List and describe the dimensions of Ritzer’s process of McDonaldization. Can you apply any of these dimensions to your own work experiences?
Ritzer underlined 4 key dimensions of McDonaldization:
Efficiency – the ideal process for executing an assignment. In McDonaldization, efficiency implies that each aspect of a company is driven toward time minimization.
Delegate your assignment to our experts and they will do the rest.
Calculability – objective ought to be quantifiable (for instance, sales) instead of subjective (for example, taste) (Lippmann & Aldrich, 2003). McDonaldization established the idea that quantity is equivalent to quality, and that a huge quantity of commodity provided to the consumer within a short duration of time is very similar to a high-quality commodity.
Predictability –uniform and standardized services. "Predictability" implies that regardless of where an individual goes, they will get identical service and obtain very similar commodity each time when interrelating with the McDonaldized business (Kellner, 1998).
Control –The control dimension is accomplished mainly by substituting nonhuman for human technology (Ritzer, 1983). This inclination allows the organization to control the production uniformity much better and to partially eradicate the troubles of having to manage humans.
I can apply the predictability dimension to social work. On a community level, applying predictability dimension would yield benefits since many individuals will be empowered to execute tasks after dark which were formerly unmanageable, and all persons will be treated equally.
What does Jackall mean by the term “management by objective?” What kinds of rules are associated with loyalty to your boss?
Management by Objectives (MBO) refers to a staff management method in which workers and managers collaborate to set, document and monitor objectives for a definite period. Company objectives and planning stream from top to down through the company and are transformed into personal objectives for members of the organization. Planning is the central idea of MBO, which implies that a company plus its members aren’t only acting in response to problems and occurrences but are rather being proactive (Rodgers & Hunter, 1991). MBO necessitates that workers set quantifiable personal objectives based upon the goals of the organization. Objectives are put down in writing every year and are constantly monitored by management to examine the progress. Rewards are grounded in goal attainment.
Several rules are associated with loyalty to the boss (Jackall & WORK, 1988). First, a worker should be honest with his or her boss while working for him/her. A worker should apply a good decision in his/her role as a worker. The employee should place his/her boss’s interests above his/her own. Also, the employee should safeguard confidential information. The obligation of loyalty is grounded in the notion that a boss should be capable of trusting a worker both at the workplace and outside the workstation.
What are “circles of affiliation” according to Jackall? Have you had any work experiences in which you found it beneficial to socialize with coworkers?
Circles of affiliation can be described as groups of individuals linked by comparable goals, circumstances or beliefs (Jackall, 1988). Circles of affiliation are objects which are established principally on proximity and trust. The more a person trust individuals in his or her circle, and the more access he or she has to them, the sturdier his/her circle would become. As social creatures, human beings have developed to become makers of circles and lines. It is the reason people are likely to gather in communities, whether on the playground or at work, school, or church. Persons are dots, and their affiliations are the lines joining these dots. Some people join existing circles, or while others build new circles (Jackall, 2001). On the other hand, leaders are persons who are not contented with being dots and linking circles. Therefore, the leaders make themselves three-D; thus becoming spheres. They utilize their power to push thoughts forward and to cause change. Individual relations are vital, but then again, there is even more security and safety in figures, and the circles are a basis of protection and comfort.
I have had a work experience in which I found it beneficial to socialize with coworkers. We joined dots together to build a circle of coworkers in my workplace. This brought greater strength to the links between the coworkers .
References
Jackall, R. (1988). Moral mazes: The world of corporate managers. International Journal of Politics, Culture, and Society , 1 (4), 598-614.
Jackall, R. (2001). The social structure of managerial work. Organizational Studies: Modes of management , 1 , 124.
Jackall, R., & Work, M. (1988). The world of corporate managers (p. 192).
Kellner, D. (1998). Foreword. McDonaldization and its discontents–Ritzer and his critics. McDonaldization Revisited. Critical Essays on Consumer Culture. Westport: Praeger, pp. vii–xiv .
Lippmann, S., & Aldrich, H. (2003). The rationalization of everything? Using Ritzer's McDonaldization thesis to teach Weber. Teaching Sociology , 134-145.
Ritzer, G. (1983). The “McDonaldization” of society. Journal of American culture , 6 (1), 100-107.
Rodgers, R., & Hunter, J. E. (1991). Impact of management by objectives on organizational productivity. Journal of Applied Psychology , 76 (2), 322.
