WEEK 17 LECTURES 1 & 2 – ORGANIZATIONS AND LABOUR Flashcards

1
Q

Organizations

A
  • A group with identifiable membership that engages in collective actions to achieve common purpose
  • Ex. Corporations, businesses, political parties, churches, schools, sports clubs
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2
Q

Formal Organizations

A
  • deliberately planned groups that coordinates people and capital (resources) through formalized roles, statuses, and relationships to achieve a specific set of goals
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3
Q

Spontaneous Organizations

A
  • arises very quickly to meet specific goal then disbands once goal is achieved.
  • Ex. Search parties, protests
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4
Q

Bureaucracy

A
  • most common type of formal organization
    Weber bureaucracy - uses rules and hierachal ranking to achieve efficiency
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5
Q

Bureaucracy
Weber ideal criteria bureaucracy type includes:

A
  1. Division of labour
  2. Hierarchy of authority
  3. Written rules and regulations
    - people to know when to expect
    - Clear standards for performance and procedures
  4. impersonality - don’t bend rules based on individual circumstances. Everyone treated the same.
  5. Employment based on technical qualifications
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6
Q

Bureaucratization
Ritzer & McDonaldization

A
  • principles of McDonalds as global corporation are being emulated by other organizations
    Components:
    1. Efficiency - best means to achieve an end
    2. Predictability - people want to know what expect when purchasing commodities.
    3. Calculability - quantity over quality.
    4. Substitution of non-human technology - robots replacing jobs because humans unpredictable. Robots lack ability to act unpredictably
    5. Control - over customers and consumption process
    Ex. Limited seating, drive through

*Other organizations emulate these things to maximize profits

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7
Q

Oligarchy

A
  • society run by a few people
  • Limited people have ultimate control

Iron law of oligarchy
“Who says organization, says oligarchy ”
- even where organizations start democratically, we will eventually see a few on top making a hierarchy of power

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8
Q

Works & Occupations

A

Work - the paid or unpaid carrying out of tasks requiring expenditures of mental and physical effort
*basis of economy
- consists of institutions that facilitate production and distribution of goods and services

Occupation - work you get paid for with wage or salary

Forms of work that do not conform to occupation or job
- volunteer work (unpaid)
- Ex Ultimately fills gaps often ignored by official goods and service providers
- Construction work
- By undocumented citizens
- care work
Takes place inside home not in exchange for income
- Sex work
Occupation as it is exchange of service for income. Canada doesn’t see this because labour rites, taxation, etc.

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9
Q

Division of labour

A
  • nature of work has shifted significantly because of industrialization
  • Durkheim - mechanical to organic solidarity and likes DOL
  • Marx - specialization means alienation, does not like DOL
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10
Q

Approach to labour process
SCIENTIFIC MANAGEMENT APPROACH TO HOW WE ORGANIZE LABOUR
by Frederick Taylor

A
  • maximum efficiency and productivity through scientific method and labour process
  • Break down industrial process to be precisely timed and organized to create efficiency
  • Widespread impact on organization of industrial production and on workplace politics
  • Birth of micromanagement EYW “Taylorism”
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11
Q

Assembly Line
Henry Ford

A

Ford adopted Taylor’s work
Ford adopted Taylor’s
approach in designing his
auto-plant in Germany.
Led to the birth of the
assembly line
* Increased DOL for mass
production

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12
Q

Critiques of Taylorism & Fordism

A

Low trust systems: jobs being set by management.
- because set by management no employee atonomy, no say over what job you do
- close supervision of those carrying out tasks
- Surveillance of workers

ALTERNATIVE

High trust systems
- workers can control the pace and content of work within over all guidelines
- not just maximizing profits, but instead, a human relations approach
- communicaiton and participation in work

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13
Q

WORK IS SHIFTING

A

Decentralization of work and labour process
- often looks like collaborative work in teams or groups

flexible production and mass consumption
- shift nature of traditional assembly line/factory
- new technology allows mass production of customizable items
EXAMPLE
- 5000 shirts might be produced in a factory in each
- technology can customize each shirt at the same expense

Spread of Global production
- Big retalers are not just reduced to controlling production within state borders, tend to have factories all across the world.
- also how like use of engineers

More Open operational structures
- introduction of more open operational structures
- amplified during covid (working home, less collaboratively, more health and safety, freedom in scheduling)
- Hybrid work
- Remote first work
- Flexible work schedules

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14
Q

Gender and Work

Three main categories of workplace inequality

A

women enterring labour force in higher positions

  • workplace gender inequality still exists
  1. Occupation Segregation
    - many occupations are segregated by gender where women tend to carry more admin roles and men more exec roles
    *Glass ceiling: even if men and women start at same starting postion, women will hit a glass ceiling within a hierarchy
    - men continue to move up the corporate ladder, women get stuck
    - CEOs, chairs, far less women in these roles or authority and power
  2. Precarious labour
    - part time
    - contract - no stability
    - unpaid
    *women tend to occupy jobs that are precarious
    *Does not supply employment security
  3. Gender wave gap
    - men earn more than women in general
    - Men earn more than women in SAME/ similar job
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15
Q

Feminine Mystique
Betty Friedan

A
  • during WWII women were largely homemakers
  • Pushed unto public work because men were at war
  • women responsible for maintaining the economy
  • when men back, women were encouraged back home
  • Friedman book: a study on Educated Housewives
  • Classes on how to be a good housewife
  • PhT - awwarded to wives when husbands attained degrees

late 1950s
- interviewed housewives about dissatisfaction in their lives
- didn’t know why they were depressed because socialized that being a good wife and mother should make them happy
*One solution: Remove education from women
*One solution: take away the right to vote
Pharmacuticals: Valuem & Nervine was drug called mothers little helper so that they no feel depressed

Betty Friedan: Feminine Mystique was the problem!!!
- feminity being end goal and source of happiness for women - THIS IS A MYTH

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16
Q

Gender wage gap in Canada

A
  • Participation in the rise
  • more women enterring education and getting degrees
  • 66% of people in post secondary are women
  • outdoing men in participation

PAY INEQUALITY STILL ISSUE
- women aged 15 and older, only make 87 cents for every dollar earned by men

17
Q

ACKER 5 gender nature organizational structures

A
  1. Gendered segregation of work created in part by org practices
    - idea of perfect worker has no gender
    - when we think of what perfect worker looks like, it is often someone who can dedicate most of their time to work not obligated to outside work (parental role not a perfect worker)
    - this assumes perfect worker is a man who is asexual
    - sexual harassment not desired but occurs in every work place
  2. Income and status inequality between men and women also partially created through orgs
  3. Orgs are one arena where cultural images of gender are invented and reproduced
  4. Masculinity is a product of org processes and pressures
  5. Important feminist project is to make large-scale orgs more democratic and supportive of humane goals
18
Q

Acker argues that gendering of
organizations occurs in at least 5
interactive processes:

A

1.Construction of divisions along gender lines
2.Constructions of symbols and images that
sustain divisions
3.Individual interactions
4.Production of gendered identities
5.Production of social structures

Increasing women participation in the labour force can’t change gender inequality because structures of orgs have gender inqequality and divisions built into them

19
Q

THE SECOND SHIFT
(HORSCHILD 1989)

A

Women live two work lives

– first shift in the labour force (paid labour in public sector) and second shift at home (unpaid labour in private sphere)

*Most nucleur families have more activities than they do time to do them.
* Always lack of time for all household activities that need to be done
*Everyone wants more leisure time, so structure doesn’t work
*More often than not, it is the woman in the family who sacrifices her leisure time to take on household activities and labour

This is changing
- more stay at home dads
- even with this shift, women remain household managers.
- women still feel emotional burden of the responsibility of the household

20
Q

SOCIOLOGY OF WORK IN ACTION
Wilson & Roscigno 2016

A
  • Study analyzes the relationship between peoples’ degree of job authority and their
    stratification beliefs using the 2012 General Social Survey (N=2721)
  • Dependent Variables – support for redistributive policy & functional necessity of
    inequality
  • Independent Variables – the amount of authority tasks & authority tenure

Key Findings:
* Job authority and tenure shape traditionally conservative ideological stances, specifically
limited support for redistributive policy and the belief that inequality is a functional
necessity

Increases in authority tend to shape traditionally conservative beliefs about inequality
- believe inequality is functional for society
- lower desire to pay fair wages
- lower desire to offer support outside income to employees