Tayloristic Division Of Labour

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Mass service sector organisations use features of ‘classic’ Taylorism in a similar ways to the manufacturing industry. These sectors operate on a similar mass production system based on standardisation, routinisation, control and fragmentation of tasks which are all a part of the Taylorist division of labour (Edgell 2012).
The effects of Tayloristic division of labour in the expanding mass service sector were noticed by Ritzer (1996) with McDonalds, which have applied mass production system whose aim was to produce a high volume of low-priced standard goods speedily and as cheap as possible. In order to achieve this McDonalds introduced just-in-time production called made-for-you (Edgell 2012).
This increased the speed which the food was
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This effectively left the workers of McDonalds with smaller tasks.
Similarly, this similar mass production approach with the fragmentation and simplification of tasks operating on an assembly line principle can also be seen in the clothing industry. Greig (1992) found that in this industry the Taylorisation of work organisation alike McDonalds is dominant today through the straight line, straight bundle, and progressive bundle and transporter systems. These systems involve breakdown of work tasks to the most simple movements and operations, resulting in the fragmentation of
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In working for ford, Beynon (1973) another example of organisational deskilling has occurred within the role of the supervisor. The role of a supervisor effectively acts like a hierarchal co-worker with more control, however this role and its authority has been deskilled. “The supervisor gets kicked about from pillar to post. You know they’re just used by management. They’re told what to do…management puts them up as a front and then when we push a bit management won’t support them”. (Beynon 1973 p.

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