By Glenn Morgan (auth.)
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Extra info for Organizations in Society
E. the central importance of deskilling. One of the main attacks on Braverman was launched in Friedman's book Industry and Labour (1977). Friedman argued that deskilling is only one strategy that management may pursue: Top managers are often reasonably certain that if they were to do certain things, it would provoke a work stoppage. The separation of conception from execution by division oflabour, mechanisation or scientific management is not necessarily the best strategy for management in organizing the labour process when confronted with worker resistance.
Work was based on low levels of training, utilizing existing specialist skill in areas like sewing and stitching which were learnt by women in the performance of their domestic role. Women were employed directly by the employers with some possibilities of bonuses, but these only made a difference to earnings at the margins. Employment was likely to be unstable and dependent upon the manufacturer continuing to get contracts through low prices. Littler argues that the period which Braverman identifies as central to the establishment of scientific management and the whole 32 Organizations in Society deskilling movement was in fact characterized by a much more complex set of changes.
Management introduce promotion ladders to disguise from workers the extent to which they share interests. This argument that internal labour markets derive from a divide-and-rule strategy on the part of management is clearly oversimplified. Not only does it vastly overestimate the coherence and unity of management, but it also fails to take account of the interest in internal labour markets which workers possess. Nevertheless, it can be argued that the internal labour market is a key way in which employers generate consent to their authority.
Organizations in Society by Glenn Morgan (auth.)