader theories.

This book presents a sociocultural approach to language, literacy, and learning that deals directly with the new work order and that integrates concern for schools with concern for workplaces. It helps readers to confront complex problems and to construct their own broader theories.

This book presents a sociocultural approach to language, literacy, and learning that deals directly with the new work order and that integrates concern for schools with concern for workplaces. It helps readers to confront complex problems and to construct their own broader theories.

This glimpse into factories, hospitals, other work settings, and work-related literacy programs, shows the massive changes in expectations for workers' "skills" in the twenty-first century, especially regarding language and literacy.Changing Work, Changing Workers looks at U.S. factories and workplace education programs to see what is expected currently of workers. The studies reported in Hull's book draw their evidence from firsthand, sustained looks at workplaces and workplace education efforts. Many of the chapters represent long-term ethnographic or qualitative research. Others are fine-grained examinations of texts, curricula, or policy. Such perspectives result in portraits that honor the complex nature of work, people, and education.For example, one chapter examines the shop floor of a computer manufacturer in Silicon Valley and shows how well-intentioned organizational changes, such as the imposition of self-directed work teams, often go awry, particularly in multicultural workplaces. Another chapter provides the history of a federally funded literacy project designed for garment workers in New York City, documenting the struggles and achievements that accompanied this attempt to prepare immigrants for alternatives to work in a rapidly downsizing industry. Other settings and topics include a community college where minority women are prepared for the skilled trades; an auto-accessory plant with a "pay-for-knowledge" training program; a union-based literacy program designed for hospital workers; and the popular vocational curriculum called "applied communications."