By K. Petkov
Adjustments in labour family in japanese Europe coming up from fresh political occasions can in basic terms be understood opposed to a proof of the present constructions and mechanisms of labour kinfolk. This full-length collaborative research - the 1st in its box - analyses those constructions and mechanisms by way of targeting the unconventional reforms undertaken in Bulgaria over the past decade. utilizing a wealth of case experiences, it appears to be like on the motion procedures inside organizations and on the tactics of procedure formula on a countrywide point in Bulgaria, and compares them with these processses in different japanese eu international locations reminiscent of Yugoslavia and Hungary.
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Extra info for Labour Relations in Eastern Europe: Organizational Design and Dynamics (Social Analysis)
Example text
The absence of such organic contributions to organisational design in the NEP model suggests that its design dynamics were significantly different. The maintenance or subsequent re-emergence of such structures and mechanisms obviously depended on central support. However, it also LABOUR RELATIONS IN EASTERN EUROPE 31 relates to the significance of history in the development of socialist societies. On the one side political and societal strategy has always been orientated to the future—the construction of socialism and the eventual transition to communism.
Democratic centralism is about the relationship between the ‘centre’ and the ‘base’ and the mechanisms which link the two and provide the dynamics of the relationship. Granick explains how the centralist aspect applied to the organisation of industry: 1. The structure of administration of industry is built on the basis of strict subordination of lower to higher organs. Officials are commonly appointed by their immediate superiors or by those not very far above. Directives of higher organs are obligatory for all bodies under them.
Chapter 3 deals with the processes of strategy formulation at the national level, principally for the period 1978–88. Chapter 4 explains the approach to the fieldwork in Bulgarian enterprises and introduces the concepts of incidents, episodes and events. Chapter 5 discusses the redesign of organisational structures. Chapters 6 to 10 are concerned with the mechanisms which make structures work. Chapters 6 to 9 describe the set of mechanistic mechanisms which were imposed from above. Chapter 10 deals with the organic mechanisms which emerged in enterprises as complementary or counter-mechanisms mainly in response to the imposed mechanisms.