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Work Organisations

A Critical Introduction

Work Organisations

A Critical Introduction

Third edition

Paul Thompson

and

David McHugh

No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP.

Any person who does any unauthorised act in relation to this publication may be liable to criminal prosection and civil claims for damages.

The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988.

First edition 1990

Reprinted 5 times

Second edition 1995

Reprinted 7 times

Third edition 2002

Published by PALGRAVE

Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N. Y. 10010

Companies and representatives throughout the world

PALGRAVE is the new global academic imprint of

St. Martin’s Press LLC Scholarly and Reference Division and Palgrave Publishers Ltd (formerly Macmillan Press Ltd).

ISBN 0–333–94991–9 paperback

ISBN 0–333–98095–9 hardcover

This book is printed on paper suitable for recycling and made from fully managed and sustained forest souces.

A catalogue record for this book is available from the British Library.

10	9	8	7	6	5	4	3	2	1
11	10	09	08	07	06	05	04	03	02

Printed in Great Britain by

Anthony Rowe Ltd

Chippenham, Wiltshire

Contents

List of tables and figures	xi
Acknowledgements	xii
Introduction	xiii
Part I
1 Studying organisations: an introduction	3
Organisations and organisation society	3
Defining the scope and purpose of organisations	5
Organisational analysis: problems and problematics	7
Goals, diversity and interests	8
Rationality, efficiency and choice	10
Hierarchy and the division of labour	12
Management and managerialism	12
A science of organisations?	14
A concluding comment	14
An alternative and critical agenda	15
Reflexivity	15
The embeddedness of organisations	16
Multi-dimensionality	16
Structure, contradiction and agency	17
Social transformation and change	18
Conclusion	19
2 The emergence of large-scale organisations	20
Organising the new work forms	20
The rise of the factory system	21
Modes of control in the transition to bureaucratic organisation	23
Decay and decline of traditional controls	25
Conclusion	28
3 Taylor, Weber and the bureaucratisation of the workplace	29
Taylorism and systematic management	29
Principles	30
Ideology and practice	31
Weber and administrative theories of management	34
The rise of bureaucratic control and its contradictions	38
Scientific management and bureaucratic work rules: modern legacies	40
Conclusion	41
4 Managing the human factor	42
Social science and industry: a courtship	42

vi • CO N T E N T S

	Hawthorne and beyond	45
	Consolidating human relations	49
	Legacies and continuities: from human relations to human
	resource management	51
	Conclusion	53
5	Organisations and environments	54
	Closed systems?	55
	Adaptation to the environment: open system approaches	56
	Contingency theory	58
	Selection theories: the population ecology approach	61
	Critique and alternatives	63
	Enacted environments?	66
	Conclusion	69
6	Capital, labour and the state in a globalising era	70
	Comparative analysis: beyond the American model	70
	The rise of cultural explanations	71
	Institutional theories	76
	Globalisation	79
	Understanding the comparative influences on work organisation	82
	The state still matters	85
	Conclusion	86
7	Management	87
	Classical management theory	87
	The nature of management	89
	Management practices: a new realism?	91
	Bringing the threads together: management as a labour process	94
	Armstrong and inter-professional competition	96
	Conclusion	100
8	Control: concepts and strategies	101
	Mainstream mis/understandings	101
	Radical perspectives: labour process theories of control	103
	Management strategies	105
	Questioning strategy	109
	Questioning control over labour	111
	New directions? Surveillance and shifting the locus of control	113
	Conclusion	116
9	Power, conflict and resistance	117
	Power in mainstream theory	117
	Mainstream models	119
	A critical evaluation: three-dimensional analyses	121
	Foucault, post-structuralism and disciplinary power	124
	Applications to organisations	126
	Critique	128
	Conclusion	131
10	Gender, sexuality and organisations	132
	Policy parameters and intellectual frameworks	132

CO N T E N T S • v i i

Gendering organisational analysis	134
Kanter and organisational context	134
Theorising difference	136
Culture, careers and networks: embedding gender	139
Enter sexuality	140
Contrasting perspectives on sex, power and organisations	142
Evaluation: under and overpowered explanations	144
From equal opportunity to managing diversity?	145
Conclusion	147
11 New Economy, new organisations?	149
Introduction: paradigm shift or shifting paradigms?	149
Firms, markets and hierarchies in the knowledge economy	150
Post-bureaucratic organisation: restructuring the corporation	154
Flexibility, work and employment	156
Japanese production regimes	157
The flexible firm model	158
Home and teleworking	161
Knowledge work and portfolio people	161
High performance and work systems: restructuring the division of labour	163
Conclusion	165
12 Continuity and change at work	167
Hierarchies, networks and knowledge revisited	167
Knowledge in the economy	169
Corporate structures: organised capitalism	172
A new flexible firm?	175
Changing employment relations and the new insecurity	178
Participation, control and commitment in the labour process	180
Autonomy, control and surveillance	181
Skills, tasks and rules	184
The effort bargain and work intensification	188
Conclusion	189
13 Corporations and culture: reinventing organisation man?	191
Product and perspective: the corporate culture merchants	193
HRM and the management of culture	195
Critics and questions	197
Questioning the novelty	197
Questioning the evidence	198
Questioning the concepts	200
Culture: commitment or control?	202
The limits to cultural influence	204
Conclusion	208
Part II
14 Understanding organisational behaviour: issues and agendas	213
Technologies of regulation?	213
Topics and texts: subjects and subjectivities	217
Defining the ‘subjective factor’	218
Conclusion	221

viii • CO N T E N T S

15 Masks for tasks: perception, attitudes and personality	222
Perception: learning what to see	222
Perceptual processing	222
Perceptual categorisation	224
Attribution theory	226
The attitude problem	229
Defining attitudes	229
Attitudes and behaviour	230
Attitude change	231
Personality: masks for tasks	233
Types, traits and tests	234
Personality and selection	235
Conclusion	238

16 Learning, change and innovation	240
Learning and socialisation: seeing what to do	240
Socialisation	243
Roles	244
Skills and styles	245
Learning and development	246
Learning organisations	247
Organisational learning versus learning organisations	247
Changing the people?	249
Models and processes	250
Change and stability	252
Innovation: necessity or luxury?	253
Defining innovation	253
Diffusing innovation: change agents and agencies	254
Climate and culture	254
Sustaining innovation	255
Creativity	255
Social and organisational creativity	257
Conclusion: creativity, learning and sustaining innovation	258

17 Open to persuasion: communication and leadership	260
The power to communicate	260
Interpersonal influence	264
Leadership, might or myth?	266
Traits and characteristics	267
Styles and roles	268
Contingent leadership	269
Transforming leadership	271
Charisma?	272
Networking	274
Attributing leadership	275
Conclusion	276

18 Putting the pressure on: stress, work and emotion	277
Stress: the force to adapt	277
Role stress	280
Stress management	281
Stress counselling	283

CO N T E N T S • i x

Employee assistance programmes	283
Contesting stress	285
Emotional labour	286
Emotion management	287
Stress and control	289
Role socialisation and control	290
Stress in the labour process	292
Conclusion	293
19 Motivation: the drive for satisfaction	294
Motivation or motivating?	294
Enriching the content	295
Content theories	296
The drive for satisfaction	297
The ‘kick in the ass’ life cycle	300
Process theories	301
The goals of motivation	303
Goal-setting	304
Goals versus identity projects	305
Motivation as an artefact	306
Control theories	307
Self-concept theory	308
Control, self-concepts and identity	310
Mobilising commitment	310
Internalisation of commitment	312
Institutional commitment?	313
Conclusion	314
20 From groups to teams	316
The authority of the group	316
Group formation and composition	317
Group socialisation	319
Group cohesiveness and polarisation	320
Group responses to pressures on identity	321
Group resistance and conflict	323
Teamworking	324
Re-engaging the worker	325
Team dimensions	327
Groups versus teams	329
Conclusion	332
21 Identity work	334
Explanations of identity	334
Redefining the agenda	336
Gender and ethnic identities	337
Domination and security	338
Organisations and identities	339
Identity work and situational power	339
Responses to pressures on identity	341
Impression management and scripting	343
Identity work and ‘making out’	346
Identity working: strategies for organisational survival	347

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