Describes how drinking is the norm in certain occupations, and recounts how New York's bridge and tunnel workers, with the help of their union, changed to eliminate the problem

Working Sober: The Transformation of an Occupational Drinking Culture

Business & Money

Sonnenstuhl, William J.

Economics

ILR PRESS

Playing for Dollars: Labor Relations and the Sports Business (Cornell Paperbacks)

Fans of professional sports have been forced to pay attention to labor relations in the last five years. The 1994―1995 season reminded baseball enthusiasts that a player's strike can mean something more than a swing and a miss, and the fans of other sports have experienced similar frustrations. In Playing for Dollars, Paul D. Staudohar analyzes the business dimension of sports with a timely assessment of the interactions among labor, management, and government in baseball, football, basketball, and hockey. Author of The Sports Industry and Collective Bargaining, an earlier version of the current volume, Staudohar describes the mechanics of contract and salary negotiations, including the pivotal issue of free agency. He explains how unions became established in sports, how the balance of power shifted between owners and players, and how the salaries of stars escalated. He investigates the gambling controversies and changing drug policies that have sometimes alienated fans and comments, as well, on the impact AIDS has had on professional sports. Sports events are media events and Staudohar takes a look at the effects of television contracts and international expansion. He also considers the future of team sports, discussing league expansion, prospects for growth, and the issue of franchise relocation.

Staudohar, Paul D.

Sports & Outdoors

This book, the first on industrial relations research methods, comes at a time when the field of industrial relations is in flux and research strategy has become more complex and varied. Research that once focused on the relationship between labor and management now involves a wider range of issues. This change has raised a number of key questions about how research should be done.The contributors represent four countries and a range of fields, including economics, sociology, psychology, law, history, and industrial relations. They identify distinctive research strategies and suggest approaches that might be appropriate in the future. Among their concerns are the relative value of qualitative and quantitative methods, of using primary and secondary data, and of single versus multimethod techniques.

Researching the World of Work: Strategies and Methods in Studying Industrial Relations

Biography & History

Between Craft and Science brings together leading scholars from sociology, anthropology, industrial relations, management, and engineering to consider issues surrounding technical work, the most rapidly expanding sector of the labor force. Part craft and part science, part blue-collar and part white-collar, technical work demands skill and knowledge but is rarely rewarded with commensurate status or salary.
The book first considers the anomalous nature of technical work and the difficulty of locating it in any conventional theoretical framework. Only an ethnographic approach, studying the actual doing of the work, will make sense of the subject, the authors conclude. The studies that follow report daily practice filled with disjunctures and ironies that mirror the ambiguities of technical work's place in the larger culture. On the basis of those studies, the authors probe questions of policy, management, and education.
Between Craft and Science considers the cultural difficulties in understanding technical work and advances coherent, practice-oriented insights into this anomalous phenomenon.

Between Craft and Science: Technical Work in the United States (Collection on Technology and Work)

Talking about Machines: An Ethnography of a Modern Job (Collection on Technology and Work)

This is a story of how work gets done. It is also a study of how field service technicians talk about their work and how that talk is instrumental in their success. In his innovative ethnography, Julian E. Orr studies the people who repair photocopiers and shares vignettes from their daily lives. He characterizes their work as a continuous highly skilled improvisation within a triangular relationship of technician, customer, and machine. The work technicians do encompasses elements not contained in the official definition of the job yet vital to its success. Orr's analysis of the way repair people talk about their work reveals that talk is, in fact, a crucial dimension of their practice. Diagnosis happens through a narrative process, the creation of a coherent description of the troubled machine. The descriptions become the basis for technicians' discourse about their experience, and the circulation of stories among the technicians is the principal means by which they stay informed of the developing subtleties of machine behavior. Orr demonstrates that technical knowledge is a socially distributed resource stored and diffused primarily through an oral culture.Based on participant observation with copier repair technicians in the field and strengthened by Orr's own years as a technician, this book explodes numerous myths about technicians and suggests how technical work differs from other kinds of employment.

Orr, Julian E.

How do corporations achieve change? In the first analytic book about Hewlett-Packard, Deone Zell also offers an ethnography of corporate redesign, documenting Hewlett-Packard's radical reorganization of both a manufacturing and a research division. Because she writes from within the process as it unfolds, Zell is able to demonstrate how the inclusion of employees in every step of redesign can inspire the knowledge and commitment to transform an organization. 
Hewlett-Packard is among a growing number of companies in the United States exploring what is called sociotechnical systems (STS) redesign. As competitive pressures have grown, interest in STS has increased because it has the potential to catalyze comprehensive organizational change and avoid the pitfalls of a piecemeal or small-scale approach. STS works from the ground up, involving front-line employees in analysis and redesign of the entire organization and in explicit examination of an organization's culture. 
In Hewlett-Packard's California Personal Computer Division, production operators worked alongside managers to redesign their printed circuit assembly line into self-managing teams of employees. In the Santa Clara Division, a very different workforce of engineers, initially unwilling to standardize their creativity, had to develop commercial applications and become more responsive to customers in order to survive.
On the basis of Hewlett-Packard's success, Zell concludes that, with top-level support and a high investment of resources at the outset, redesign can inspire relatively rapid change, especially suitable for organizations in fast-paced environments. As one H-P manager commented, "Empowerment is no longer a nice thing to do. It is now a business imperative."

Changing by Design: Organizational Innovation at Hewlett-Packard (Ilr Press Books)

Zell, Deone

Decision makers strive to be rational. Traditionally, rational decisions maximize an appropriate return. The contributors to this book challenge the common assumption that good decisions must be rational in this economic sense. They emphasize that the decision-making process is influenced by social, organizational, and psychological considerations as well as by economic concerns. Relationships, time pressure, external demands for specific types of performance, contractual expectations, human biases, and reactions to unfair treatment alter the decision-making context and the resulting decision outcomes.

Debating Rationality: Nonrational Aspects of Organizational Decision Making (Frank W. Pierce Memorial Lectureship and Conference Series)

Management & Leadership

Democracy at Work in an Indian Industrial Cooperative: The Story of Kerala Dinesh Beedi (Cornell International Industrial and Labor Relations Reports)

The authors tell the story of a democratic workers' cooperative that makes hand-rolled cigarettes, known as "beedis," in the unorganized sector of a fiercely competitive capitalist economy in India. For decades, beedi workers have been among the most exploited and impoverished of India's work force. In 1969, in the southwestern Indian state of Kerala, several thousand workers banded together to form a worker-owned beedi cooperative. The authors argue that their skill and determination, combined with Kerala's generally leftist political culture, allowed them to beat the odds. The cooperative surprised the private sector beedi barons by creating an enterprise that has lasted and prospered, offering the best wages and benefits in the business, while making a profit and contributing to the local economy.The authors analyze the major features of the cooperative, assessing its overall structure, worker-elected management, shop floor democracy, and progress in providing a better life for its worker-owners. Tensions are also discussed, including the complaints of women workers and the need for diversification from tobacco.

Franke, Richard W.

Raghavan, Pyralal

Isaac, T. M. Thomas

From Company Doctors to Managed Care: The United Mine Workers' Noble Experiment (Cornell Studies in Industrial and Labor Relations)

The Welfare and Retirement Fund of the United Mine Workers of America (UMWA) is widely acknowledged as the most innovative effort at group health care in the United States in the twentieth century. Ivana Krajcinovic describes the establishment, operation, and demise of the Fund that brought mining families from the backwater to the forefront of medical care in less than a decade. Krajcinovic analyzes the success of the Fund over nearly three decades in providing high-quality cost-effective care to miners and their families. She also explains the irony of its dismantlement at the very moment when its innovations gained currency among mainstream commercial plans.

Krajcinovic, Ivana

Almost every week reports of violence erupting in the workplace make headlines. Contrary to popular opinion, such incidents are not random and senseless but, according to Richard V. Denenberg and Mark Braverman, typically result from conflict that has been allowed to fester. Combining the insights of both crisis management and dispute resolution, their book presents a comprehensive look at the problem of violence on the job, including ways of preventing it.
Rather than focusing on the supposedly "lethal" or dysfunctional employee as the source of danger, Denenberg and Braverman point to the dysfunctional workplace as the problem. They describe underlying factors in the workplace which can foster extreme behavior and prevent an effective response. Calling for early intervention in situations that could result in violence, the authors suggest specific techniques for reducing the risk that an office, plant, or school will suffer crises arising from threats or a climate of hostility.
At the heart of the book are fourteen vivid examples of real-life incidents involving violence, a threat of violence, or a perception that such a threat was made. They include instances in which domestic violence spilled over into the workplace, difficulties caused by racial and ethnic tension, and explosive behavior in response to common workplace occurrences such as downsizing or a change in corporate culture. Each example is followed by an analysis of the response to the actual or potential danger, indicating where mistakes were made because of poor information, bad judgment, absence of a clear policy, lack of consensus, or even irrational fear. 
An extensive appendix provides government guidelines and sample policies intended to serve as templates for violence-prevention plans. Both the examples and sample policies allow organizations to benefit from the experience of others and avoid common mistakes.

The Violence-Prone Workplace: A New Approach to Dealing with Hostile, Threatening, and Uncivil Behavior

Braverman, Mark

Denenberg, Richard V.

Business Culture

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