Kaarten: C&O Week 5 | Quizlet

Reasons for decline of large bureaucratic organisations

1. 1970 global economic crisis (Bretton Woods Agreement)
2. Global energy crisis from West's reliance on ME oil
3. Industrial unrest post-WW2 - bureaucracy was seen as shit for workers
4. Political unrest in 60's (anti-vietnam, feminist, civil rights, war on drugs)

Stagflation

A combination of low or negative economic growth and high inflation

Elements of third spirit of capitalism

1. Neoliberalism - new economic system
2. Social and political developments that alter how we think about our relationship to the world - neoliberalism as a hegemonic discourse
3. Emergence of Post-Fordist organisations restructured work itself

Hegemonic discourse

A common sense way for us to understand ourselves and the larger social and economic world in which we live

Liberalism

Political and economic philosophy in which the freedom of the individual is the defining feature of a society

Role of government in Liberal societies

Protect freedoms of people, and limit governments involvements in the lives of people

Differences between liberalism and neoliberalism

Neoliberals argue that classic liberalism is too restricted to politics and economics rather than all realms of society - in neoliberalism the market becomes a way of life

Characteristics of neoliberal societies

1. Individual freedom over collective interests
2. Protection of private property rights
3. Free market unregulated by Gov intervention

Role of communication in neoliberalism

1. Neoliberalism shapes how we communicate with each other
2. Organisations under liberalism (i.e Post-Fordist organisations) are increasingly communicative structures in that they depend on complex communication processes for their profitability

Neoliberalism as a Hegemonic Discourse

Neoliberalism is a dominant way of thinking and talking about the world - not imposed on us but we automatically think of ourselves and engage with the world that reflects a neoliberal worldview - logic of the market for every sphere of life e.g degrees judged by what paying job you'll get

Features of Neoliberalism as a Hegemonic Discourse

1. Job insecurity
2. Identity insecurity

Human capital

Set of skills, knowledge and abilities that we are responsible for maintaining and imoriving so that we accumulate more capital

Neoliberal view of individuals (enterprise self)

Each individual is a mini-enterprise, with human capital, that is in constant competition with other mini-enterprises

Neoliberal view of personal growth

Accumulating human capital, thus moving toward enhancing our employability

Venture labour (Neff)

The investment of time, energy, human capital and other personal resources that ordinary employees make in the companies where they work - explicit expression of entrepreneurial values by nonentrepeneurs.

WATT system (Keynesian economy under Fordism)

We're all in this together - organisations invest in employees to improve their skills thus improve the value of the company

YOYO system (Neoliberal economy under Post-Fordism)

You're on your own - employees are expected to be more independent and self-directed and entrepreneurial, increasing the value of themselves

YOYO discourse

Seen as the radical responsibilisation model of employment - each worker, as enterprising self, is responsible for his or her success or failure

Prosperity gospel

The accumulation of capital and consumption are sold as the path towards spiritual enlightenment - god blesses you with health and prosperity if you believe

Discourse of feminism through a neoliberal lens

Reframes certain feminist values (empowerment, equality, choice) through a market lens, where economic success is possible for anyone who embodies the right enterprising attitudes - individual rather than collective empowerment

Seven features of security expected in work

1. Labour market - adequate income, full employment
2. Employment - worker protection against dismissals, hiring/firing regulations
3. Job - provides stability and chance for upward mobility
4. Work - Workplace safety, workplace injury compensation
5. Skill reproduction - Opportunity to gain skills e.g trainings
6. Income - adequate stable income e.g min wage legislation
7. Representation - Workers have a collective voice in labour market e.g unionisation, strikes

Precariat

Global class of people whose condition is to be unemployed or moving from one short-term job to the next

Fissured workplace

A more broken company that improves profitability by focusing attention on controlling the most profitable aspects of the firm while shedding the actual production of goods and services e.g Apple outsourcing iPhone production, Uber not employing any driver directly

Consequences of fissured workplace

1. Creates precarious and unstable work environment - affects labour standards (more you go down the chain of outsourcing, the slimmer the profits become)
2. Wages tend to be lowered and benefits disappear as contract worker - no opportunities for promotion
3. Subjects workers to greater health and safety risks - no healthcare, few H&S trainings

Three dimensions of flexibility that characterise the post-Fordist organisation (Harvey)

1. Flexibility in the work process itself e.g Toyotism
2. Flexibility in labour markets - through subcontracting and temporary employees
3. Greater geographic mobility - Telework & increased outsourcing / moving of production to wherever labour costs are cheapest

Toyotism

The focus on process of production in Post-Fordist orgs (rather than the focus on product in Fordist organisations)

Kaizen

Japanese philosophy that means continuous improvement - workers continuously look for ways that the work itself can be improved

Just-In-Case principle (JIC)

Fordist system where massive inventories are maintained at great expense, minimising the ability to adapt to changing customer demand

Just-In-Time principle (JIT)

Part of a lean Neoliberal production system in which a company increases efficiency and minimises waste by maintaining a minimum level of inventory

Telework

How some or all of work is performed from a remote location (at home or in cafes etc)

Telework problems

1. Presence bleed - boundaries of work and home life disappear and work becomes ever-present - work mode is never turned off
2. Social isolation - rarely copresent with colleagues

Unique selling proposition

What values you can bring to an organisation

Neoliberalism roots

Began as an economic philosophy - evolved into fundamental way of thinking about life in general; people are seen as mini-enterprises who compete with each other (human capital); risk takers at work is the norm & communication takes a central role

Types of collar workers

1. Blue - factory workers
2. White - managerial / office
3. Gold - experts / doctors
4. Green - sustainable / green energy
5. Yellow - creative industry / project working
6. No-collar work

No-collar workers characteristics

1. Consider meaning of work is most important - not lazy or picky
2. Work not viewed as career but a site for creativity
3. Reject organisational hierarchy and work-home separation
4. Non-conformist relation to work clothes - less formal (t-shirts and jeans)
5. Have identity insecurity - working more than one job you cant just say "I'm a welder"

Post-Fordist organisation features

1. Flexible organisational structure - not hierarchial but flat
2. Dedifferentiated labour process - each member has more proactive participation in process of production
3. Limited production runs and "niche" markets
4. Commodification of life - products as lifestyles e.g fitbits, supreme represent lifestyle and prestige
5. Increases unstable / insecure employment (short contracts with lots of competition)
6. Blurring of work-home distinction

Three aspects of labour process that have changed under Post-Fordism

1. Social Factory emergence - process of economic value production escaped walls of factory and has become dispersed throughout society e.g blogging about day off on the company website
2. Immaterial labour makes up much of value production in social factory e.g Apple being a way of life
3. Process of immaterial labour is communication-based - communication enables creation of meanings and experiences that are monetizable

Differences in Fordist and Post-Fordist Organisations

1. Structure - Inflexible, bureaucratic vs Flexible and flat
2. Values - Stability and efficiency vs change and flexibility
3. Focus - Production oriented vs consumption oriented
4. Bureaucratic vs Disciplinary
5. Workplace - Lifetime differentiated and homogenous work vs Temporary diverse work
6. Technology - mechanical machines and production lines vs Electronic
7. Boundary - Separation of work-home vs Blurring of work-home life

Disciplinary power (disciplinary control)

Bottom up form of control with focus on self as a project - employees create own entrpeneurial control, developing themselves and improving skills; Power as Productive by discipline and training (mindset) rather than physical force (body); least coercive form of control, thus needs most communication

Immaterial labour

Labour that produces the informational and cultural content of the commodity

Symbolic analysts

People who engage in the processing of info and symbols for a living

Aspirational labour

Poorly paid or free work done with the hope that it will lead in the future to paying work

Emotion labour

Labour wherein employee emotion is not just a response to work situations but actually is the work

Total institutions

Institutions that control the time and space of organisational members such as emotions - public and private become blurred / indistinguishable

Emotions in public work

Were regarded as feminine, private and irrational thus were written out of public masculine work

Social constructionist approach to emotion

Understands emotion as constructed by and managed within the constrainsts of interaction, communication and local social norms

Emotional contagion

The process by which people catch negative and positive emotions from each other

Dramaturgical approach to emotion (social constructionist)

Employees are organisational actors who perform their emotions with regard to rules of appropriateness (different rules for front and back-stage)

Emotion management

The effort people expend on making sure that their private feelings are expressed in a way that is consistent with social norms and expectations - only when it enters public institutions does it become emotion labour then is subject to hierarchial control

Potential problem with emotion labour (Hochschild)

Caused estrangement between what a person sees as their true self and their inner/outer acting - employees who identify too strongly with org would risk burnout and depersonalisation

Emotional dissonance (Hochschild)

A clash between inner feelings and outward expression that had a negative effect on their psychological well-being

Burnout characteristics

1. Emotional exhaustion
2. Depersonalisation or negative shift in responses to others
3. Decreased sense of personal accomplishment

Emotive dissonance

Clash between inner real feeling and external fake expression

How Foucault adds to previous emotion labour research

1. Offers understanding of the arbitrary and historical nature of institutional structures that are seen as normal and natural
2. Conception of power offers fresh way of understanding emotion labour norms (power is dispersed and everyday rather than top-down) 4. Takes social construction hypothesis further

Foucauldian view of self

Views self as fragmented and constructed through a number of discourses

Sources of data in study

1. First-hand employee cruise staff role
2. Interviews
3. Organisational documents

Control mechanisms used by cruise to control emotion of employees

1. Stickers of service (we smile, we are on stage, we never say no etc)
2. Employees had to carry service credo wallet card - employees could get written up if caught without it
3. Posters in crew areas
4. Monthly draw for service suggestions with small prize for winner

Self-subordination

Employees manage their own emotional control by self-surveillance

Burnout in cruise ships

Employees agreed with "If you cant stick it, leave", and were told to keep negative issues and burnout to private place (cabin where they only slept and changed)

Employee resistance

Resistance occurred through stories of passengers and "what-if" stories, as well as patronising the service programs obtrusiveness into their lives

Goal of article

Provide a picture of emotion labour and burnout in a total institution and problematise long-standing assumptions about emotion labour

Limitations of study

1. Only one case study - not generalisable to other organisations or cruise ship 2. Participation and subjective experiences might affect data collection and interpretation

Three central challenges Foucauldian theory poses to current emotion labour literature

1. Emotion theorists can contextualise studies and assumptions about emotion labour
2. Emotion labour control systems extended over many occurrences - Hochschild says it can occur only in jobs with direct supervisory control over emotion
3. Raises questions about dichotomous relationship between real self and fake performance

Three practical concerns the study raises

1. Potential abuse of customer-based control of service personal (not controlled by management as much as customers)
2. Challenges current assumptions of front-stage back-stage dichotomy in emotion labour (some employees preferred public to private / Time bind)
3. Employees have confusion about boundaries between front and backstage

Time bind

Men and women avoiding marriage and familial responsibilities by fleeing to the workplace