ten reminded of the "Puritan work ethic" that is described in history texts, and Americans often take pride in their commitment to hard work. Parents and other influential adults transmit the traditional values of hard work and doing a good job to children through example and also through aphorisms such as a fair day's pay for a fair day's work (Kernan, 1993).
Just as the Enlightenment brought with it the concept of modernity with its emphasis on the rational scientific method, so education for most children leads to questioning the traditional values with which they were raised. It is no longer enough to do a job and collect a paycheck; individuals seek personal fulfillment by aligning their jobs with personal needs and philosophies. The modern organization was built on eight-hour workdays with one-hour lunch breaks and morning/afternoon breaks; within those eight hours, individuals were expected to use the best (most efficient) ways to perform their tasks, and these methods were often imposed on them by management. Scientific studies were conducted to determine quality rates for manufacturing runs, or time-and-motion studies for production facilities, and processes were developed and documented to ensure that all employees were adhering to the plan. There was little thought in the modern organization to personal fulfillment, let alone to why certain actions were being performed (Venkat, 2009).
The post-modern organization moved beyond the scientific method and toward a more qualitative approach. Companies began developing mission and vision statements that brought into focus exactly what they were trying to accomplish. This was true not only for new organizations, but existing ones as well. In short, companies began deconstructing their own businesses in order to isolate their core competencies and identify their reason for being. Quality circles where employees were encouraged to identif
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