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Lecture 10

SOC341H5 Lecture Notes - Lecture 10: New Social Movements, Union Reform Party Of South Carolina, Acculturation

by Maya

Department
Sociology
Course Code
SOC341H5
Professor
Mark Easton
Lecture
10

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Lecture 10
Professionals in policy and knowledge transfer adaptations of lean management
Looks at what role do professions play in the transfer and implementation of policy and
knowledge
examines how consultants and the French state agency in charge of “modernizing the
administration” worked to implement lean management within national and local French
public services, including the judicial system
this led them to take principles and methods developed in the private and corporate
sectors and translate them to public, professional, and state rationales
I show that the strength of lean management lies in the fact that it is a multipurpose
management instrument providing pragmatic tools and know-how
o Its easy to adapt
overview
examines the balance of power that holds between professions, between ministries and
agencies in charge of state modernization, and between “policy entrepreneur
focuses on the role played by the policy instruments used and on the dynamics of
hybridization and acculturation of knowledge.
Finally, it discusses the specific properties, skill sets, and professional knowledge of
transfer entrepreneurs, as well as how they select and transpose policy instruments
Main questions
in what ways does the French state agency in charge of “administrative modernization
view lean management as a relevant tool for bringing about change in French public
services
how has lean management been appropriated by the Ministry of Justice and the
magistracy
what specific effects were produced by lean management other than those associated with
its explicit aim of increasing productivity and reducing delays
The transfer of power and knowledge
In the analyses of policy transfer, the role of professionals has been overlooked
The transfer of managerial instrument (knowledge transfer) can call professional practice
into question
Conclusion
Policy transfer is not as easy as it seems
Transfers from the private sector to the public sector are facilitated by transfer agents
with a dual professional culture and a good understanding of the specificity of each
policy field.
But counter interpretations may challenge such translations and, if they enjoy widespread
support, thwart the lean effort.
In public sector administration characterized by a professional culture with a long-
standing recalcitrance toward managerialism, managers and professionals alike may think
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of lean management as a made-to-measure approach that provides a method for the
acculturation of professionals to managerial skills and ways of thinking
top professionals draw greater benefit from this socializing-type change than others
lean may be appropriated primarily because of productivity pressures or as a means of
imposing changes conceived prior to lean implementation.
So despite being cloaked in the legitimacy granted by the participatory approach, lean
may be viewed as just the opposite
Yet, due to the near exclusive focus on the operational level, the main charge against the
use of lean is that it neglects the larger sociopolitical issues.
Indeed, it does not take into account the question of how to define the true mission of
public service.
Union resistance and union renewal in the CAW
The context for union renewal
when many unions were losing members CAW was gaining them
it is the largest union in the private sector
they have used mergers (joined with airline groups and retail workers) and organizing
with hospitality and health care sectors
they have a CAW council which makes the union seem democratic
they welcome people from different races, sexualities, etc.
they have created a national task force which allow local leadership and activists to raise
issues or propose ideas for union reform
they have also created UPC’s which are a locally based, non-partisan, political structure
CAW constitutional convention paper: union resistance and union renewal
what defines a strong union movement
o the rate of unionization about the workforce (union density)
The national executive board was tied to local unions and workplaces rather than a
structure populated by full time officers
The CAW council was not just a legal structure but also a forum of union building
Important aspects of internal democracy include
o Partiupatory
o Accountable
o Effective
The CAW had one of the most innovative union education programs now it has
developed to be one of the largest and comprehensive union education programs
CAW is committed to union renewals every year
Challenges to union resistance and union renewal
o Making gains in bargaining
o Expanding democracy: more than just elections
Want to balance out corporate power
Focus on social transformation
o Organizing
Including a broad range of workers in every sector
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