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Business for the 21st Century: Towards Simplicity and Trust by François Dupuy (auth.)

By François Dupuy (auth.)

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Example text

The HR department works with favoured partners. ’ Even the operators condemned, or at least deplored, this situation: ‘The slackers get just the same rewards as the rest. And in addition, I’m never asked what I think about the people who work with me. ’ One of the most distinctive features of firms that have ‘let work slip’ is their constant talk of ‘industrial excellence’, the pressures of international competition and so on; however, people see this as flatly contradicting the way they manage their human relations day to day.

To sum up, we noted at the beginning of this analysis that the actors in this organization were contented on the whole. This contentment stemmed primarily from the protection afforded by the segmented, sequential nature of the work that was a feature of this department. However, it came at a price of all those distortions described above, which represented its cost. The choice – and it was a choice – was to emphasize the organization’s internal logic (endogeneity) at the expense of the mission (exogeneity) in a manner somewhat reminiscent of a government department.

The predominant concern was the ‘fear of labour unrest’, and this underlay every important decision; paradoxically, this stood in the way of listening to the firm’s employees. Relations We Have Let Work ‘Slip’ 27 with the trade unions were institutionalized, which acted as a proxy for the relationship with the entire workforce. In other words, the trade union enjoyed a monopoly situation in the employees’ market and saw no reason not to take advantage of the situation. Taking what the actors had to say at face value gave a pretty good clue as to the prevailing climate and practices on the shop floor.

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