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Master of Business Administration

Master of Business Administration. Module: organization theory Deaa Aldeen Alghneem Hasan marof. Individualization at Work Subjectivity , Team working and Anti-Unionism. Author : Darren McCabe Volume : 14 No : 2 Year : 2007 243 – 266 : Pages Published by : Sage publications.

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Master of Business Administration

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  1. Master of Business Administration Module: organization theory Deaa Aldeen Alghneem Hasan marof

  2. Individualization at WorkSubjectivity , Team working andAnti-Unionism Author : Darren McCabe Volume : 14 No : 2 Year : 2007 243 – 266 : Pages Published by : Sage publications

  3. Structure • Keywords . • Aims of study . • Methodology and Design . • Subjectivity . • Individualization . • The case study : • Into 1990s . • The New Labour Agreement (NLA) . • Anti-unionism . • The resilience of collectivism . • Results and implications .

  4. Keywords • Power • Separation • redundancies • Team working • resistance

  5. Aims of study • This study is elucidate the relation between power and resistance . • Explorer the importance of union to achieve the goals

  6. Methodology and Design • This study was in Autocraft . It is a UK based. British managed . Automobile manufacturing company . • A variety of methods were used during the case study , including formal and informal interviewing techniques . • Documents were analyzed including corporate memos and briefs . • The research involved an extensive period of interviewing over a six month .

  7. Subjectivity • It is the way in which we understand and interpret the world . • It is our opinion about object which we through it we understand the world . • It refers to the lived experience of individual subject .

  8. individualization • It means to categorize the people into sorts ( healthy , unhealthy – productive, unproductive …) . • And judgments are made on the basis of such knowledge . • and both material and symbolic rewards may bestowed or withheld as a result .

  9. The case study Into 1990s (1) • Because of the recession ,The sales collapsed leading to the imposition of outsourcing and redundancies . • employees were judged and individualized on the basis of time keeping ,work quality and attitude . In this way employees were marked out and separated from each other . • In the face of an attack upon employees standard of living ,way of life and identity . Individuals can feel isolated and powerless .

  10. Into 1990s (2) • Colin ‘an employee’ said : • very talented people, but they were cut throat. If you don’t like it you know where the door is and you can go . • dismissing shop stewards contributed to individualization , for it weakness the union and led to fears of victimization . • Under such conditions employees may forget or forego the power that they able to exercise both individually and collectively .

  11. The New Labour Agreement (NLA) • In 1991s . Managements imposed NLA that introduced greater flexibility and clearer organizational structure based around team working . • It outlines the team working role and identity : • A commitment to continuous improvement . • Shop floor teams led by a team leader , within each team the members will be totally flexible and responsible for all activities . • It refers to the economic dimension of team working . • A pay award was linked to the NLA put it was never paid in full and managements broke the promises .

  12. Anti-unionism • Managements said that : • There are good employees , committed to corporate goals . • There are bad employees , who believe in unionism and have there own interests that may be in opposition to those of management . • Management articulated and signaled this division into number of ways : • They abandoned joint consultation . • The number of recognized shop stewards was reduced .

  13. The resilience of collectivism • The policy of non-unionism slowly gave away to one of marginalization as the unions refused to disappear . • Employees felt that they had to act in order to restore the earlier more pluralistic relations . • When the market demand return and the economy recovered (1996) , a one-day walkout erupted when management withheld a profit related bonus payment . • The walkout appeared to modify management stance towards the unions . • Then management has increasingly espoused the importance of more collaborative approach .

  14. Results and implications • when individuals feel sufficiently secure , confident , inspired or angered, they may resist collectively especially where there is a tradition of collectivism . • Our individualized self-consciousness and separation from others can render us insecure . The sense of strength, significance and dignity generated through resistance . • despite rejecting the individualistic message management proffered, they remained attached to identities that divided them (machinist , male , fitter ).

  15. The End

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