Social Control in Industrial Organisations: Industrial Relations and Industrial Sociology: A Strategic and Occupational Study of British Steelmaking

Social Control in Industrial Organisations: Industrial Relations and Industrial Sociology: A Strategic and Occupational Study of British Steelmaking

by Peter Bowen

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Overview

Based on an industrial relations case study conducted in a British Steel plant in the north east coast iron and steel industry, this book, first published in 1976, is an account of the application of sociological concepts and ideas to the process of social relations between employer and employee, and between all types of workers in industrial organisations.

Product Details

ISBN-13: 9780815370932
Publisher: Taylor & Francis
Publication date: 02/01/2018
Series: Routledge Library Editions: Industrial Economics Series , #31
Pages: 284
Product dimensions: 6.25(w) x 9.25(h) x (d)

About the Author

Best known for his contemporary mystery novels set in the American West and featuring mixed-race lawman Gabriel Du Pré, Peter Bowen is also the author of the Yellowstone Kelly books. The New York Times Book Review raved that "Peter Bowen writes mysteries that are truly mysterious — informed by Western legend, steeped in Indian superstition. . . . Riding with Du Pré is some kind of enchantment." Bowen lives in Montana.

Table of Contents

Part 1. The Concept of Work Control 1. Introduction: Industrial Sociology and Work Control 2. Sociological Theories of Organisation and Behaviour 3. Work Regulation and Social Control: Context and Process Part 2. The Process of Social Control in Work 4. Work Control in Iron and Steel: The Emergent Features 5. Entrepreneurial and Labour Relations: The Strategic Pattern of Work Control 6. Instabilities of Work Control in the Modern Steel Industry: The Emergent Pattern of Industrial Relations After 1967 Part 3. The Meaning of Social Control in Work 7. The Socio-Technical System of a Steelplant 8. Manual Workers and the Process of Control at Ironhill 9. White-Collar Workers and the Process of Control at Ironhill 10. Conclusion

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