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Management Strategies, Market Conditions and the Labour Process

In: Firms, Organization and Labour

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  • Andrew L. Friedman

Abstract

In this chapter I shall argue for the need to specify a general theory of managerial strategies by which authority over workers is maintained, in order to analyse the organization of work and other symptoms of the internal workings of the firm, such as strike proneness. All too often the organization of work and strike proneness are assumed to be simple functions of technology which is, in turn, considered to be an exogenous factor. Even when choices by ‘firms’ are examined, these choices are generally ‘situationally determined’ (Latsis, 1972). For example, the ‘choice’ of output level for the firm as analysed in the perfect competition or monopoly cases is completely determined by a previously given (technologically determined) cost schedule, once the usual profit-maximization motivation assumption is made.

Suggested Citation

  • Andrew L. Friedman, 1984. "Management Strategies, Market Conditions and the Labour Process," Palgrave Macmillan Books, in: Frank H. Stephen (ed.), Firms, Organization and Labour, chapter 11, pages 176-200, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-06663-6_11
    DOI: 10.1007/978-1-349-06663-6_11
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    Cited by:

    1. Rowena Barrett & Al Rainnie, 2002. "What's So Special About Small Firms?," Work, Employment & Society, British Sociological Association, vol. 16(3), pages 415-431, September.
    2. Tony Tinker, 2002. "Spectres of Marx and Braverman in the Twilight of Postmodernist Labour Process Research," Work, Employment & Society, British Sociological Association, vol. 16(2), pages 251-281, June.

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