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Lecture 16

SOCY 122 Lecture Notes - Lecture 16: Blue-Collar Worker, Tertiary Sector Of The Economy, Absenteeism


Department
Social Sci, Edu and Soc Work - Sociology
Course Code
SOCY 122
Professor
Rob Beamish
Lecture
16

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Week 16: Economy and Society I: Work and Production
(Part 2)
Work Discipline, Technologies of Power, Taylorism pgs. 84-99
History & The Employer-Labour Process- Employee Relationship
The employer-labour process- employee relationship is socio-historical not inevitable
Its constraints on employees and employers are historical- part of the economic field and
habitus of the employees and employers
It appears normal and inevitable- acceptance of clock time, self-discipline, direct or
indirect forms of supervision (surveillance)
Emergence of exchange and trade
Traditional rights and obligations eroded
Time becomes a currency- it is time spent
Cottage industries (or putting-out system)
Guilds compete with cottage industries
Creating a new culture of work
Not natural rhythms
From cottage industry to workshops
The disciplining of labour: training human beings to renounce their desultory habits of
work, and to identify themselves with the unvarying regularity of the complex automation
Disciplining Productive Bodies
Creating disciplinary society- docile bodies through "technologies of power"
The table system
Division of labour and simplification of tasks
Disciplining the body, object and target of power
Making the body more obedient and thus more useful because it is more obedient
Subjected and practiced bodies- docile bodies
Increases productive forces in the body; decreases resistant forces
Disciplinary strategies developed in micro situations
Discipline occurs in several institutions- the disciplinary society develops
Power and aptitude increased while self-determination and self-realization reduced
"Capillaries of power" spread throughout social institutions
Self-discipline- constant self-supervision- recursive practices- carrying out duties with
accuracy, speed and without resistance
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Docile bodies reflect particular aspects of habitus- structuring structures creating
structured structures
Scientific Management Taylorism
Efficiency- Frank and Lillian Gilbreth- Time and Motion Studies
Three premises
o Utilitarianism- utility maximization; individual pursuit met general interest
o People will resist change
o Scientific approach to work would benefit workers and management
"Natural Soldiering" and "Systematic Soldiering"
"Fair day's wage" for a "fair day's work"
Skilled workers and planning process
Production and planning
The "task idea" - workers tasks clearly specified and how to carry them out
Outcomes:
Reduced size of workforce (efficiency and technology)
Process of deskilling - head and hand labour separated; planning consolidated in
management
Increased white collar workforce
Mass Production, Lean Production, Collective Action pgs 99-109
Henry Ford and Fordism
More than 72.1 million cars produced globally in 2016
Another 22.9 million commercial vehicles
Automotive sector- significant and symbolic
From scientific management to the Fordist assembly line
How mass production of complex technology has influenced all aspects of the employer,
labour process employee relationships
Ford and Fordism
Panhard and Levassor- craft production
Work dispersed to small shops
Materials inconsistent; different guages, warping - "dimensional creep"
Ford and Fordism
Ford began with his Model A in 1903, after 5 years and 20 different models, he produced
the Model T in 1908
From the Model A to the Model T
Interchangeability of parts
Interchangeability, simplicity of attaching parts to each other, standardization
Ford and Fordism
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