Durkheimian Industrial Sociology. Social solidarity through normative consensus The ‘division of labour’ as a source of ‘organic’ solidarity The maintenance of solidarity through ritual expressions of shared identity
Durkheimian Industrial Sociology
Social solidarity through normative consensus
The ‘division of labour’ as a source of ‘organic’ solidarity
The maintenance of solidarity through ritual expressions of shared identity
Workplace game playing/rule breaking/fiddles as (formal) deviance that, nevertheless, creates cross-group solidarity (games as rituals).
Group of workers intentionally created as part of company policy either as a permanent part of the organisational structure (e.g. Quality Circles) or a temporary means of problem solving (e.g. Task teams)
More or less spontaneous development of a shared identity among a group of workers based on either physical proximity and/or shared interests (work and non-work related).
Typically group formation is associated with the development of distinctive norms, values rewards/sanctions, goals.
re e.g. Banana Time; ‘making out’
FIDDLING IS UNEXCEPTIONAL
The exchange of gifts is either regarded as a method of creating and reinforcing binding social relationships or as an exhibition of superior wealth
Source: Penguin Dictionary of Sociology
GROUP = Degree of integration among workers
GRID = Degree of coordination of group into other networks
work place groups are:
more (hi) or less (lo) internally coordinated;
more (hi) or less (lo) interlinked
Hi Grid: Lo GroupFatalistic. Experience of being subject to uncontrollable external forces e.g. slaves.
Lo Grid: Lo GroupEgoism Prioritisation of the interests of the individual. Absence of externally set limits on behaviour e.g. Protestants, free-thinkers
Hi Grid: Hi GroupAltruistic Trivialisation of the significance of personal survival in favour of the interests of the group e.g. soldiers
Lo Grid Hi GroupAnomic Absence of coherent or applicable or shared norms e.g. migrants, those experiencing sudden wealth, sudden poverty.
Source: Mars, G. ‘Cheats at Work’