Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.247015
Title: New forms of organising : context, action and transitional processes
Author: Hague, Jeremy
ISNI:       0000 0001 3523 9802
Awarding Body: Nottingham Trent University
Current Institution: Nottingham Trent University
Date of Award: 2002
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Abstract:
Scientific Management, it is claimed, was the dominant paradigm of work organisation during the Twentieth Century. The approach, while subject to adaptation, advocated a division of labour between conceptual and executive functions resulting in narrowly defined work tasks. Having attracted significant criticism since its inception, it has been argued that Taylorist approaches to work organisation are being reappraised with the increasing need for quality, flexibility and responsiveness, the introduction of new technology and the demands of employees for more meaningful work. Reported transformations in working practices have been variously labelled as Flexible Specialisation, New Production Concepts or Post-Fordism. It is argued that while such 'meta-leveF accounts have stimulated interesting discussion, they inadequately describe the variations in practice at the local level. A contested aspect of the 'new productions systems' debate is the extent to which such practices differ from Taylorist forms of work organisation and the level of discretion that production operatives are given over their working arrangements. To gain greater understanding of change at the micro-level, the research undertaken within the thesis contextually investigates the implementation of teamworking in four small clothing companies. Teamworking has been claimed to provide a convergence between employers' needs for flexibility and responsiveness, while providing more varied jobs and interesting work for employees and, as such, has been the focus of considerable research. However, this has tended to focus on static 'one-shot' case studies and recently there have been calls to understand teamworking as a 'local product lifecycle' a dynamic process of implementation, adaptation, development and termination. Longitudinal accounts of such processes are rare, and this thesis makes a significant contribution in the field. The research is ethnographic in orientation, and utilises a conceptual framework, which examines the shaping of tasks, control and the support given to teamwork development. The research highlights the complexity of the change processes, which are shaped within local contexts, and illustrates the way in which control and technological structures both shape and are shaped in transitional processes. The benefits of teamworking for both the company and employees were mixed and transient but, in the context of the sector, teamworking marked a significant departure from traditional practices in some cases.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.247015  DOI: Not available
Keywords: Team working
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