Unitariasm

Unitarism

Unitarists start from a set of assumptions and values that hold workplace conflict is not an inevitable characteristic of relations between managers and employees. Conflict in the workplace may periodically emerge between the two, but such occurrences are believed to be aberrations in a relationship that is inherently prone to be cooperative. Those holding this perspective see manag- ers and employees as having a common interest in the survival of their organisations, such that when conflicts occur it is unlikely to manifest itself to a point that will render the firm insolvent. Divisions that do exist are assumed to be the product of personality disorders, inappropriate re- cruitment and promotion practices, the deviance of dissidents, or poor communication. To ensure such divisions does not thwart the ‘natural order’ of things, it is thought that the rational manage- ment team must pay careful attention to removing the sources of potential conflict. To this end it must ensure that recruitment and promotion processes are fair and equitable. It must also ensure that communication systems are in place to alert employees of where their true interests lie, and that individuals who are ‘difficult’ or prone to personality conflicts are either suppressed or dis- missed. It must finally ensure that the organisation is promoted amongst the workforce as the sin- gle source of authority, and that any alternative sources of authority, such as shop stewards and trade unions, are eliminated from the workplace (see Fox, 1966; Fidler, 1981, pp. 148-67).

Scientific management theory

Unitarist assumptions and values have played a significant role in three schools of theo- retical and practical thought. The first is Taylor’s (1974) theory of scientific management. As a management practice, this particular theory holds that the employment relations choices of man- agement must start from the assumption that employees are immature in the ways of work, are prone to...