Section 3: Value-Based Management One of the first industrialists to realise the flaws in dominative management was Henry Ford, who attempted to solve the problem of agency by paying Ford employees a third more than the industrial average in between 1914-1922. This pay inspired productivity dually; the profit motive positively compels the worker to appease the employer and the resultant creation of an elite “fraternity” of employees provided an optimum environment for a corporate culture. Ford created a corporate culture that increased productivity: “Ford developed a fraternalist labor strategy, a men’s club, whos objective was to ... maximise labour productivity” . Ford appealed to the worker in a positive through ritual, symbolism, mottoes and social imperative; all of which are tools described as means of manipulating employee views and values. By stating the possibility for growth, as well as the risk of emasculation, “[if you work hard] you will be [able] to ... say: I AM A MAN”, the employee is required to fulfil work requirements. The humanist method of managing values is flexible, assigning independence and responsibilities to different work groups. The culture method, as discussed through Ford’s attempts at social propaganda and the instillation of a corporate culture, is rather proscriptive. Both seek to inspire productivity by appealing to the employees’ psyche, not rationality, to solve the Agency Problem. This motivation proves to be deeper than the motivation of a dominated employee because of the nature of the Masloan wants to which this method appeals. The synchronisation of views and values allows for the fulfilment of all needs, including esteem, belonging and self-actualisation needs. This increases the employee’s connection with the workplace: self-definition and social connection becomes intrinsically dependant on the organisation.
sweep, and only quarter of an hour will be allowed for sweeping. The Spinners shall sweep as follows, in the Morning at 7 ½, 10 and 12; in the Afternoon at 3 and 5½ o’clock. Any neglecting to sweep at the time will be fined 2d for each offence. Any persons found Smoking on the premises will be instantly dismissed. Any person found away from their usual place of work, except for necessary purposes, or Talking with any one out of their own Alley, will be fined 2d for each offence. Any person bringing dirty Bobbins will be fined 1d for each Bobbin. Any person wilfully damaging this Notice will be dismissed. The Overlookers are strictly enjoined to attend to these Rules, and they will be responsible to the M. Workpeople observing them. Appendix 2 Fraternalism in the Auto Industry: Would you be a MAN? “One of the most priceless possessions still retained by modern man is what is called manhood.... [Sic.] Would you be a MAN – free, proud, independent, POWERFUL? Then get together with your fellow worker, ORGANIZE YOURSELF, and you will be in a position to proudly look into the eyes of foremen, straw bosses, and all the world and say: I AM A MAN” Akroyd, S. a. (1990). Can culture be managed? Working with "raw" material: the case of the english slaughtermen. Personnel Review , 19 (5), 3-12. Auto Worker News. (1927, October). Would you be a MAN. Auto Worker News , 4. Black, F. a. (1990). Improving organisational productivity: add ethics. Public Productivity and Management Review , 14 (2), 121-133. Buchanan, D. &. (2004). Organisational behaviour: an introductory text (5th Edition ed.). London: Pearson Education Limited.