Abstract
In this short reflection are discussed some of the potential effects of destaylorization in the organization and production of social services, taking advantage of the knowledge produced about this process in certain high-end sectors of industrial production. This reflection will be made by analyzing the probable benefits of the adoption in these organizations of non-taylorist logics of conception and organization of work that can substantially improve the quality of the services provided, materializing the conditions of solidarity that enable the effective autonomization of individuals who they turn to. This presupposes a rupture with the logics of organizational functioning that, instead of contradicting the inversion of the trajectories of social marginalization and self-destruction that mark so many times the lives of social service users, reinforce their processes of social segregation. What modalities of conception and work organization can be mobilized by organizations that provide social services that allow the experimentation and validation of socio-therapeutic intervention models capable of preventing and/or counteracting states of poverty, disqualification, and social desfiliation?
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Notes
- 1.
The authors Petit and Dubois [13] refer to other important mutations that are occurring at company level in the face of the uncertainty of the current economic context: “Intense competition between organizations is no longer only in quantity, but in quality of goods and services. The possibility of rapidly changing the nature of products and their characteristics becomes a must. It is necessary to be able to produce simultaneously or successively different product ranges, while maintaining the benefit of the mass production, and find a way to ensure a floating production, combining speed and diversity (…). If specific dimensions of work are introduced, reflections on polyvalence, polycompetence and polyfunctionality, are mainly to satisfy the requirements of optimization of production and the demand for total quality”.
- 2.
This is a very serious social problem that does not seem to have a solution, since without firm regulation of the labor market by government entities, companies tend to put workers’ training and/or retraining on the last line of their priorities, preferring to discard them in a purely economic logic. The revival of the liberal principle of self-regulation of the market and the economy it is used, among other things, to legitimize the possibility of capitalist enterprise to use labor on a contingent basis in the light of economic fluctuations. What to do, then, of the huge “reserve army” that every day increases with further massive lay-off?
- 3.
In the terminology of Dubar [4].
- 4.
As Malglaive [10] points out, practice requires the invention and mastery of other knowledge that does not automatically and spontaneously arise from existing theories, however deep and solid they may be. More concretely, in order to transform a good theory into a guide for action, it is necessary to find out which are the different domain of action to privilege, their respective connections (procedural knowledge), as well as to discover the know how to do and the specific techniques that must be mobilized in each one of these domains of action (know how to do).
- 5.
Designation used by Freyssenet [6] for the anthropocentric model.
- 6.
The “paradigm of flexibility” in the field of labor management, as Freire [5] calls it, is based on contradictory principles, for example in the need to manage the ambivalence between, on the one hand, the importance attached to human capital and its qualification to achieve better productive performances and, on the other hand, the weight of wage costs in a very open and ruthless competitive framework.
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Vieira, P.C.S.P.R. (2019). Destaylorization: Thinking an Organizational Context to Combating Poverty and Social Exclusion. In: Machado, J., Soares, F., Veiga, G. (eds) Innovation, Engineering and Entrepreneurship. HELIX 2018. Lecture Notes in Electrical Engineering, vol 505. Springer, Cham. https://doi.org/10.1007/978-3-319-91334-6_125
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