Establishing cooperative relationship is critical for departments associated with blood transfusion for massive intraoperative hemorrhage, because it is directly linked to saving lives. To achieve ...this aim, careful preparation and establishment of in-house rules based on the "Guidelines for Management of Critical Bleeding", depending on site-specific situations, are necessary. Blood transfusion departments should (1) share recognition with other departments in the hospital, (2) educate practitioners in blood transfusion, and (3) exchange information with blood centers. In addition, it should be recognized that regular simulations are indispensable for ensuring prompt response to emergency situations.
Cet article étudie l'organisation des rapports de travail dans une entreprise française de fabrication de deux-roues rachetée par un groupe japonais. Il s'interroge sur les conséquences des ...techniques de mise en transparence du travail ouvrier Total Productive Maintenance et règle des 5 S (ce qui est essentiel, l'ordre, le rangement, la propreté, la rigueur). Les auteurs établissent un parallèle avec une étude semblable conduite aux Etats-Unis et concluant à l'importance du making-out (boni) pour expliquer pourquoi les ouvriers dépassent leur quota. Faire plus et mieux que les normes est un jeu entre les ouvriers. Quand elles sont ainsi interprétées, y compris celles qui montrent une adhésion aux objectifs de la firme, les salariés peuvent les tourner à leur avantage. Alors, les normes conduisent à une reconnaissance publique des qualités individuelles et les ouvriers peuvent développer certains comportements opaques qui limitent les effets des normes managériales de transparence sociale. How are labor relations organized in a French firm that, manufacturing two-wheeled vehicles, was bought out by a Japanese group ? How "transparent" do Total Productive Maintenance and the 5 Ss (keep what is essential, order, arranging, cleaning, rigor) techniques make blue Collar work? A parallel is drawn with a similar, twice conducted study in the United States. The conclusion is drawn that "making-out" helps explain why workers overshoot quotas. Doing better than the rules is a game constructed between workers. The same holds for the way rules about transparence are used. The usual theses about exploitation and domination in firms need to be reconsidered. When rules are put into practice as a game that supposes adherence to the Companys values, wage-earners can turn them to their advantage. In this case, rules lead to public recognition of individuals' qualities; and workers as a group develop "opaque" behaviors and a "withholding principle" that limit the implementation of total transparence.
Closings Reiter, Rosina Márquez
Mediated Business Interactions,
07/2011
Book Chapter
In this chapter, I examine the sequences found in the closings of the inbound and outbound calls. I draw on Button’s (1987) taxonomy of the English archetype closing, given that these calls were ...procedurally closed in much the same way. The analysis demonstrates that the participants engage in very similar activities to those observed in the closings of other languages, in particular those of English. The data do not show any differences in the ways in which inbound and outbound call closings were achieved whether the main goal of the calls was to complain about the service, make a service
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