Key Strands

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Outline the key strands of the sociology of work!

The term work is expressed as performing duties involving the use of psychological and physical energy, for the purpose of the manufacture of goods and services in order to achieve an individuals needs (Gedden’s 2008). There are six key areas of thought in the sociology of work these include “managerial psychologist”, Durkheim systems”, Interactionist”, Weber Interpretivist”, Marxian and “Post structuralise and Post Modern” (Watson 2008). Sociology is defined as the examination of the connections which grow between individuals as they are arranged by others in cultures and how these patterns are affected by the interactions of individuals around them (Giddens 2009).

The Managerial – psychologist strand is a significant area to grasping the concept of the growth of industrial sociology as it offers a type of reasoning and thinking. Scientific management and Psychological humanism are both separate methods of reflecting on work and are both linked to advise managers on how they should integrate with their employer’s and arrange EEs duties (Watson 08). Both of these methods focus on requests of human nature and don’t distinguish the variety of options for work arrangement and indiv’s may select to familiarize themselves by taking into consideration their primary aims in life (W-08). The main interest of each method is to control scientific styles to ID the procedures of influence. Scientific management which was discovered by F.W Taylor is related with the “deskilling and degradation of labour (Giddens 09). Scientific management involves the evaluation by employers of all duties which need to be done effectively and the organisation of jobs by managers to attain full practical distribution of work through progressive breaking up of jobs. It divides the preparation of labour from its implementation; it limits the demanding of qualified staff and keeping learning on the job periods to a small amount (w-08). It decreases resources managed by operators and the division of planned responsibilities from direct or beneficial tasks. Scientific management uses such plans as supervisory systems to organise these divided features and the labour of the deskilled EE’s. It encourages the use of motivation compensation schemes both to strengthen and support an EE’s involvement in the workforce. However this type of management handles ER-EE dealings at a distant level.

Psychological humanism debates that EE’s should attain organisational competence not through the elimination of workers to work related decision-making but by inspiring their contribution in it. This can be achieved by workers participating more by establishing their own aims, tasks being developed by minimising the time managers spend observing and scrutinising EE’s and encouraging more approachable relationships by introducing more team orientated tasks. McGregor categorised the scientific management type of method, by stating that there is two key theories “theory x and theory Y”. Theory X mainly identifies workers who do not enjoy work and escape it as much as they can; they lack commitment and determination, dislike taking charge of their duties and prefer to be told what to do by their manager instead of taking initiative. They also wish for security and see it as their main objective. Theory Y workers enjoy work and see it as a type of fulfilment they are motivated and committed to the job. Maslow introduced a “hierarchy of needs” model which demonstrates 5 sets of requirements which people own and as one accomplishes the needs at one level they then wish accomplish the needs of the next in order to motivate them.

The Durkheim Systems Strand defines that there is a refusal in the second strand to comprehend social structures through an emphasis on human individ’s and the allocation of their requirements. This Strand focuses on the forms of relationships which occur among individ’s rather than on the...
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