‘Bright Satanic Offices’: Intensification, Control and Team Taylorism

Baldry, Chris; Bain, Peter; Taylor, Phil

doi:10.1007/978-1-349-26346-2_9

Cited by 111 publications

(120 citation statements)

References 3 publications

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“…How teamworking had worked in this case, it was argued, '[was] through the collective responsibility that team members felt for meeting the team's work targets' (Procter andRadnor, 2014: 2982). Carter et al (2015: 6) dismiss as a 'fallacy' the idea that 'team-based targets generate a tangible sense of collective teamworking', citing a piece of work in which they say targets did not act in this way (Baldry et al, 1998 …”

Section: Teamworking and Lean: Some Conceptual Considerationsmentioning

confidence: 99%

Teamworking and Lean revisited: a reply to Carter et al.

Procter

Radnor

2016

The International Journal of Human Resource Management

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This paper is a reply to Carter et al.'s (2015) response to an earlier paper of ours in this journal on the subject of teamworking under Lean in UK public services (Procter and Radnor, 2014). Our reply covers the following issues which Carter et al. have raised: the literature we used to structure our findings; the way in which we used concepts such as autonomy and teamworking; our research methods and approach; how Carter et al.'s newly available data on teamworking might be interpreted; and how data drawn from an official employee attitude survey might best be understood. On the basis of this we conclude that Carter et al.'s paper fails to meet its objectives. On some things the authors are simply wrong; on others, they grossly misrepresent our position; on still others, their interpretations are, at best, highly questionable.

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Section: Teamworking and Lean: Some Conceptual Considerationsmentioning

confidence: 99%

Teamworking and Lean revisited: a reply to Carter et al.

Procter

Radnor

2016

The International Journal of Human Resource Management

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“…Yönetim biliminin bakış açısından ise tahakküm, "örgütçe benimsenen amaçların ya da üstlenilen görevlerin eksiksiz, verimli ve zamanında gerçekleşip gerçekleşmediğinin hiyerarşi içinde ve yaptırımlı biçimde izlenmesi" anlamına gelen denetim zorunluluğunun bir sonucudur (Fişek, 2012: 281). Tahakkümün çalışanlarda yarattığı öfke, isyan ve direnişler her halükârda hayli zengin bir eleştirel yazına kaynaklık etmiştir (Baldry, Bain, ve Taylor, 1998, Braverman, 2008Fox, 1971;Friedman, 1977aFriedman, , 1977bGorz, 1978;Meiksins, 2003;P. K. Edwards, 1986; R. Edwards, 1979;Seidman, 2010, Sewell, 1998.…”

Section: Abstract Gi̇ri̇şunclassified

“…Gişe görevlileri, veri işlemcileri ve çağrı merkezi çalışanları gibi rutin işleri görenler örnekleme dahil edilmemiştir. Zira bu kesimin mesleki konumunun, kafa ve kol emeğinin ayrışması, vasıf düzeyi, denetim ve mesleki hiyerarşide yükselme olanakları bakımından beyaz yakalı bir çalışandansa bir fabrika işçisine benzemekte olduğunu savunan hayli güçlü bir argüman hattı söz konusudur (Bain, vd, 2002;Baldry, Bain ve Taylor, 1998;Braverman, 2009;Callaghan ve Thompson, 2001;Taylor ve Bain, 2005).…”

Section: Abstract Gi̇ri̇şunclassified

Beyaz Yakalılar Yönetilmeyi Neden Kabul Ederler? İşyerlerinde Tahakküme Gösterilen Rızanın Sosyolojik Bir Analizi

NUROL¹

2015

ISGUC

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“…Under these changed circumstances there are therefore critics, generally employees who find the new working conditions uncomfortable and difficult, as well as supporters of change. As such, replacing one set of working arrangements with another will generate 'casualties' and cause a higher level of stress and anxiety for some employees (see, Baldry, Bain and Taylor, 1998). Thus, not only is behavioural change a key element to the new system of operation, but it will also be evaluated in a range of different ways by employees.…”

Section: The Change From Line To Cell Manufacturementioning

confidence: 99%

Changing manufacturing practices: An appraisal of the processual approach

Dawson

2005

Hum Ftrs & Erg Mfg Svc

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There has been a longstanding interest in human factors and the processes of change in manufacturing organizations. This paper focuses attention on the establishment and contribution of a processual perspective to understanding change. A history of the processual approach is outlined and some of the main defining elements and ongoing developments are appraised. Field data drawn from a study of cellular work arrangements at a mirror manufacturing plant is used to highlight the interlocking and overlapping dynamics between substance, context, and politics. In advocating the benefits of a processual perspective, it is argued that during the uptake of cellular manufacturing there is a mutual shaping between the 'technical' and the 'social' and in support of this claim, case study data are used to illustrate the complex and ongoing interaction between socio-political processes and the substance of change (in this case, the technical reconfiguration into cellular form). It is argued that attempts to distil, separate, identify and examine discrete elements (such as, technology) are misplaced and likely to produce misleading results that undervalue the importance of the contextual and socio-political processes that also play a key part as mutual shapers of change. ABSTRACTThere has been a longstanding interest in human factors and the processes of change in manufacturing organizations. This paper focuses attention on the establishment and contribution of a processual perspective to understanding change. A history of the processual approach is outlined and some of the main defining elements and ongoing developments are appraised. Field data drawn from a study of cellular work arrangements at a mirror manufacturing plant is used to highlight the interlocking and overlapping dynamics between substance, context, and politics. In advocating the benefits of a processual perspective, it is argued that during the uptake of cellular manufacturing there is a mutual shaping between the 'technical' and the 'social' and in support of this claim, case study data are used to illustrate the complex and ongoing interaction between socio-political processes and the substance of change (in this case, the technical reconfiguration into cellular form). It is argued that attempts to distil, separate, identify and examine discrete elements (such as, technology) are misplaced and likely to produce misleading results that undervalue the importance of the contextual and socio-political processes that also play a key part as mutual shapers of change. INTRODUCTIONThe main aim of this paper is to outline and appraise the contribution of the processual approach to understanding change in manufacturing organizations. An historical overview of 2 studies that have examined processes of change is provided and the contribution of the landmark work of Pettigrew (1985) is briefly reviewed. The central elements of the author's own proposed framework are then described and explained. For illustrative purposes, the paper uses data drawn from a study ...

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‘Bright Satanic Offices’: Intensification, Control and Team Taylorism

Cited by 111 publications

References 3 publications

Teamworking and Lean revisited: a reply to Carter et al.

Teamworking and Lean revisited: a reply to Carter et al.

Beyaz Yakalılar Yönetilmeyi Neden Kabul Ederler? İşyerlerinde Tahakküme Gösterilen Rızanın Sosyolojik Bir Analizi

Changing manufacturing practices: An appraisal of the processual approach

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