Labour Relations in Eastern Europe: Organizational Design and Dynamics (Social Analysis)

BOOK COVER......Page 1
HALF-TITLE......Page 2
TITLE......Page 5
COPYRIGHT......Page 6
DEDICATION......Page 7
CONTENTS......Page 8
FIGURES......Page 9
TABLES......Page 10
PREFACE......Page 11
ACKNOWLEDGEMENTS......Page 15
GLOSSARY......Page 17
SOCIALIST LABOUR RELATIONS......Page 19
LABOUR RELATIONS AND THE LABOUR PROCESS......Page 22
ORGANISATIONAL DESIGN—STRATEGY, STRUCTURES AND MECHANISMS......Page 23
Organisational design and organisational dynamics......Page 27
History and the study of organisational design......Page 29
THE STRUCTURE OF THE BOOK......Page 30
NOTE......Page 31
2 THE DEVELOPMENT OF THE SOVIET MODEL AND ITS TRANSFER TO BULGARIA......Page 32
THE REVOLUTION AND WAR COMMUNISM 1917–1921......Page 33
THE NEW ECONOMIC POLICY, 1921–1928......Page 36
THE CENTRALLY PLANNED ECONOMY AND THE CONSOLIDATION OF THE ADMINISTRATIVE COMMAND SYSTEM—THE 1930s MODEL......Page 39
THE SOVIET MODEL......Page 47
THE TRANSFER OF THE SOVIET MODEL AND ITS ESTABLISHMENT IN BULGARIA......Page 49
Conclusions: the dynamics of the centralised model......Page 51
NOTE......Page 55
3 STRATEGY FORMULATION IN BULGARIA, 1978—1988......Page 57
STRATEGY FORMULATION IN THE 1970s......Page 58
STRATEGY FORMULATION: CHOICE AND ELABORATION OF CONCEPTS......Page 60
The concept of stopanin and the labour collective as stopanin......Page 63
THE REDESIGN OF STRUCTURES AND MECHANISMS......Page 66
Structure of self-management bodies......Page 68
STRATEGY FORMULATION AND STRATEGY IMPLEMENTATION: NORMATIVE LABOUR AND ECONOMIC REGULATION......Page 69
Strategy formulation from above and the dynamics of the self-managed enterprise......Page 73
The synoptic and incremental models......Page 74
Alternative models of societal change in socialist societies......Page 75
NOTES......Page 76
CHOICE OF THE EXTENDED CASE-STUDY METHOD......Page 77
Generalisation from case studies and the relationship of case studies to theory and theorising......Page 80
Concepts and the extended case-study method......Page 81
RESEARCH STRATEGY......Page 83
Chemicals......Page 84
NOTE......Page 85
ESTABLISHING A PROTOTYPE BRIGADE OF THE NEW TYPE......Page 88
DESIGN CRITERIA......Page 90
THE IMPLEMENTATION OF BRIGADE ORGANISATION......Page 92
Strategy formulation and redesign at enterprise level......Page 94
REDESIGNING THE INTERMEDIATE LEVEL OF THE ENTERPRISE......Page 96
THE AGENCIES OF RESTRUCTURING......Page 99
The party and the trade unions......Page 100
CONCLUSIONS......Page 101
COUNTERPLANNING AND WORKER PROPOSALS—DESIGNED PRESSURE FROM BELOW......Page 104
THE CENTRALISED COMMAND MODEL OF THE 1960s......Page 107
THE 1970s—INTERMEDIATE MODEL, STAGE 1......Page 109
THE INTERMEDIATE MODEL, STAGE II: BRIGADEORGANISATION OF WORK AND THETRANSFORMATION OF THE COUNTERPLAN INTOTHE COMPULSORY STATE PLAN, 1982-1987......Page 111
Heavy Engineering......Page 113
Textiles......Page 114
Metals......Page 115
CONCLUSIONS—DESIGN, DYNAMICS AND LABOUR RELATIONS......Page 116
7 DISTRIBUTION—WAGE FUNDS, WAGE INTERESTS AND PRESSURES FROM BELOW......Page 118
THE CENTRALISED MODEL......Page 119
THE INTERMEDIATE MODEL......Page 123
THE CO-EFFICIENT OF LABOUR PARTICIPATION AS THE MECHANISM FOR THE DISTRIBUTION OF EARNINGS WITHIN THE BRIGADE......Page 126
THE EMERGING SELF-MANAGEMENT MODEL......Page 129
BEYOND NORMATIVE MODELS: PRESSURE FROM BELOW AND URAVNILOVKA......Page 131
CONCLUSIONS......Page 134
COLLECTIVE AGREEMENTS UNDER THE CENTRALISED MODEL......Page 137
AGREEMENTS UNDER THE INTERMEDIATE MODEL......Page 138
AGREEMENTS FOR THE TRANSFER OF PROPERTY—THE SELF-MANAGEMENT MODEL......Page 141
CONCLUSIONS......Page 143
9 ELECTIONS—INTERESTS, RESPRESENTATION AND CONFLICTS......Page 145
ELECTIONS—THE PROTOTYPES......Page 146
Elections and internal conflicts......Page 148
Pessimistic case......Page 150
Optimistic case......Page 151
ELECTIONS AND RESTRUCTURING......Page 153
ELECTIONS OF DIRECTORS......Page 154
CONCLUSIONS—THE SIGNIFICANCE OF MANAGERIAL ELECTIONS......Page 155
COLLECTIVE AND COMMUNITY......Page 158
Issues internal to the brigade......Page 161
Brigade responses to pressures from the top......Page 162
Organic mechanisms by the main collective......Page 165
CONCLUSIONS......Page 167
NOTE......Page 170
APPROACHES TO THE LABOUR PROCESS IN SOCIALIST SOCIETIES......Page 171
The labour process and work organisation......Page 174
The labour process and core-periphery relations......Page 175
Core and periphery under the centralised and self-management models......Page 177
THE LABOUR PROCESS, ALIENATION AND PROPERTY RELATIONS......Page 179
CONCLUSIONS......Page 181
12 ALTERNATIVE MODELS OF ENTERPRISE MANAGEMENT—A HISTORICAL AND COMPARATIVE ANALYSIS......Page 183
YUGOSLAVIA......Page 185
Alternatives to the Soviet model of the enterprise in other European socialist countries......Page 191
HUNGARY......Page 194
POLAND, 1980–1988......Page 201
THE SOVIET UNION......Page 202
The labour-managed model......Page 204
Coalescence between the second and third structures......Page 205
The party......Page 206
Organisational design: the labour-managed and managerial models—sequence of internal redesign and choice of internal levels......Page 207
Strategy formulation and the labour-managed and managerial models......Page 208
13 CONCLUSIONS......Page 212
ORGANISATIONAL DESIGN-THE INTEGRATION OF STRUCTURES AND MECHANISMS......Page 214
THE LABOUR PROCESS......Page 217
PROSPECTS AND PRESSURES FOR STRATEGY FORMULATION......Page 218
POSTSCRIPT......Page 220
DYNAMICS AND ORGANISATIONAL DESIGN IN POST-REVOLUTIONARY CONDITIONS......Page 221
TRADE UNION STRATEGY—STRATEGY FORMULATION IN CRISIS......Page 222
CZECHOSLOVAKIA......Page 225
HUNGARY......Page 226
The influence of history......Page 228
Emerging models of labour relations......Page 229
Trade unions and societal development......Page 231
BIBLIOGRAPHY......Page 233
INDEX......Page 241