{"id":229,"date":"2008-07-04T09:33:15","date_gmt":"2008-07-04T06:33:15","guid":{"rendered":"http:\/\/politeknik.org.tr\/\/?p=229"},"modified":"2014-02-11T18:31:48","modified_gmt":"2014-02-11T16:31:48","slug":"bakaldr-onay-ya-da-boyun-eme-hegemonik-fabrika-rejiminde-mavi-yakal-icilerin-hikayesi-gamze-yuecesan-oezdemir","status":"publish","type":"post","link":"https:\/\/eonmeet.com\/pol\/bakaldr-onay-ya-da-boyun-eme-hegemonik-fabrika-rejiminde-mavi-yakal-icilerin-hikayesi-gamze-yuecesan-oezdemir\/","title":{"rendered":"Ba\u015fkald\u0131r\u0131, onay ya da boyun e\u011fme: Hegemonik Fabrika Rejiminde Mavi Yakal\u0131 \u0130\u015f\u00e7ilerin Hik\u00e2yesi* – Gamze Y\u00fccesan \u00d6zdemir**"},"content":{"rendered":"

Toplum ve Bilim 86, G\u00fcz 2000<\/span><\/em><\/strong><\/p>\n

\u00a0<\/span><\/p>\n

<\/p>\n

Ne zaman ki [i\u015fe] uyum s\u00fcreci tamamlan\u0131r, i\u015f\u00e7inin zihni, mumyalanm\u0131\u015f olmaktan uzak, tam bir \u00f6zg\u00fcrl\u00fck durumuna eri\u015fir. T\u00fcm\u00fcyle mekanize olan tek \u015fey bedensel el ve kol hareketleridir; i\u015fin gerektirdi\u011fi haf\u0131za, ki s\u00fcrekli tekrarlanan basit el ve kol hareketlerine indirgenmi\u015ftir, kas ve sinir merkezlerinde \u2018yuvalan\u0131r\u2019, zihni serbest b\u0131rak\u0131r ve zihnin di\u011fer u\u011fra\u015flar\u0131na ayak ba\u011f\u0131 olmaz. …i\u015f\u00e7i insan olarak kal\u0131r ve hatta \u00e7al\u0131\u015f\u0131rken daha \u00e7ok d\u00fc\u015f\u00fcn\u00fcr veya en az\u0131ndan d\u00fc\u015f\u00fcnmek i\u00e7in daha \u00e7ok imkan\u0131 vard\u0131r, e\u011fer yok olmadan uyum krizinin \u00fcstesinden gelebilmi\u015fse; ama i\u015f\u00e7i yaln\u0131zca d\u00fc\u015f\u00fcnmez, i\u015finden hi\u00e7bir t\u00fcrl\u00fc tatmin almad\u0131\u011f\u0131 ve kendisini vas\u0131fl\u0131 bir gorile indirgemeye \u00e7al\u0131\u015ft\u0131klar\u0131 ger\u00e7e\u011fi onu konformist olmaktan olduk\u00e7a uzak d\u00fc\u015f\u00fcnsel pratiklere y\u00f6neltebilir.<\/span><\/em><\/p>\n

(Gramsci, 1971: 309-310)<\/em><\/span><\/p>\n

\n

Giri\u015f: Fabrika rejimleri ve i\u015f\u00e7iler<\/strong><\/span><\/p>\n

Eme\u011fin denetimi, geleneksel fabrikada, teknolojinin kullan\u0131m\u0131yla kurulan ve makinalarda, \u00f6zellikle de \u2018\u00fcretim hatt\u0131\u2019nda somutla\u015fan teknik denetim mekanizmalar\u0131 ile kurallar, g\u00f6revler ve hiyerar\u015fik emir-komuta zincirinde somutla\u015fan b\u00fcrokratik denetim mekanizmalar\u0131 ile sa\u011flanm\u0131\u015ft\u0131r. Bu despotik fabrika rejimleri, i\u015f\u00e7inin hareket ve zaman\u0131 \u00fczerindeki denetimi bir \u00e7ok a\u00e7\u0131dan tam olarak ele ge\u00e7irmeye \u00e7al\u0131\u015f\u0131rken, ne var ki, bir alan\u0131 denetim d\u0131\u015f\u0131 b\u0131rakm\u0131\u015ft\u0131r: \u0130\u015f\u00e7inin zihni.<\/span><\/p>\n

\n

Son d\u00f6nem emek s\u00fcreci d\u00fczenlemeleri bu alan\u0131 denetlemeyi hedefliyor. Son d\u00f6nemde i\u015fyerinde y\u00f6netsel otoritenin fabrika i\u00e7inde kurulu\u015funu ve yeniden \u00fcretimini incelerken, burada ortaya ataca\u011f\u0131m\u0131z temel iddia, fabrika i\u00e7inde y\u00f6netimin despotik bir duru\u015ftan uzakla\u015farak hegemonik<\/a> bir fabrika rejimi kurmay\u0131 ama\u00e7lad\u0131\u011f\u0131d\u0131r, tam da Gramsci\u2019nin belirtti\u011fi gibi, i\u015f\u00e7inin zihnini konformizme kar\u015f\u0131t d\u00fc\u015f\u00fcncelere y\u00f6neltecek bir serbestlik i\u00e7inde b\u0131rakmamak i\u00e7in.<\/span><\/p>\n

\n

Kapitalist i\u015fyerinde emek-sermaye ili\u015fkisi basit bir antagonizmadan \u00f6te r\u0131za ve bask\u0131y\u0131 i\u00e7eren karma\u015f\u0131k ve \u00e7eli\u015fkili bir yap\u0131y\u0131 bar\u0131nd\u0131r\u0131r. \u201cErken kapitalizmin bask\u0131n\u0131n r\u0131zaya \u00fcst\u00fcn geldi\u011fi despotik rejimleri, yerini, r\u0131zan\u0131n h\u00fck\u00fcm s\u00fcrd\u00fc\u011f\u00fc (hi\u00e7bir \u015fekilde bask\u0131n\u0131n d\u0131\u015flanmad\u0131\u011f\u0131) hegemonik fabrika rejimlerine b\u0131rakm\u0131\u015ft\u0131r\u201d (Burawoy, 1985: 158). Son d\u00f6nemde kapitalist i\u015fyeri, \u2018r\u0131za \u00fcretimi\u2019ne dayanan pratiklerin yo\u011fun olarak uygulanmas\u0131yla hegemonik bir do\u011faya sahiptir (Graham, 1995; Tuckman, 1995). Japonya\u2019da geli\u015fen \u00fcretim \u00f6rg\u00fctlenmesi – farkl\u0131 adland\u0131rmalar alt\u0131nda, \u2018yal\u0131n \u00fcretim\u2019, \u2018toplam kalite y\u00f6netimi\u2019, \u2018tam zaman\u0131nda \u00fcretim\u2019- d\u00f6neme damgas\u0131n\u0131 vururken, kapitalist i\u015fyerinde, i\u015f\u00e7iler, art\u0131k tak\u0131m \u00e7al\u0131\u015fmalar\u0131 ve kalite \u00e7emberleri gibi uygulamalarla<\/a>, \u2018y\u00f6netime kat\u0131l\u0131yor\u2019, y\u00f6neticilerle ayn\u0131 \u00fcniformalar\u0131 giyip, ayn\u0131 kafeteryada yemek yiyip, ayn\u0131 \u00e7ay i\u00e7me mek\u00e2n\u0131n\u0131 kullan\u0131yorlar. <\/span><\/p>\n

\u00a0T\u00fcm bu pratikler, ideolojik denetim mekanizmalar\u0131 olarak i\u015flerken; bunlarla alt\u0131 \u00e7izilmek istenen temel iddia ise i\u015f\u00e7i ve y\u00f6neticilerin \u00e7\u0131karlar\u0131n\u0131n ba\u011fda\u015fabilir oldu\u011fu ve \u2018biz ve onlar\u2019 ayr\u0131m\u0131na dayal\u0131 tav\u0131r ve davran\u0131\u015flar\u0131n sonunun geldi\u011fidir. Dolay\u0131s\u0131yla, i\u015fyerinde emek-sermaye \u00e7eli\u015fkisi, yerini, g\u00f6r\u00fcn\u00fcrde uzla\u015fmaya b\u0131rakm\u0131\u015ft\u0131r. Bu ideolojik denetim mekanizmalar\u0131, tam da \u015fu esasa, \u201chi\u00e7bir kural ya da kurallar b\u00fct\u00fcn\u00fc tav\u0131r ve davran\u0131\u015flar\u0131 t\u00fcm\u00fcyle ve yeterince denetim alt\u0131na alamaz\u201d (Littler ve Salaman, 1984: 56) dayanarak, i\u015f\u00e7inin denetiminde y\u00f6netimin ula\u015famad\u0131\u011f\u0131 bir alan b\u0131rakmamay\u0131 ama\u00e7l\u0131yor. \u0130\u015fyerinde g\u00f6zlemlenen onay ve kat\u0131l\u0131m\u0131 art\u0131rmaya d\u00f6n\u00fck ideolojik denetim mekanizmalar\u0131, i\u015f\u00e7ilerin direni\u015fini k\u0131rman\u0131n yan\u0131s\u0131ra \u00fcretim s\u00fcrecinin \u00f6rg\u00fctlenmesi i\u00e7in de \u00f6nemli bir i\u015flev \u00fcstleniyor. Kapitalist emek s\u00fcrecinin de\u011fi\u015fen do\u011fas\u0131 gere\u011fi, art\u0131-de\u011fer \u00fcretimini m\u00fcmk\u00fcn oldu\u011funca art\u0131rmaya y\u00f6nelik olarak, i\u015f\u00e7iler \u00fcretim hatt\u0131 \u00fcst\u00fcnde \u00e7e\u015fitlendirilmi\u015f g\u00f6revler \u00fcstlenirken, hat d\u0131\u015f\u0131nda ise bir yandan makinalar\u0131n basit bak\u0131m ve onar\u0131m\u0131n\u0131 yapmak, \u00e7al\u0131\u015ft\u0131klar\u0131 i\u015f istasyonunu temizlemek, di\u011fer yandan ise kalite \u00e7ember toplant\u0131lar\u0131na ve \u015firket toplant\u0131lar\u0131na kat\u0131lmak zorundalar.<\/a> Dolay\u0131s\u0131yla, \u00fcretim s\u00fcrecinde i\u015f\u00e7ilerin de\u011fi\u015fen i\u015flevi ile sistem \u2018k\u0131r\u0131lganla\u015f\u0131rken\u2019, \u00fcretimin s\u00fcrd\u00fcr\u00fclebilirli\u011fi i\u00e7in i\u015f\u00e7ilerin onay ve kat\u0131l\u0131m\u0131 her zamankinden daha \u00f6nemli hale geliyor.<\/span><\/p>\n

\n

Hegemonik fabrika rejimlerinde, r\u0131za bask\u0131n\u0131n \u00fcst\u00fcnde h\u00fck\u00fcm s\u00fcr\u00fcyorsa da, bu hi\u00e7bir \u015fekilde rejimin bask\u0131dan yoksun oldu\u011fu anlam\u0131na gelmiyor. \u0130\u015f\u00e7ilerin sorumluluk ve yarat\u0131c\u0131l\u0131\u011f\u0131na olan ba\u011f\u0131ml\u0131l\u0131k ve ortak \u00e7\u0131karlara dayal\u0131 s\u00f6ylem ve uygulamalar, i\u015fyerinde \u2018g\u00fc\u00e7 dengesini\u2019 hassasla\u015ft\u0131rd\u0131\u011f\u0131 oranda, y\u00f6netim, bask\u0131 mekanizmalar\u0131na belki de her zamankinden daha fazla ihtiya\u00e7 duyuyor. Foucault\u2019nun bak\u0131\u015f a\u00e7\u0131s\u0131na dayanan bir \u00e7ok \u00e7al\u0131\u015fma, kapitalist i\u015fyerinde, teknik ve\/veya teknolojik yenilikler ve b\u00fcrokratik uygulamalar arac\u0131l\u0131\u011f\u0131yla disiplin ve merkezden g\u00f6zetimin daha da \u2018m\u00fckemmelle\u015ferek\u2019, Bentham\u2019\u0131n klasik Panoptikon\u2019una<\/a> giderek yakla\u015f\u0131ld\u0131\u011f\u0131n\u0131 vurguluyor (Sewell ve Wilkinson, 1992; Delbridge vd., 1992). Dolay\u0131s\u0131yla, hegemonik fabrika rejimlerinde, y\u00f6netim, emek s\u00fcreci \u00fcst\u00fcndeki tahakk\u00fcm\u00fcn\u00fc iki \u015fekilde kuruyor: Teknik ve b\u00fcrokratik denetim mekanizmalar\u0131yla bask\u0131; ideolojik kontrol mekanizmalar\u0131yla r\u0131za. T\u00fcm bu noktalardan hareketle, bu yaz\u0131da, <\/span><\/p>\n

\n

T\u00fcrkiye\u2019de hegemonik fabrika rejiminikurmaya y\u00f6nelik pratikleri incelemeyi ama\u00e7l\u0131yorum.<\/span><\/p>\n

Fabrika rejimlerinin kurulu\u015fu ve yeniden \u00fcretimini incelerken, son d\u00f6nemin teori ve prati\u011finde egemen olan, i\u015fyerinde eme\u011fi s\u00fcre\u00e7 d\u0131\u015f\u0131na at\u0131p, sermayeyi ve i\u015fletme y\u00f6netimini bizatihi aktif \u00f6zne olarak tan\u0131mlama e\u011filimidir (Thompson ve Ackroyd, 1995). Ne var ki, fabrika rejimleri, y\u00f6netsel otoritenin esas muhatab\u0131 olan i\u015f\u00e7ilerin rejime ili\u015fkin kabul, red, ba\u015fkald\u0131r\u0131 ya da i\u00e7selle\u015ftirme gibi duru\u015flar\u0131yla kendini tan\u0131mlar, s\u0131n\u0131rlar ve ger\u00e7ekle\u015ftirir. Bu noktada, emek s\u00fcrecinin ger\u00e7ek \u00f6znesinin i\u015f\u00e7i oldu\u011fu kabul\u00fcnden hareketle, T\u00fcrkiye\u2019de mavi yakal\u0131 i\u015f\u00e7ilerin fabrika rejimine ili\u015fkin duru\u015flar\u0131n\u0131 onlar\u0131n dile getirdi\u011fi bi\u00e7imiyle aktarmay\u0131 ve i\u015f\u00e7iyi analizin merkezine \u00e7ekmeyi hedefliyorum.<\/span><\/p>\n

\n

Fabrika rejimleri ile r\u0131za ve bask\u0131y\u0131 var eden ko\u015fullar, i\u00e7inde bulunduklar\u0131 sosyo-ekonomik, k\u00fclt\u00fcrel ve siyasal yap\u0131 \u00e7er\u00e7evesinde tan\u0131mlanabilir. Bu da, i\u015fyerini \u00f6zelde emek s\u00fcrecini a\u015fan daha genel bir \u00e7er\u00e7eveyi kapsar; tarihsel d\u00f6nemler, end\u00fcstriler ve \u00fclkeler temelinde de\u011fi\u015fen ko\u015fullar\u0131n hassas bir okumas\u0131n\u0131 gerekli k\u0131lar (Thompson, 1989: 168). Dolay\u0131s\u0131yla, i\u015f\u00e7ilerin ba\u015fkald\u0131r\u0131, boyun e\u011fme ya da onay gibi duru\u015flar\u0131 da i\u015fyerini a\u015fan geni\u015f bir siyasal ve iktisadi yap\u0131 i\u00e7inde anlamland\u0131r\u0131labilir. Di\u011fer bir deyi\u015fle, i\u015fyerindeki sosyal ili\u015fkileri \u00fcreten ve yeniden \u00fcreten maddi ko\u015fullar\u0131n incelenmesi gerekir. Fabrika i\u00e7inde hegemonya tesis etmeye d\u00f6n\u00fck \u00e7abalar ve ortak \u00e7\u0131karlar varm\u0131\u015fa y\u00f6nelik s\u00f6ylem ve pratikler, bu s\u00f6ylem ve pratikleri destekleyen ekonomik ve siyasal imtiyazlar\u0131n varl\u0131\u011f\u0131n\u0131 gerektirir (Femia, 1987: 24). Burada da, T\u00fcrkiye\u2019deki hegemonik fabrika rejiminin kurulu\u015funu ve yeniden \u00fcretimini, i\u00e7kin oldu\u011fu sosyoekonomik ve siyasal yap\u0131 temelinde de\u011ferlendirece\u011fim.<\/span><\/p>\n

\n

Bu yaz\u0131da, T\u00fcrkiye\u2019deki fabrika rejimlerini bir otomobil fabrikas\u0131nda ger\u00e7ekle\u015ftirdi\u011fim etnografik bir ara\u015ft\u0131rmaya dayanarak tart\u0131\u015fmay\u0131 ama\u00e7l\u0131yorum. \u0130lk b\u00f6l\u00fcmde, i\u015fyerinde hegemonik bir fabrika rejimi tesis etmeye y\u00f6nelik y\u00f6netimin ideolojik, teknik ve b\u00fcrokratik denetim mekanizmalar\u0131n\u0131 inceleyece\u011fim.<\/span><\/p>\n

\u0130kinci b\u00f6l\u00fcmde ise, mavi yakal\u0131 i\u015f\u00e7ilerin fabrika rejimine ili\u015fkin ba\u015fkald\u0131r\u0131, onay ya da boyun e\u011fme gibi duru\u015flar\u0131n\u0131 onlar\u0131n dile getirdi\u011fi bi\u00e7imiyle aktarmaya \u00e7al\u0131\u015faca\u011f\u0131m.<\/span><\/p>\n

\n

Bir otomobil fabrikas\u0131 ve mavi yakal\u0131 i\u015f\u00e7ileri:<\/span><\/strong><\/p>\n

Etnografik ara\u015ft\u0131rmaya i\u00e7kin iktidar ili\u015fkileri<\/strong><\/span><\/p>\n

\n

Fabrika rejimlerinin kurulu\u015funu, yeniden \u00fcretimini ve y\u00f6netsel otoritenin esas muhatab\u0131 i\u015f\u00e7ilerin bu rejimler alt\u0131nda ya\u015fad\u0131klar\u0131n\u0131 ara\u015ft\u0131rmak i\u00e7in belki de en etkin y\u00f6ntem, bir fabrikaya gitmektir. Bu \u00e7al\u0131\u015fmaya temel olu\u015fturan ampirik bilgiler, \u2018kapitalizmin g\u00f6zde \u00e7ocu\u011fu\u2019 (Walker ve Guest, 1952) olarak nitelendirilen ve hem Fordist hem de son d\u00f6nem, bir ad\u0131yla Toyotaist emek s\u00fcrecinin \u015fekillenmesinde temel bir rol oynayan otomobil end\u00fcstrisinde bir fabrikada y\u00fcr\u00fct\u00fclen etnografik bir ara\u015ft\u0131rmaya dayanmaktad\u0131r. Japon ortaklar\u0131n y\u00fczde elli ve T\u00fcrk orta\u011f\u0131n y\u00fczde elli hisseye sahip oldu\u011fu otomobil fabrikas\u0131nda,<\/a> 1995 verilerine g\u00f6re, t\u00fcm\u00fcne yak\u0131n bir b\u00f6l\u00fcm\u00fc Adapazar\u0131 ve \u00e7evresinden, ya\u015f ortalamas\u0131 22, y\u00fczde 98\u2019i meslek y\u00fcksek okulu mezunu ve sendika \u00fcyesi olmayan 425 mavi yakal\u0131 i\u015f\u00e7i \u00e7al\u0131\u015fmaktad\u0131r.<\/a><\/span><\/p>\n

\n

Bu otomobil fabrikas\u0131nda bir ay s\u00fcreyle (13 Ekim – 13 Kas\u0131m 1995) g\u00fcnd\u00fcz vardiyas\u0131nda stajyer-i\u015f\u00e7i<\/a> olarak \u00e7al\u0131\u015fma prati\u011fine dayanan bu etnografik ara\u015ft\u0131rma, haftan\u0131n be\u015f g\u00fcn\u00fc, g\u00fcn\u00fcn sekiz saati, \u00fcretim noktalar\u0131nda, \u00e7ay ve \u00f6\u011fle aralar\u0131nda ya da g\u00fcn\u00fcn sonunda i\u015f\u00e7ilerle ayn\u0131 ortam\u0131 payla\u015fma, onlarla birlikte \u00e7al\u0131\u015fma, sohbetlerine kat\u0131lma ve nas\u0131l davrand\u0131klar\u0131n\u0131 g\u00f6zlemleme imkan\u0131n\u0131 sa\u011flad\u0131\u011f\u0131 i\u00e7in \u015f\u00fcphesiz i\u015f\u00e7ilerin bak\u0131\u015f a\u00e7\u0131s\u0131ndan emek s\u00fcrecini ve fabrika rejimini tan\u0131mlayabilmek ve\/veya anlamland\u0131rabilmek i\u00e7in ipu\u00e7lar\u0131 veriyor.<\/span><\/p>\n

\u0130\u015f\u00e7ilerin tav\u0131r ve d\u00fc\u015f\u00fcncelerini aktarabilmek noktas\u0131nda, bu \u00e7al\u0131\u015fma da, ezilen, g\u00fc\u00e7s\u00fcz ve t\u00e2bi olan grup ve s\u0131n\u0131flar \u00fczerine olan di\u011fer ara\u015ft\u0131rmalar gibi, i\u015f\u00e7ilerin kendi g\u00f6r\u00fc\u015f ve d\u00fc\u015f\u00fcncelerini hakim sosyo-ekonomik, politik ve kurumsal s\u0131n\u0131rl\u0131l\u0131klar i\u00e7inde nas\u0131l dillendirilebilece\u011fi sorunuyla kar\u015f\u0131 kar\u015f\u0131yad\u0131r (Harvey, 1990; Fals-Borda ve Rahman, 1991). Bu \u00e7al\u0131\u015fmada, ne pozitivist paradigman\u0131n sal\u0131k verdi\u011fi gibi ara\u015ft\u0131r\u0131lanla arama bir mesafe koydum, ne de onlarla tam \u00f6zde\u015fle\u015fmeye y\u00f6neldim, ara\u015ft\u0131rmac\u0131 ve ara\u015ft\u0131r\u0131lan ili\u015fkisinde, \u00f6zelde bu iki taraf aras\u0131ndaki, genelde ise t\u00e2bi s\u0131n\u0131flar ve \u00e7evreleri aras\u0131ndaki g\u00fc\u00e7 ili\u015fkilerini hassasiyetle tan\u0131yan bir diyalog geli\u015ftirmeyi ama\u00e7lad\u0131m. Etnografik ara\u015ft\u0131rma, b\u00fcy\u00fck miktarda anlat\u0131lar, \u00f6rnekler ve al\u0131nt\u0131larla, say\u0131lar\u0131n dile getiremeyece\u011fi \u2018ger\u00e7ek hikaye\u2019yi anlat\u0131yor. Y\u00f6netici ve i\u015f\u00e7i bak\u0131\u015f a\u00e7\u0131s\u0131n\u0131 yans\u0131tmak i\u00e7in cevaplar\u0131n niteli\u011fini en iyi \u00f6rnekledi\u011fini d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcm al\u0131nt\u0131lar\u0131 se\u00e7tim. Bu anlamda, al\u0131nt\u0131lar bir ki\u015finin cevab\u0131ndan \u00f6te genel tav\u0131rlar\u0131n bir tasviri olarak de\u011ferlendirilmelidir.<\/span><\/p>\n

\n

Y\u00f6netim stratejileri: Hegemonik fabrika rejimine do\u011fru…<\/strong><\/span><\/p>\n

\n

Fabrika rejimi kurmaya d\u00f6n\u00fck y\u00f6netim stratejilerini ve denetim mekanizmalar\u0131n\u0131 incelemeden \u00f6nce, vurgulamak gerekir ki, incelenen otomobil fabrikas\u0131nda y\u00f6netim, teknik ve sosyal i\u015fb\u00f6l\u00fcm\u00fcn\u00fc d\u00fczenlerken, di\u011fer bir deyi\u015fle, i\u015fyerinde y\u00f6netici, makine ve eme\u011fin bir araya geli\u015fini \u00f6rg\u00fctlerken, Japon orta\u011f\u0131n pratiklerini esas alm\u0131\u015ft\u0131r. Fabrika rejiminin daha detayl\u0131 bir analizi i\u00e7in, ilk u\u011frak noktam\u0131z, y\u00f6netim taraf\u0131ndan geli\u015ftirilen ideolojik denetim mekanizmalar\u0131n\u0131 incelemek olacak.<\/span><\/p>\n

Yeni kurulan fabrikada, \u00e7at\u0131\u015fmal\u0131 g\u00fc\u00e7leri bir arada tutmaya ve r\u0131za yaratmaya y\u00f6nelik s\u00f6ylemlerin i\u015fyerinde bir \u00e7ok alana n\u00fcfuz etmi\u015f oldu\u011fu s\u00f6ylenebilir.<\/span><\/p>\n

Fabrikada, Japon orta\u011f\u0131n y\u00f6netim pratiklerinin, t\u00fcm d\u00fcnyada \u00fcretim ve y\u00f6netim anlay\u0131\u015f\u0131nda \u2018en iyi\u2019 oldu\u011fu her f\u0131rsatta tekrarlan\u0131rken, \u2018Hedefimiz, T\u00fcrkiye\u2019de en ba\u015far\u0131l\u0131 fabrikay\u0131 kurmak\u2019 diye s\u00fcrekli yineleniyor. Fabrika i\u00e7inde t\u00fcm tav\u0131r ve davran\u0131\u015flar\u0131 \u00f6rg\u00fct k\u00fclt\u00fcr\u00fcne eklemlemeye \u00e7al\u0131\u015fan y\u00f6netim, i\u015f\u00e7ilere, \u201cSizler, bu ba\u015far\u0131l\u0131 fabrikay\u0131 kurmak i\u00e7in se\u00e7ilmi\u015f olanlars\u0131n\u0131z\u201d diye sesleniyor. <\/span><\/p>\n

\n

Bu noktada, tam da Morgan ve Sayer (1984: 1)\u2019in belirtti\u011fi gibi, \u201cbelli \u00f6zellikleri ta\u015f\u0131yan i\u015f\u00e7iler var ve i\u015fe al\u0131nmay\u0131 bekliyor de\u011filler, onlar sistem taraf\u0131ndan \u015fekillendirilmeliler\u201d. Ard\u0131ndan, y\u00f6netim serbest piyasan\u0131n zorunluluklar\u0131n\u0131 ve bu rekabet\u00e7i piyasada ayakta kalabilmek i\u00e7in kalitenin yarat\u0131lmas\u0131 gereklili\u011fini hat\u0131rlat\u0131rken, s\u0131k s\u0131k tekrarl\u0131yor, \u201c\u015eirketin kalite hedeflerini yakalamas\u0131 hepimizin sorumlulu\u011fudur ve hepimizin yarar\u0131nad\u0131r\u201d. Y\u00f6netimin yapt\u0131\u011f\u0131 bu vurgu, Tuckman\u2019\u0131n de\u011ferlendirmesi ile paralellik g\u00f6steriyor, \u201cToplam kalite y\u00f6netimi, \u2018hepimiz, \u00fcr\u00fcn ve hizmetlerimizin kalitesini artt\u0131rmak i\u00e7in \u00e7al\u0131\u015fmal\u0131y\u0131z\u2019 tasar\u0131m\u0131 \u00fczerine kurulan hegemonik bir projedir\u201d (1995: 56).<\/span><\/p>\n

\n

E\u011fer fabrikada ideolojik s\u00f6ylemler bir gereklilikse, bunlar\u0131n \u00e7al\u0131\u015fanlara hangi ko\u015fullarda, hangi ara\u00e7larla ve nas\u0131l aktar\u0131laca\u011f\u0131n\u0131n y\u00f6netim taraf\u0131ndan d\u00fczenlenmesi g\u00fcndeme geliyor. \u0130\u015f\u00e7i se\u00e7me ve i\u015fe alma s\u00fcreci, \u00f6rg\u00fct k\u00fclt\u00fcr\u00fcn\u00fcn ve ideolojik s\u00f6ylemlerin i\u015f\u00e7ilere iletilmesinde y\u00f6netimin \u00f6nem verdi\u011fi bir pratik olarak ortaya \u00e7\u0131k\u0131yor. Y\u00f6neticiler, fabrika yeri olarak Adapazar\u0131\u2019n\u0131n se\u00e7iminde, b\u00f6lgenin sanayi ge\u00e7mi\u015fi olmayan tar\u0131ma dayal\u0131 sosyal yap\u0131s\u0131n\u0131n \u00f6nemli oldu\u011funu belirtiyorlar. Ayr\u0131ca, y\u00f6netim, Japon \u015firketler \u00fczerine yap\u0131lan bir \u00e7ok ara\u015ft\u0131rmada da belirtildi\u011fi gibi (bkz. Saltzman, 1995; Graham, 1995; Fucini ve Fucini, 1990; Garrahan ve Stewart, 1992), yo\u011fun ve \u00e7ok a\u015famal\u0131 bir se\u00e7me ve i\u015fe alma s\u00fcrecinde, her adayla uzun g\u00f6r\u00fc\u015fmeler yap\u0131yor. Fabrika genel m\u00fcd\u00fcr\u00fc bile \u00fcretim hatt\u0131nda \u00e7al\u0131\u015facak her i\u015f\u00e7i aday\u0131yla yakla\u015f\u0131k bir saat ge\u00e7iriyor. Y\u00f6neticiler, fabrika i\u00e7inde homojenli\u011fin yarat\u0131lmas\u0131 i\u00e7in, ayn\u0131 ya\u015flarda (26 ya\u015f\u0131ndan gen\u00e7), benzer e\u011fitime sahip (lise mezunu), benzer k\u00fclt\u00fcrel ortamlardan gelen, daha \u00f6nce bir otomobil fabrikas\u0131nda \u00e7al\u0131\u015fmam\u0131\u015f ve dolay\u0131s\u0131yla sanayi ge\u00e7mi\u015fine sahip olmayan i\u015f\u00e7iler arad\u0131klar\u0131n\u0131 belirtiyorlar. Dolay\u0131s\u0131yla, i\u015fletme y\u00f6netimi, yeni bir fabrika rejimini kabul etmeye ve ona uyum sa\u011flamaya haz\u0131r bir i\u015fg\u00fcc\u00fc ararken, problem yaratabilecek olanlar\u0131 ise elemeyi ama\u00e7l\u0131yor.<\/span><\/p>\n

Fabrikada y\u00f6netici ve i\u015f\u00e7iler aras\u0131ndaki sosyal ili\u015fkiler, iki taraf aras\u0131ndaki tek ili\u015fkinin \u00fccret zarf\u0131 oldu\u011fu geleneksel fabrikadakinden olduk\u00e7a farkl\u0131 \u015fekilleniyor. <\/span><\/p>\n

\n

\u0130lk olarak, fabrikada y\u00f6netici ve i\u015f\u00e7iler aras\u0131 ileti\u015fimin ger\u00e7ekle\u015fmesi i\u00e7in en temel olan fiziksel yak\u0131nl\u0131\u011f\u0131n kurulmu\u015f oldu\u011fu g\u00f6zlemleniyor. \u0130\u015f\u00e7ilerin mavi yakal\u0131 \u00fcniformas\u0131n\u0131 giyen y\u00f6neticiler s\u0131kl\u0131kla \u00fcretim hatt\u0131nda g\u00f6r\u00fcl\u00fcyorlar.<\/span><\/p>\n

\n

\u0130kinci olarak, \u00e7al\u0131\u015fma saatleri i\u00e7inde formal birlikteliklere -brifingler, toplant\u0131lar, v.b.- s\u0131kl\u0131kla rastlan\u0131rken, bu birliktelikler, iki taraf aras\u0131ndaki ileti\u015fimi art\u0131rmada \u2018anahtar\u2019 olarak nitelendiriliyor. \u0130ki taraf aras\u0131ndaki ileti\u015fim, fabrika rejimi in\u015fa edebilmek i\u00e7in iki \u00f6nemli i\u015flev \u00fcstleniyor: Hem t\u00fcm geli\u015fmelerin i\u015f\u00e7ilere a\u00e7\u0131klanmas\u0131 imkan\u0131n\u0131 sa\u011flarken hem de i\u015f\u00e7iler taraf\u0131ndaki \u00e7ekinceler, teredd\u00fctler ve muhalif d\u00fc\u015f\u00fcncelerden haberdar olma olana\u011f\u0131 veriyor.<\/span><\/p>\n

\n

Y\u00f6netim, fabrika i\u00e7indeki informal sosyal birliktelikleri de ba\u011fl\u0131l\u0131k ve ortakl\u0131k i\u00e7in \u00f6nemli bir esas olarak g\u00f6r\u00fcyor. \u00dcretim hatt\u0131n\u0131n durdu\u011fu \u00f6\u011fle yeme\u011fi ve \u00e7ay aralar\u0131 gibi zamanlar informal ileti\u015fimler i\u00e7in kullan\u0131l\u0131yor. Ayn\u0131 kafeteryada yemek yemek, y\u00f6neticilerin y\u00f6neticilerle i\u015f\u00e7ilerin ise i\u015f\u00e7ilerle birlikte olmay\u0131 tercih etmesi dolay\u0131s\u0131yla, istenilen birlikteli\u011fi tam yaratamasa da, \u00e7ay aralar\u0131 bu ortam\u0131 sa\u011fl\u0131yor. Y\u00f6neticiler, \u00e7ay aralar\u0131nda i\u015f\u00e7ilerin dinlenme mek\u00e2nlar\u0131na s\u0131kl\u0131kla gelip sohbet ediyorlar. Y\u00f6neticiler, geleneksel olarak kabul g\u00f6ren gayri \u015fahsi ili\u015fkinin \u00f6tesine ge\u00e7erek, i\u015f\u00e7ilerin ailevi, sosyal ve ekonomik problemlerini soruyorlar ve dinliyorlar. Bu \u015fahsi konulara kat\u0131l\u0131m, y\u00f6neticiler taraf\u0131ndan \u2018insan do\u011fas\u0131na sayg\u0131\u2019ya dayal\u0131 y\u00f6netim felsefesinin bir par\u00e7as\u0131 olarak g\u00f6r\u00fcl\u00fcrken, i\u015f\u00e7ileri birey olarak tan\u0131maya yard\u0131mc\u0131 oluyor.<\/span><\/p>\n

\n

\u0130\u015f\u00e7ilerin ki\u015fisel ya\u015famlar\u0131ndan haberdar olmak, yaln\u0131zca kat\u0131l\u0131m ve ba\u011fl\u0131l\u0131\u011f\u0131 art\u0131rman\u0131n bir arac\u0131 olarak de\u011fil, ayn\u0131 zamanda \u00fcretim s\u00fcreci i\u00e7in de bir gereklilik olarak, \u00f6nemli bir i\u015flev \u00fcstleniyor. Y\u00f6neticiler, i\u015f\u00e7ilerin ki\u015fisel sorunlar\u0131n\u0131n, bunal\u0131mlar\u0131n\u0131n ve s\u0131k\u0131nt\u0131lar\u0131n\u0131n, \u00f6zelde kaliteye, genelde ise t\u00fcm \u00fcretime sorun olarak yans\u0131d\u0131\u011f\u0131n\u0131 s\u0131kl\u0131kla vurgularken, i\u015f\u00e7ilerin zihninin t\u00fcm dikkat da\u011f\u0131t\u0131c\u0131 fikirlerden uzak olmas\u0131 gerekti\u011fini dile getiriyorlar. Bu noktadan hareketle, \u00fcretim hatt\u0131nda bir tak\u0131m, \u00fczerinde g\u00fclen, \u00fczg\u00fcn ya da sinirli gibi de\u011fi\u015fik ruh hallerinde insan y\u00fczleri olan m\u0131knat\u0131slar haz\u0131rlam\u0131\u015f. Her sabah, fabrikaya gelen tak\u0131m \u00fcyesi o g\u00fcnk\u00fc ruh durumuna en yak\u0131n m\u0131knat\u0131s\u0131 isminin kar\u015f\u0131na yap\u0131\u015ft\u0131r\u0131yor. Tak\u0131m lideri bu uygulaman\u0131n amac\u0131n\u0131, \u201cBu bana psikolojik durumu nedeniyle \u00fcretimde hata ya da aksakl\u0131k \u00e7\u0131karabilecek olanlar\u0131 daha \u00f6zel ve do\u011frudan kontrole alma konusunda yard\u0131mc\u0131 oluyor\u201d diye a\u00e7\u0131kl\u0131yor. Bu pratik, y\u00f6netim a\u00e7\u0131s\u0131ndan bir yandan psikolojik durumlar\u0131n denetlenebilmesini sa\u011flarken, \u00f6te yandan da kendi kendini ihbar edebilen bir i\u015f\u00e7i profili de yaratmay\u0131 ama\u00e7l\u0131yor. \u0130nformal ileti\u015fimi art\u0131rman\u0131n bir ad\u0131m \u00f6tesinin, y\u00f6netici-i\u015f\u00e7i ili\u015fkilerini fabrika kap\u0131lar\u0131n\u0131n ard\u0131na ta\u015f\u0131mak oldu\u011fu ve en uygun vesilenin ise, \u015firketin sosyal tesislerinde yenen ak\u015fam yemekleri oldu\u011fu s\u00f6ylenebilir. Fabrika d\u0131\u015f\u0131nda kurulan ili\u015fki, bu g\u00fcne kadar s\u00fcregelmi\u015f olan geleneksel pratiklerin olduk\u00e7a d\u0131\u015f\u0131nda bir deneyim olarak topluluk\u00e7u (communitarian) ve paternalist y\u00f6netim felsefesini de g\u00fc\u00e7lendiriyor.<\/span><\/p>\n

\n

Yeni olu\u015fan e\u015fitlik\u00e7i s\u00f6ylem ve y\u00f6netici-i\u015f\u00e7i ili\u015fkilerinin yeni do\u011fas\u0131 fabrikada kurulmas\u0131 ama\u00e7lanan rejimde, madalyonun yaln\u0131zca bir y\u00fcz\u00fc. \u00d6teki ise olduk\u00e7a karanl\u0131k. Gramsci\u2019nin \u00e7\u00f6z\u00fcmledi\u011fi anlamda hegemonik rejimlerde, onay bask\u0131n\u0131n \u00fcst\u00fcnde h\u00fck\u00fcm s\u00fcr\u00fcyorsa da bu hi\u00e7bir \u015fekilde bask\u0131n\u0131n ortadan kalkt\u0131\u011f\u0131n\u0131 belirtmiyor (Burawoy, 1985: 126). Dolay\u0131s\u0131yla, ara\u015ft\u0131r\u0131lan fabrikada, rejimi tan\u0131mlayabilmek ve\/veya anlamland\u0131rabilmek i\u00e7in, rejimin bu karanl\u0131k y\u00fcz\u00fcn\u00fc, di\u011fer bir deyi\u015fle bask\u0131y\u0131 vareden uygulamalar\u0131 incelemek gerekiyor.<\/span><\/p>\n

\n

Otomobil \u00fcretiminde montaj hatt\u0131, her ne kadar \u201cinsan\u0131n makinaya tabiyetinin klasik simgesi\u201d (Walker ve Guest, 1959) olarak, i\u015f\u00e7inin hareket ve zaman\u0131n\u0131 makinan\u0131n h\u0131z ve \u00f6zelliklerine ba\u011f\u0131ml\u0131 k\u0131lmak i\u00e7in t\u00fcm potansiyele sahip gibi g\u00f6r\u00fcnse de; fabrikadaki \u00fcretim tasar\u0131m\u0131ndaki baz\u0131 \u2018yeni\u2019 unsurlar, teknik denetimi daha da yo\u011funla\u015ft\u0131r\u0131yor. \u0130lk olarak, montaj hatt\u0131na yerle\u015ftirilmi\u015f andon lambalar\u0131na de\u011finmek gerekiyor. Otomobil fabrikas\u0131n\u0131n montaj at\u00f6lyesinde, hatt\u0131n \u00fcst\u00fcnden ge\u00e7en bir ip ve ayr\u0131ca her i\u015f\u00e7inin \u00e7al\u0131\u015ft\u0131\u011f\u0131 istasyonda bir andon lambas\u0131 bulunuyor. \u0130\u015f\u00e7i, \u00fcretimde bir sorunla kar\u015f\u0131la\u015ft\u0131\u011f\u0131nda, hata yapt\u0131\u011f\u0131nda ya da \u00fcretim h\u0131z\u0131na yeti\u015femedi\u011fini d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcnde, ipi \u00e7ekiyor. \u0130p \u00e7ekildi\u011fi anda i\u015f\u00e7inin istasyonundaki andon lambas\u0131 yan\u0131yor ve \u00fcye oldu\u011fu tak\u0131m\u0131n m\u00fczi\u011fi \u00e7almaya ba\u015fl\u0131yor. Hem andon lambas\u0131 hem de tak\u0131m m\u00fczi\u011fi y\u00f6netimin \u2018sorun yaratan\u2019 i\u015f\u00e7iyi tespit etmesini sa\u011fl\u0131yor. Andon lambalar\u0131 sayesinde, y\u00f6netim, \u201cbireyi hatan\u0131n kayna\u011f\u0131 olarak \u00e7ok k\u0131sa s\u00fcrede tespit ederek tam bir denetim mekanizmas\u0131 kurabiliyor\u201d (Sewell ve Wilkinson, 1992: 283).<\/a> \u0130kinci olarak, her i\u015fin nas\u0131l ve ne kadar zamanda yap\u0131laca\u011f\u0131n\u0131n standartla\u015ft\u0131r\u0131lmas\u0131n\u0131n ve i\u015fin b\u00f6l\u00fcnm\u00fc\u015f par\u00e7alar\u0131n\u0131n biteviye tekrar\u0131n\u0131n daha da yo\u011funla\u015ft\u0131\u011f\u0131 ya da y\u00f6netim a\u00e7\u0131s\u0131ndan, daha da \u2018m\u00fckemmelle\u015fmi\u015f\u2019 oldu\u011fu g\u00f6zlemleniyor. Y\u00f6netimin d\u00fc\u015f\u00fcncesi, \u201cher i\u015f\u00e7iden her saat i\u00e7inde 60 dakikal\u0131k \u00fcretken emek sa\u011flamak\u201d (Delbridge vd., 1992: 97) olarak \u00f6zetlenebilir ya da ba\u015fka bir ifadeyle, i\u015f\u00e7inin ald\u0131\u011f\u0131 \u00fccreti kar\u015f\u0131lad\u0131\u011f\u0131 zaman dilimini m\u00fcmk\u00fcn oldu\u011funca k\u0131saltmak olarak s\u00f6ylenebilir. Bu da, Taylor\u2019un tespit etti\u011fi \u2018kaytarma\u2019y\u0131 t\u00fcm\u00fcyle yok etmeyi ve i\u015f\u00e7ilere \u2018bo\u015f zaman\u2019 yaratabilecek bir hareket alan\u0131n\u0131 ortadan kald\u0131rmay\u0131 ama\u00e7l\u0131yor.<\/a> \u00d6zetlemek gerekirse, fabrikada bask\u0131, i\u015f\u00e7i ve makine aras\u0131nda tam bir e\u015f zamanl\u0131l\u0131k yakalamay\u0131 ama\u00e7layan teknik uygulamalarla derinle\u015fmi\u015f oluyor.<\/span><\/p>\n

B\u00fcrokrasi, Edwards\u2019\u0131n (1979) belirtti\u011fi gibi, \u015firketin \u00f6rg\u00fctsel ve sosyal yap\u0131s\u0131 arac\u0131l\u0131\u011f\u0131yla denetimi sa\u011flar ve i\u015f s\u0131n\u0131fland\u0131rmalar\u0131, i\u015f kurallar\u0131, terfi mekanizmalar\u0131, \u00fccret skalalar\u0131 ve sorumluluk tan\u0131mlar\u0131 i\u00e7inde varolur. <\/span><\/p>\n

\n

\u0130ncelenen fabrikada g\u00f6zetim ve disiplinin, yeni eklenen b\u00fcrokratik uygulamalarla daha da etkin hale geldi\u011fi belirtilmelidir. \u0130lk olarak, \u2018direk \u00fcretime kat\u0131lan i\u015f\u00e7ilerin kalite sorumlulu\u011fu\u2019 ad\u0131 alt\u0131ndaki uygulama, olduk\u00e7a s\u0131k\u0131 bir geri bildirim sistemiyle kalite sorununa neden olan i\u015f\u00e7iyi hemen tespit ederken, i\u015f\u00e7ilerin do\u011frudan denetim olmadan tam bir gayretle \u00e7al\u0131\u015fmalar\u0131n\u0131 sa\u011fl\u0131yor. \u0130kinci olarak, tak\u0131m \u00e7al\u0131\u015fmas\u0131, bizatihi bir b\u00fcrokratik denetim arac\u0131 olarak i\u015fliyor. Tak\u0131m \u00e7al\u0131\u015fmas\u0131, i\u015f\u00e7ilerin sorumlu oldu\u011fu i\u015fleri art\u0131r\u0131yor, di\u011fer bir deyi\u015fle, i\u015f\u00e7ileri yaln\u0131zca kendi i\u015flerinden de\u011fil, tak\u0131mlar\u0131ndaki t\u00fcm i\u015flerden sorumlu k\u0131l\u0131yor. Tak\u0131m \u00e7al\u0131\u015fmalar\u0131, bireylerin oldu\u011fu kadar kolektif eylemlerin de g\u00f6zetlenebilirli\u011fini art\u0131r\u0131rken, \u201ci\u015f\u00e7ilerin kolektif ustal\u0131k ve becerilerini de sermayenin emrinde kullanmalar\u0131na\u201d hizmet ediyor (Sewell ve Wilkinson, 1992: 281). \u00c7ember \u00e7al\u0131\u015fmalar\u0131, \u00fc\u00e7\u00fcnc\u00fc olarak, \u00fcretimi ve kaliteyi art\u201d\u0131rmaya d\u00f6n\u00fck hangi konular\u0131n tart\u0131\u015f\u0131laca\u011f\u0131 ve nas\u0131l tart\u0131\u015f\u0131laca\u011f\u0131 konusunda, y\u00f6netimin s\u0131k\u0131 g\u00f6zetimi alt\u0131nda olan bir zaman ve mek\u00e2n sa\u011fl\u0131yor. Son olarak, otomobil fabrikas\u0131nda hem bireysel hem de tak\u0131m baz\u0131nda uygulanan performans de\u011ferlendirme uygulamas\u0131, yine b\u00fcrokratik bir denetim arac\u0131 olarak i\u015flev g\u00f6r\u00fcyor. Bu uygulama, i\u015f\u00e7iler aras\u0131ndaki rekabeti art\u0131r\u0131rken, fazla mesaiye \u2018hay\u0131r\u2019 diyebilmeyi ya da \u00e7ember \u00e7al\u0131\u015fmalar\u0131na kat\u0131lmay\u0131 reddetmeyi neredeyse imkans\u0131z k\u0131l\u0131yor.<\/span><\/p>\n

Fabrika y\u00f6netiminin stratejilerine, uygulamalar\u0131na ve denetim mekanizmalar\u0131na dayanarak, otomobil fabrikas\u0131nda hegemonik bir fabrika rejiminin \u015fekillendi\u011fini s\u00f6yleyebiliriz. Hegemonik fabrika rejimi, geleneksel fabrikada varolan teknik ve b\u00fcrokratik denetime yeni bir boyut daha ekliyor: \u0130deolojik denetim.<\/span><\/p>\n

\u0130\u015fyerinin sosyolojik ve politik ger\u00e7ekleri, i\u015f\u00e7ilerin, fabrika rejimlerinin kurulu\u015fu ve yeniden \u00fcretimine ili\u015fkin kabul, red, ba\u015fkald\u0131r\u0131 ya da i\u00e7selle\u015ftirme gibi duru\u015flar\u0131 incelenmeden anla\u015f\u0131lamaz. Bu nedenle, \u015fimdi rejimin esas muhatab\u0131 olan i\u015f\u00e7ilere ve hegemonik fabrika rejimi alt\u0131nda ya\u015fananlara d\u00f6nelim.<\/span><\/p>\n

\n

Hegemonik fabrika rejiminde mavi yakal\u0131 i\u015f\u00e7iler<\/strong><\/span><\/p>\n

\n

Fabrikadaki mavi yakal\u0131 i\u015f\u00e7ilerin genel tav\u0131rlar\u0131, ilk bak\u0131\u015fta, onlar\u0131n y\u00f6netici-i\u015f\u00e7i ili\u015fkilerinin yeni do\u011fas\u0131na ve \u015firketleri taraf\u0131ndan sunulan ilgi ve verilen deste\u011fe olumlu bakt\u0131klar\u0131 izlenimini veriyor.<\/a> \u2018Yak\u0131n\u2019, \u00a0\u2018arkada\u015f\u00e7a\u2019, ve \u2018yard\u0131mc\u0131\u2019 gibi ifadeler, i\u015f\u00e7ilerin y\u00f6neticilerle ili\u015fkilerini tan\u0131mlarken s\u0131kl\u0131kla ba\u015fvurduklar\u0131<\/span><\/p>\n

s\u0131fatlarken, en \u00e7ok telaffuz ettikleri c\u00fcmle ise, \u201cY\u00f6neticilere her konuda dan\u0131\u015f\u0131p, onlarla her konuda konu\u015fabilirsiniz\u201d, oluyor. Ayr\u0131ca, bir\u00e7ok i\u015f\u00e7i, y\u00f6netimin \u00e7al\u0131\u015fanlar\u0131na olan yak\u0131n ilgi ve sayg\u0131s\u0131n\u0131 vurgulamak i\u00e7in, \u201cY\u00f6neticiler tav\u0131rlar\u0131, yakla\u015f\u0131mlar\u0131 ve davran\u0131\u015flar\u0131 ile bize sayg\u0131 g\u00f6steriyorlar\u201d diyor.<\/span><\/p>\n

Baz\u0131 i\u015f\u00e7iler ise, yaln\u0131zca i\u015f konusunda de\u011fil, ayn\u0131 zamanda parasal ya da ki\u015fisel b\u00fct\u00fcn \u015fikayetlerinin dinlenmesinden ve yard\u0131mc\u0131 olunmas\u0131ndan memnuniyetlerini belirtiyorlar. Bu i\u015f\u00e7ilerin \u00e7o\u011fu, \u201cHer problemimizi onlara iletebiliyoruz, dinliyorlar ve gerekeni yap\u0131yorlar\u201d diye ekliyorlar. T\u00fcm bu olumlu<\/span><\/p>\n

yakla\u015f\u0131mlar, madalyonun bir y\u00fcz\u00fc yaln\u0131zca. Di\u011fer y\u00fcz\u00fc ise, t\u00fcm i\u015f\u00e7iler, yo\u011fun \u00e7al\u0131\u015fman\u0131n ve denetim ile disiplin mekanizmalar\u0131ndaki bask\u0131c\u0131 yan\u0131n \u015fiddetle fark\u0131ndalar.<\/span><\/p>\n

\n

Otomobil fabrikas\u0131ndaki i\u015f\u00e7iler, ya\u015fad\u0131klar\u0131 s\u0131k\u0131 g\u00f6zetimin de\u011fi\u015fik bir do\u011fas\u0131 oldu\u011funu s\u00f6yl\u00fcyorlar:<\/span><\/p>\n

\u0130\u015fimiz \u00e7ok s\u0131k\u0131 g\u00f6zleniyor. Ama s\u0131k\u0131 g\u00f6zetim, yan\u0131 ba\u015f\u0131n\u0131zda duran biri taraf\u0131ndan s\u00fcrekli g\u00f6zetlenmek anlam\u0131na gelmiyor. Bizim fabrikada, s\u0131k\u0131 g\u00f6zetim dedi\u011fim \u015fey \u015f\u00f6yle i\u015fliyor: Bir hata, ne kadar k\u00fc\u00e7\u00fck de olsa, en ufak bir hata yapar yapmaz, hemen buluyorlar seni.<\/span><\/p>\n

\n

(Kaynak i\u015f\u00e7isi)<\/strong><\/a><\/span><\/p>\n

\u00a0Fabrikada, geri-bildirim sistemi ve \u2018kalite\u2019 sorumlulu\u011fu sonucu, bir problem veya hata olu\u015ftu\u011funda, sorumlu i\u015f\u00e7i hemen tespit ediliyor ve uyar\u0131l\u0131yor. Bir i\u015f\u00e7i, bu uygulamadan duydu\u011fu rahats\u0131zl\u0131\u011f\u0131 \u015f\u00f6yle tan\u0131ml\u0131yor:<\/span><\/p>\n

Hatta \u00e7al\u0131\u015f\u0131rken, birden h\u0131zl\u0131 ve ciddi ad\u0131mlarla size yakla\u015fan bir grup y\u00f6netici g\u00f6r\u00fcyorsunuz. Bir yerde bir hata yapt\u0131\u011f\u0131n\u0131z\u0131 farkediyorsunuz. Di\u011ferleri sizi seyrederken y\u00f6neticilerden uyar\u0131 almak b\u00fcy\u00fck moral bozuklu\u011fu oluyor. Ve o g\u00fcn art\u0131k bitmek bilmiyor.<\/span><\/p>\n

\n

(Montaj i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Ayr\u0131ca, bir\u00e7ok i\u015f\u00e7i, yapt\u0131klar\u0131 i\u015flerin istatiksel analizlerle, tak\u0131mlar aras\u0131 kar\u015f\u0131la\u015ft\u0131rmal\u0131 \u00e7al\u0131\u015fmalarla ve raporlarla izlendi\u011fini belirtiyorlar. \u0130\u015f\u00e7iler taraf\u0131ndan tan\u0131mlanan g\u00f6zetim do\u011fas\u0131 gere\u011fi, Panoptik ideali hat\u0131rlat\u0131yor: \u201cg\u00f6zetleyeni g\u00f6rmeden s\u00fcrekli olarak g\u00f6r\u00fcld\u00fc\u011f\u00fcn\u00fc bilmek\u201d. Bu derin i\u015fyeri g\u00f6zetimi, Sewell ve Wilkinson (1992: 271) taraf\u0131ndan, \u2018y\u00f6netim bilgi a\u011f\u0131na\u2019 dayanan \u2018g\u00f6r\u00fcn\u00fcrl\u00fck\u2019 olarak tan\u0131mlan\u0131yor.<\/span><\/p>\n

G\u00f6zetimin yan\u0131s\u0131ra, fabrikadaki i\u015f\u00e7iler s\u0131kl\u0131kla \u2018\u00e7ok yo\u011fun tempo\u2019dan yak\u0131n\u0131yorlar.<\/span><\/p>\n

T\u00fcm i\u015f\u00e7iler, i\u015f y\u00fck\u00fcn\u00fcn, di\u011fer fabrikalarda \u00e7al\u0131\u015fan arkada\u015flar\u0131nkine g\u00f6re \u00e7ok a\u011f\u0131r oldu\u011funu belirtiyorlar.<\/a> Bir i\u015f\u00e7iye g\u00f6re:<\/span><\/p>\n

\u00a0Di\u011fer fabrikalarla kar\u015f\u0131la\u015ft\u0131r\u0131ld\u0131\u011f\u0131nda, burada farkl\u0131 uygulamalar var gibi g\u00f6z\u00fck\u00fcyor, \u00f6rne\u011fin s\u00fcrekli iyile\u015ftirme yani kaizen gibi. Ama ger\u00e7ek \u015fu ki, fabrikada robotlar istiyorlar, makinalar\u0131n h\u0131z\u0131na yeti\u015febilecek robotlar. <\/span><\/p>\n

\n

(Kal\u0131p i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Bu noktada, i\u015f\u00e7ilerin tav\u0131r ve duru\u015flar\u0131 ilgin\u00e7 bir gerilime i\u015faret ediyor ki, bu gerilim son d\u00f6nem yal\u0131n \u00fcretim ve y\u00f6netimin ana ak\u0131m savunucular\u0131n\u0131n<\/a> gayet iyi bilinen yorumuna ve belki de mant\u0131ras\u0131na benzetilebilir: Daha zevkli ama yorucu \u00e7al\u0131\u015fmak (working smarter but harder). Fabrikada bask\u0131y\u0131 \u015fiddetlendiren mekanizmalara maruz kalan i\u015f\u00e7iler, fabrikalar\u0131na ve y\u00f6neticilerine dair, yine de, olumlu bir duru\u015f i\u00e7erisindeler. Bu, belki de, \u015f\u00f6yle bir ger\u00e7ekli\u011fin alt\u0131n\u0131 \u00e7iziyor: Hegemonik bir yap\u0131lanmaya do\u011fru giden fabrika rejimlerinde, i\u015f\u00e7iler, kat\u0131 g\u00f6zetim ve denetime ra\u011fmen; y\u00f6netici-i\u015f\u00e7i ili\u015fkilerindeki yak\u0131nla\u015fmadan, \u2018insan yerine konulmaktan\u2019 ve y\u00f6netim taraf\u0131ndan g\u00f6sterilen ilgi ve verilen \u00f6nemden kazan\u00e7l\u0131 olduklar\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyorlar.<\/span><\/p>\n

\n

Rejimin \u015fifresini \u00e7\u00f6zme?<\/strong><\/span><\/p>\n

\n

T\u00fcm bu olumlu tav\u0131r ve duru\u015flar, yine de, i\u015f\u00e7ilerin hegemonik rejimin yap\u0131s\u0131n\u0131 sorgulamalar\u0131n\u0131, ba\u015fka bir ifadeyle, anlam\u0131n\u0131, belki de \u2018\u015fifresini\u2019 \u00e7\u00f6zmeye \u00e7al\u0131\u015fmalar\u0131n\u0131 engellemiyor. En ba\u015fta i\u015fe alma s\u00fcreciyle birlikte, fabrika i\u015f\u00e7ileri ideolojik d\u00fczenlemelerle kar\u015f\u0131 kar\u015f\u0131ya kald\u0131klar\u0131n\u0131 ve fabrika y\u00f6netiminin arad\u0131\u011f\u0131 \u00f6zelliklere, ki olduk\u00e7a a\u015fikar, uyum sa\u011flamak i\u00e7in nas\u0131l davranmalar\u0131 gerekti\u011fini fark ettiklerini ifade ediyorlar.<\/span><\/p>\n

\u0130\u015f\u00e7ilerin, i\u015fe alma s\u00fcrecine dair deneyimlerinin yan\u0131s\u0131ra, i\u015fyerinde iki taraf aras\u0131ndaki \u2018yak\u0131n\u2019 ve \u2018arkada\u015f\u00e7a\u2019 olan sosyal ili\u015fkinin ard\u0131ndaki nedenleri sorgulamalar\u0131 da y\u00f6netimin tav\u0131rlar\u0131na kar\u015f\u0131 geli\u015ftirdikleri ele\u015ftirel yakla\u015f\u0131m\u0131 sergiliyor:<\/span><\/p>\n

Arkada\u015f\u00e7a davranmaya ve yak\u0131n olmaya \u00e7al\u0131\u015f\u0131yorlar. \u00c7\u00fcnk\u00fc sistem bu \u015fekilde tasarlanm\u0131\u015f. Demek istiyorum ki, sistem, y\u00f6neticilerin b\u00f6yle olmas\u0131n\u0131 gerektiriyor.<\/span><\/p>\n

\n

(Montaj i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Fabrikada daha \u00e7ok \u00fcretim ve kalite i\u00e7in y\u00f6neticilere b\u00f6yle davranmalar\u0131 s\u00f6ylenmi\u015f.<\/span><\/p>\n

\n

(Kal\u0131p i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Sistem, y\u00f6neticilerden b\u00f6yle davranmalar\u0131n\u0131 istemezse, hemen vazge\u00e7erler.<\/span><\/p>\n

\n

(Kaynak i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Benzer bir d\u00fc\u015f\u00fcnce \u00e7izgisi, i\u015f\u00e7ilerin, y\u00f6netimin g\u00f6sterdi\u011fi ilgi ve verdi\u011fi \u00f6nemi de daha y\u00fcksek verimlili\u011fe ve kaliteye y\u00f6nelik maksatl\u0131 \u00e7abalar olarak tan\u0131mlamalar\u0131na yol a\u00e7\u0131yor. Onlara g\u00f6re, \u00fcretimin sorunsuz i\u015fleyi\u015fi i\u00e7in yaln\u0131zca fiziksel de\u011fil psikolojik durumlar\u0131n\u0131n da g\u00f6zetim ve denetim alt\u0131nda olmas\u0131 gerekiyor:<\/span><\/p>\n

Yaln\u0131zca hastal\u0131k gibi fiziksel durumlar de\u011fil, mutsuzluk ve stres gibi psikolojik durumlar da kaliteye ve hatas\u0131z \u00fcretime negatif yans\u0131yor. Bunun i\u00e7in y\u00f6netimin hem fiziksel hem de psikolojik durumlar\u0131m\u0131zla yak\u0131ndan ilgilenmesi gerekiyor ve ilgileniyor da.<\/span><\/p>\n

\n

(Boya i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Bizi problemsiz i\u015fleyen makinalar gibi g\u00f6rmek istiyorlar. Bize g\u00f6sterilen ilgi ve alaka da makinalara yap\u0131lan bak\u0131ma benziyor.<\/span><\/p>\n

\n

(Kal\u0131p i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Dolay\u0131s\u0131yla, fabrikadaki i\u015f\u00e7iler t\u00fcm\u00fcyle y\u00f6netimin s\u00f6ylemi taraf\u0131ndan kontrol edilmiyorlar. Ayr\u0131ca y\u00f6netimin saikleri de i\u015f\u00e7iler nezdinde olduk\u00e7a \u2018saydamla\u015f\u0131yor\u2019.<\/span><\/p>\n

\n

Bu noktaya kadar, i\u015f\u00e7iler taraf\u0131nda neler ya\u015fand\u0131\u011f\u0131n\u0131 irdelemeye \u00e7al\u0131\u015ft\u0131m ama esas olan bu deneyimlerin ard\u0131ndaki nedenleri g\u00f6rmeye, tan\u0131mlamaya ve a\u00e7\u0131klamaya \u00e7al\u0131\u015fmak.<\/span><\/p>\n

\n

\u0130\u015f\u00e7ilerin duru\u015f ve tav\u0131rlar\u0131n\u0131 \u00e7\u00f6z\u00fcmleyebilme \u00e7abas\u0131na, yaln\u0131zca i\u015fyeri ve i\u015fin do\u011fas\u0131 de\u011fil, daha geni\u015f bir iktisadi ve siyasal alan dahil edilmelidir. Fabrika rejimine dair i\u015f\u00e7ilerin deneyimlerinin siyasal ve iktisadi ortama ba\u011fl\u0131 olarak \u015fekillendi\u011fi a\u00e7\u0131kt\u0131r. Bu nedenle, fabrika kap\u0131lar\u0131n\u0131n ard\u0131na gitmeliyiz. Fabrikada hegemonik bir yap\u0131 kurabilmek ve ortak \u00e7\u0131karlara dayal\u0131 s\u00f6ylemleri varedebilmek, bu ortak \u00e7\u0131karlar\u0131 destekleyebilecek imtiyazlar\u0131n varl\u0131\u011f\u0131n\u0131 \u00f6nvarsaymaktad\u0131r. Di\u011fer bir deyi\u015fle, ideolojik s\u00f6ylemler, iktisadi ve siyasal kazan\u0131mlarla desteklenmelidir ki, i\u015f\u00e7iler \u00e7\u0131karlar\u0131n\u0131n y\u00f6netiminkilerle ortak olabilece\u011fi konusunda daha teredd\u00fcts\u00fcz olabilsinler. \u0130\u015f\u00e7iler, kazan\u0131mlar\u0131n\u0131, sosyal sigorta, olumlu sendikal ve yasal d\u00fczenlemeler gibi devlet m\u00fcdahalesi yoluyla elde edebilecekleri gibi, Japonya \u00f6rne\u011finde oldu\u011fu gibi, \u015firketler yoluyla da elde edebilirler.<\/a> Fakat, bu \u2018ya devlet ya \u015firket\u2019, a\u00e7\u0131kt\u0131r ki, her \u00fclkeyi a\u00e7\u0131klayabilen bir model olu\u015fturmuyor; i\u015fte bu noktada, \u2018yeni sanayile\u015fen bir \u00fclke\u2019 olarak T\u00fcrkiye\u2019nin sosyo-ekonomik ve siyasal yap\u0131s\u0131 fabrika i\u015f\u00e7ilerinin tav\u0131r ve tutumlar\u0131n\u0131 bir yandan tan\u0131mlarken, bir yandan da farkl\u0131l\u0131\u011f\u0131n\u0131n zeminini haz\u0131rl\u0131yor.<\/span><\/p>\n

\n

\u201cBir toplulu\u011fun (community) uzun \u00f6m\u00fcrl\u00fc olabilmesi i\u00e7in\u201d, diyor Sako (1997: 4), \u201cyaln\u0131zca \u015firket, \u00e7al\u0131\u015fanlar\u0131na i\u015f g\u00fcvencesi ve kariyer imkan\u0131 sa\u011flamamal\u0131, ayn\u0131 zamanda \u00e7al\u0131\u015fanlar da \u015firketle \u00f6m\u00fcr boyu birliktelik ve \u00f6zde\u015fle\u015fme beklentisi i\u00e7inde olmal\u0131lar\u201d.<\/a> Shaiken ve Browne\u2019a g\u00f6re ise, \u201cbu, bir anlamda, y\u00f6netimin \u00e7al\u0131\u015fanlara ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 i\u015f g\u00fcvencesi, kar\u015f\u0131l\u0131\u011f\u0131nda, \u00e7al\u0131\u015fanlar\u0131n \u015firkete ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 ise r\u0131za ve uyum \u015feklinde g\u00f6sterdi\u011fi bir sosyal s\u00f6zle\u015fmeyi ifade ediyor\u201d (1991: 32). T\u00fcm bunlar\u0131n \u0131\u015f\u0131\u011f\u0131nda bak\u0131ld\u0131\u011f\u0131nda, incelenen otomobil fabrikas\u0131, bir i\u015f g\u00fcvencesi geli\u015ftirmezken, benzer bir sorumluluk ya da taahh\u00fct alt\u0131na da girmemi\u015ftir. Fabrikada, i\u015f\u00e7iler, i\u015f g\u00fcvencesi konusunda belirsizlik i\u00e7inde bulunuyorlar. \u0130\u015f g\u00fcvencesinin oldu\u011funu d\u00fc\u015f\u00fcnen ya da oldu\u011funa inanan baz\u0131 i\u015f\u00e7iler, y\u00f6netimin dikkatli bir i\u015f\u00e7i se\u00e7me s\u00fcreci ve ard\u0131ndan da yo\u011fun bir e\u011fitim program\u0131yla kendilerine yat\u0131r\u0131m yapt\u0131\u011f\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyorlar. Fakat, yak\u0131n bir ge\u00e7mi\u015fte, sendika \u00fcyeli\u011fi sebebiyle on iki arkada\u015flar\u0131n\u0131n ayn\u0131 g\u00fcn i\u015ften at\u0131lmas\u0131n\u0131n, t\u00fcm i\u015f\u00e7ilerin y\u00f6netime olan g\u00fcvenlerini, anla\u015f\u0131l\u0131r bir \u015fekilde, zedelemi\u015f oldu\u011fu g\u00f6zlemleniyor. \u0130\u015f g\u00fcvencesi konusu a\u00e7\u0131ld\u0131\u011f\u0131nda, t\u00fcm i\u015f\u00e7iler, bu toplu i\u015ften \u00e7\u0131karma deneyimine g\u00f6nderme yap\u0131yorlar.<\/span><\/p>\n

\u0130\u015ften \u00e7\u0131kar\u0131lma olas\u0131l\u0131\u011f\u0131, yaln\u0131zca i\u015f g\u00fcvencesinin olmamas\u0131ndan de\u011fil, ayn\u0131 zamanda i\u015f\u00e7ilerin kolayl\u0131kla ikame edilebilir olduklar\u0131n\u0131 d\u00fc\u015f\u00fcnmelerinden de kaynaklan\u0131yor. T\u00fcrkiye\u2019deki i\u015fg\u00fcc\u00fc piyasas\u0131n\u0131n, y\u00f6netim i\u00e7in lehte bir durum oldu\u011fu a\u015fikarken; i\u015f\u00e7iler her an ve kolayl\u0131kla ikame edilebileceklerini belirtiyorlar. Fabrikada i\u015f\u00e7ilerin \u00e7o\u011funlu\u011fu, \u201cYeni gelen, yapt\u0131\u011f\u0131m i\u015fi iki ya da en ge\u00e7 \u00fc\u00e7 g\u00fcnde \u00f6\u011frenir\u201d, diyor. Son tahlilde, \u2018i\u015f g\u00fcvencesi\u2019, fabrikada hegemonik rejimi destekleyici bir ara\u00e7 olarak g\u00f6r\u00fclmemi\u015f ve dolay\u0131s\u0131yla, \u2018b\u00fcy\u00fck aile\u2019 ya da \u2018birliktelik\u2019 vurgusu yapan y\u00f6netim s\u00f6ylemleri zeminsiz ve bo\u015flukta kalm\u0131\u015flard\u0131r.<\/span><\/p>\n

\n

\u0130\u015f\u00e7iler i\u00e7in, i\u015fin en hassas \u00f6nemi \u00fccretlerinde yatmaktad\u0131r ve \u00fccretler, i\u015f\u00e7ilerin hem \u015firketlerini hem de y\u00f6neticilerini de\u011ferlendirmelerinde kilit \u00f6neme sahiptir. <\/span><\/p>\n

\n

Otomobil end\u00fcstrisi, \u00fccretlerin y\u00fcksek oldu\u011fu bir sekt\u00f6r de\u011fildir; sekt\u00f6rde \u00fccretler, incelenen fabrika, Hyundai ve Honda hari\u00e7, t\u00fcm otomobil fabrikalar\u0131nda \u00f6rg\u00fctl\u00fc olan T\u00fcrk-Metal sendikas\u0131 ve i\u015fveren sendikas\u0131 aras\u0131ndaki anla\u015fmayla belirlenmektedir. Fabrikadaki \u00fccretler, sekt\u00f6rdeki ortalaman\u0131n biraz \u00fcst\u00fcnde olmas\u0131na ra\u011fmen; i\u015f\u00e7iler, \u00e7ok yo\u011fun olan i\u015f y\u00fck\u00fcn\u00fcn ve harcad\u0131klar\u0131 kafa eme\u011finin kar\u015f\u0131l\u0131\u011f\u0131n\u0131 almad\u0131klar\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyorlar. Baz\u0131lar\u0131, \u015firketin daha \u00e7ok gen\u00e7 oldu\u011funu, yak\u0131n zamanda hak ettiklerini alacaklar\u0131n\u0131 ve dolay\u0131s\u0131yla sabretmenin en iyi politika oldu\u011funu belirtirken; di\u011ferleri \u00fccretlerden dolay\u0131 ho\u015fnutsuzluklar\u0131n\u0131 dile getirmekten \u00e7ekinmiyorlar:<\/span><\/p>\n

Burada, bir i\u015f\u00e7i, yakla\u015f\u0131k bir ay i\u00e7inde y\u00fczde y\u00fcz bir \u00fcretkenli\u011fi yakal\u0131yor. E\u011fer \u00f6yle de\u011filse, \u00fcretim sistemi i\u015flemiyor demektir. Dolay\u0131s\u0131yla, bu \u00fcretkenlikten hi\u00e7bir \u015fekilde yararlanmad\u0131\u011f\u0131m\u0131z\u0131 d\u00fc\u015f\u00fcn\u00fcyorum.<\/span><\/p>\n

\n

(Montaj i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Bir\u00e7ok i\u015f\u00e7i, bu yo\u011funlukta \u00e7al\u0131\u015fmaya yaln\u0131zca bir ka\u00e7 ay daha dayanabileceklerini ve e\u011fer hi\u00e7bir de\u011fi\u015fiklik olmazsa, i\u015ften ayr\u0131lacaklar\u0131n\u0131 belirtiyorlar. <\/span><\/p>\n

Fabrikadaki d\u00fc\u015f\u00fck \u00fccret politikas\u0131, Japon \u015firketlerin di\u011fer \u2018yeni sanayile\u015fen\u2019 \u00fclkelerde (Meksika, Brezilya ve Arjantin gibi) izledikleri politikayla paralellik g\u00f6steriyor. Meksika\u2019da i\u015f\u00e7i s\u0131n\u0131f\u0131 \u00fczerine \u00e7al\u0131\u015fan Shaiken (1995), Japon \u015firketlerin hedefledikleri kalite ve \u00fcretkenli\u011fi d\u00fc\u015f\u00fck \u00fccretlerle de yakalayabildiklerini vurguluyor. Benzer bir bi\u00e7imde, incelenen fabrikadaki d\u00fc\u015f\u00fck \u00fccretler, kalite ve \u00fcretkenlikte sorunlar yaratmasa da; bu \u00e7al\u0131\u015fman\u0131n bak\u0131\u015f a\u00e7\u0131s\u0131ndan, d\u00fc\u015f\u00fck \u00fccretler, i\u015f g\u00fcvencesinin yoklu\u011funun yaratt\u0131\u011f\u0131 ho\u015fnutsuzlukla birlikte, fabrika i\u00e7indeki ideolojik s\u00f6ylemleri \u2018saydamla\u015ft\u0131r\u0131rken\u2019, y\u00f6netimin retori\u011fini de zedeliyor.<\/span><\/p>\n

Fabrikadaki i\u015f\u00e7ilerin deneyimleri, i\u015f\u00e7ilere y\u00f6nelik iktisadi ve siyasal tavizlerin yoklu\u011funda, ideolojik s\u00f6ylemlerin h\u00fckm\u00fcn\u00fc yitirdi\u011fine i\u015faret ediyor. \u0130\u015f\u00e7iler, ideolojik s\u00f6ylemi i\u00e7selle\u015ftirmelerini destekleyecek hi\u00e7bir somut uygulamayla kar\u015f\u0131la\u015fm\u0131yorlar. D\u00fc\u015f\u00fck \u00fccretler, i\u015f g\u00fcvencesinin yoklu\u011fu ve yedek i\u015f\u00e7i ordusu, y\u00f6netimin retori\u011fini ve ideolojik denetimi ge\u00e7ersiz k\u0131larken, bir anlamda, bir me\u015fruiyet krizini g\u00fcndeme getiriyor.<\/span><\/p>\n

\n

Ba\u015fkald\u0131r\u0131, onay ya da boyun e\u011fme?<\/strong><\/span><\/p>\n

\n

\u201c\u0130\u015fyerine bir s\u00fckunet mi hakim?\u201d, diye soruyor Thompson ve Ackroyd (1995), yeni y\u00f6netim pratikleri i\u00e7inde i\u015f\u00e7ilerin deneyimlerini de\u011ferlendirirken. Onlara g\u00f6re, i\u015fletmecilik yakla\u015f\u0131m\u0131 i\u00e7indeki ana ak\u0131m \u00e7al\u0131\u015fmalar, \u00e7at\u0131\u015fmas\u0131z bir ortamda, vas\u0131fl\u0131 i\u015fler yapan, uyumlu bir i\u015fg\u00fcc\u00fc tasar\u0131m\u0131n\u0131 yinelerken ve yeni y\u00f6netim pratiklerinin etkinli\u011fini fazlas\u0131yla y\u00fcceltirken, direni\u015fin varl\u0131\u011f\u0131n\u0131 g\u00f6z ard\u0131 etmek istiyorlar. Taylorizm, b\u00fcrokrasi veya yeni teknolojilere at\u0131fla, Thompson ve Ackroyd (1995:629), i\u015f\u00e7ilerin her dem demir kafeslerin parmakl\u0131klar\u0131n\u0131 e\u011fmenin yollar\u0131n\u0131 geli\u015ftirdiklerini belirtirken soruyorlar, \u201cBu yeni y\u00f6netim pratiklerinin ne farkl\u0131l\u0131\u011f\u0131 olabilir?\u201d (1995: 629).<\/span><\/p>\n

\n

\u0130lk olarak, ara\u015ft\u0131r\u0131lan fabrikada i\u015f\u00e7iler taraf\u0131ndan a\u00e7\u0131k bir ba\u015fkald\u0131r\u0131 olmad\u0131\u011f\u0131n\u0131 belirtmek gerekiyor. Ba\u015fkald\u0131r\u0131 ya da direni\u015f, hem \u00f6rg\u00fctl\u00fc emek direni\u015fine kar\u015f\u0131 olduk\u00e7a \u2018d\u00fc\u015fmanca\u2019 olan \u00fclkedeki siyasal ortam hem de i\u015fsizlik ve fabrika d\u0131\u015f\u0131nda ya\u015fam\u0131 idame edebilecek ba\u015fka se\u00e7eneklerin olmad\u0131\u011f\u0131 iktisadi ortam nedeniyle fabrikada bir tav\u0131r olarak g\u00f6zlemlenmiyor.<\/a> Benzer bir sonuca, Tofa\u015f\u2019ta otomobil i\u015f\u00e7ileri \u00fczerine yap\u0131lm\u0131\u015f bir \u00e7al\u0131\u015fmada da rastlamak m\u00fcmk\u00fcn. Parlak\u2019a g\u00f6re, \u201cD\u0131\u015far\u0131da i\u015fsiz ordusunun varl\u0131\u011f\u0131 ve olduk\u00e7a d\u00fc\u015f\u00fck \u00fccretler, i\u015f\u00e7ilerin itaatkar olmalar\u0131na ve Tofa\u015f\u2019ta yapt\u0131klar\u0131 i\u015flere t\u00e2bi olduklar\u0131n\u0131 kabul etmelerine neden oluyor. Baz\u0131 i\u015f\u00e7iler, yorulduklar\u0131 zaman, kendilerini Tofa\u015f\u2019ta \u00e7al\u0131\u015fm\u0131yor olsalard\u0131 ne yap\u0131yor olduklar\u0131n\u0131 tasavvur etmeye zorluyorlar\u201d (1996: 137).<\/span><\/p>\n

\u0130\u015f\u00e7iler taraf\u0131nda y\u00f6netime s\u0131rt\u0131n\u0131 d\u00f6nmenin \u00f6nemli bir yolu olan \u2018kaytarma\u2019 ya da \u2018k\u00f6t\u00fc al\u0131\u015fkanl\u0131klar\u2019 da, bir yandan pazar despotizmi, di\u011fer yandan ise iyi tasarlanm\u0131\u015f teknik ve b\u00fcrokratik denetim mekanizmalar\u0131na dayanan etkin disiplin ve g\u00f6zetim sayesinde, hegemonik rejim i\u00e7inde hemen hemen yok edilmi\u015f g\u00f6z\u00fck\u00fcyor. \u00d6rne\u011fin, Tofa\u015f\u2019ta otomobil i\u015f\u00e7ileri, h\u00e2l\u00e2 \u2018geleneksel\u2019 direni\u015f stratejileri olan kalite d\u00fc\u015f\u00fcrme ya da \u00fcretim norm ve metodlar\u0131ndan sapmay\u0131 uyguluyorlar: \u0130\u015f\u00e7iler artan i\u015f y\u00fcklerine ra\u011fmen \u00fcretim h\u0131z\u0131na yeti\u015febilmek i\u00e7in, standart olmayan i\u015f aletleri kullan\u0131yorlar, i\u015flemlerin s\u0131ralar\u0131n\u0131 de\u011fi\u015ftiriyorlar ya da yap\u0131lmas\u0131 gereken i\u015flemlerin baz\u0131lar\u0131n\u0131 yapm\u0131yorlar (Parlak, 1996: 144). \u0130ncelenen otomobil fabrikas\u0131nda, daha \u00f6nce de belirtildi\u011fi gibi, iyi tasarlanm\u0131\u015f \u2018geri-bildirim\u2019 mekanizmalar\u0131 kaliteden sapmalar\u0131 \u00f6nlerken, saniyesine dek detayland\u0131r\u0131lm\u0131\u015f i\u015f metodlar\u0131, i\u015f\u00e7ileri belirlenen metodu aynen uygulamaya mecbur k\u0131l\u0131yor, belirlenen metoddan en ufak bir sapma \u00fcretimde ge\u00e7 kalmaya ve andon lambas\u0131n\u0131n yanmas\u0131na neden oluyor.<\/span><\/p>\n

\n

\u0130\u015fyerinde direni\u015fin yoklu\u011fu, bizi, \u00e7at\u0131\u015fman\u0131n bitti\u011fini, y\u00fcksek g\u00fcven ili\u015fkilerinin ve dolay\u0131s\u0131yla \u2018r\u0131za \u00fcretimi\u2019nin galip geldi\u011fini \u0131srarla tekrar eden ana ak\u0131m \u00e7al\u0131\u015fmalar\u0131n\u0131n kabul\u00fcne mi iter? Daha \u00f6nce de belirtti\u011fimiz gibi, bir\u00e7ok otomobil i\u015f\u00e7isi, \u00f6zellikle d\u00fc\u015f\u00fck \u00fccretler ve kolay i\u015ften \u00e7\u0131karma pratiklerine dayanarak, \u00e7at\u0131\u015fmas\u0131z bir ortam s\u00f6ylemini onaylamak yerine buna bir mesafe koymay\u0131 tercih ediyorlar. Y\u00f6netici-i\u015f\u00e7i ili\u015fkisinin yeni do\u011fas\u0131n\u0131n ve \u015firketin \u00e7al\u0131\u015fanlar\u0131na ihtimam g\u00f6steren g\u00f6r\u00fcnt\u00fcs\u00fcn\u00fcn daha y\u00fcksek bir \u00fcretkenlik ve kalite i\u00e7in maksatl\u0131 hamleler oldu\u011funu d\u00fc\u015f\u00fcn\u00fcyorlar. Bu nedenle, y\u00f6netimin hegemonik olma yolundaki \u00e7abalar\u0131n\u0131n, i\u015f\u00e7ilerin onay\u0131n\u0131 sa\u011flamaktan \u00e7ok uzak oldu\u011fu g\u00f6zleniyor.<\/span><\/p>\n

\n

Ba\u015fkald\u0131r\u0131 ya da onay\u0131n olmamas\u0131 hik\u00e2yenin sonu mu? Hegemonik rejimde, \u00e7at\u0131\u015fma farkl\u0131 tav\u0131r ve duru\u015flar\u0131n olu\u015fumuna neden oluyor. \u0130\u015f\u00e7iler, kar\u015f\u0131 duru\u015flar\u0131n\u0131, sistemin i\u00e7inde oyun oynayarak ve sistemi ustal\u0131kla y\u00f6nlendirerek g\u00f6steriyorlar.<\/a> <\/span><\/p>\n

\n

\u0130\u015fyerinde i\u015f\u00e7iler, di\u011fer t\u00e2bi olan, g\u00fc\u00e7s\u00fcz s\u0131n\u0131f ve gruplar\u0131n iktidarla kurduklar\u0131 ili\u015fkide g\u00f6zlenen, Scott\u2019un (1990) \u2018gizli senaryolar\u2019 tezinde yeralan, gizli bi\u00e7imlerde de olsa kendini var eden bir itaatsizlik sergiliyorlar. \u0130\u015f\u00e7ilerin kendi taktikleri, alaya alan kurnaz oyunlar\u0131 ve numara yapma bi\u00e7imleri var. Fabrikadaki i\u015f\u00e7ilerin yarat\u0131c\u0131 y\u00f6ntemleri aras\u0131nda en \u00e7ok rastlanan ve en \u00e7ok g\u00f6zlenen tav\u0131r: \u2018Mi\u015f gibi davranmak\u2019. Bu oyunsu tav\u0131r, i\u015fe alma s\u00fcrecinde ba\u015fl\u0131yor:<\/span><\/p>\n

\n

\u2018Sendika sana ne ifade ediyor?\u2019 veya \u2018Sendika hakk\u0131nda ne d\u00fc\u015f\u00fcn\u00fcyorsun?\u2019 diye soruyorlar. Hi\u00e7 \u2018Sendika yanl\u0131s\u0131y\u0131m\u2019 der misiniz \u00f6yle olsan\u0131z dahi? Tabii ki hay\u0131r. O zaman \u00a0yaln\u0131zca, \u2018\u0130lgilenmiyorum\u2019 diyorsunuz. Ne duymak istediklerini anl\u0131yor ve \u00f6yleymi\u015f gibi davran\u0131yorsunuz.<\/span><\/p>\n

\n

(Kaynak i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Dolay\u0131s\u0131yla, otomobil fabrikas\u0131nda, istenilen de\u011ferlere sahip ve o yap\u0131da i\u015f\u00e7iler de\u011fil de istenilenlere sahip\u2018mi\u015f gibi\u2019 g\u00f6r\u00fcnmeye haz\u0131r olanlar i\u015fe al\u0131nm\u0131\u015f oluyor. Bu oyunsu tavra bir ba\u015fka \u00f6rnek ise, daha \u00f6nce belirtti\u011fimiz tak\u0131m \u00fcyelerinin sabahlar\u0131 ruh hallerini belirten m\u0131knat\u0131s\u0131 se\u00e7ip isimlerinin kar\u015f\u0131s\u0131na yap\u0131\u015ft\u0131rma uygulamas\u0131nda g\u00f6zlemleniyor. Tak\u0131m \u00fcyeleri, sabahlar\u0131, di\u011fer m\u0131knat\u0131slar\u0131 de\u011fil de g\u00fclen y\u00fczl\u00fc m\u0131knat\u0131s\u0131 se\u00e7ip s\u0131k\u0131nt\u0131s\u0131z, problemsiz ve gayet iyi \u2018mi\u015f gibi\u2019 davran\u0131yorlar. \u2018Mi\u015f gibi davranmak\u2019, Graham\u2019\u0131n (1995: 19)<\/span><\/p>\n

A.B.D\u2019 deki Subaru-Isuzu fabrikas\u0131ndaki g\u00f6zlemlerine yans\u0131d\u0131\u011f\u0131 kadar\u0131yla, Amerikan mavi yakal\u0131lar aras\u0131nda da rastlanan bir pratik: \u0130\u015f\u00e7iler, personel se\u00e7me a\u015famalar\u0131nda tak\u0131m ruhu ta\u015f\u0131yormu\u015f gibi davran\u0131yorlar ve anketlere, inanmad\u0131klar\u0131 ama fabrika y\u00f6netiminin istedi\u011fini d\u00fc\u015f\u00fcnd\u00fckleri cevaplar\u0131 i\u015faretliyorlar.<\/span><\/p>\n

\u0130\u015f\u00e7ilerin \u00fcretim hatt\u0131nda geli\u015ftirdikleri stratejiler, kimi zaman denetim mekanizmalar\u0131n\u0131n i\u015flememesine de neden oluyor. Bir i\u015f\u00e7i \u015f\u00f6yle anlat\u0131yor:<\/span><\/p>\n

Her i\u015f\u00e7inin, bir hafta ya da bir ay i\u00e7inde ka\u00e7 defa ipi \u00e7ekti\u011fini ve andon lambas\u0131n\u0131 yakt\u0131\u011f\u0131n\u0131 not edeceklerini ve b\u00f6ylece sorunlu i\u015f\u00e7iyi tespit edeceklerini, bildirdi y\u00f6netim. Biz de, problem \u00e7\u0131kt\u0131\u011f\u0131nda ipi \u00e7ekmek yerine tak\u0131m liderimize ismiyle seslenmeye ba\u015flad\u0131k.<\/span><\/p>\n

\n

(Montaj i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

\u0130\u015f\u00e7ilerin bu a\u00e7\u0131k olmayan ve sistemin i\u00e7inden geli\u015ftirdikleri direni\u015f sonras\u0131nda, y\u00f6netim bu uygulamadan vazge\u00e7mek zorunda kal\u0131yor. Fabrikada, i\u015f\u00e7iler \u00e7o\u011funlukla \u015firket rit\u00fcellerini alaya al\u0131yorlar. Hat d\u0131\u015f\u0131 \u00e7al\u0131\u015fma, di\u011fer bir deyi\u015fle, kaizen (s\u00fcrekli iyile\u015ftirme) \u00e7al\u0131\u015fmalar\u0131, \u015faka ve alaylar\u0131n merkezinde yeral\u0131yor. \u00d6rne\u011fin, fabrikada, kaizen (s\u00fcrekli iyile\u015ftirme) ve \u00e7ember \u00e7al\u0131\u015fmalar\u0131na aktif olarak kat\u0131lanlara y\u00f6nelik \u015fakalar var:<\/span><\/p>\n

Baz\u0131 arkada\u015flar\u0131m\u0131zda kar\u015f\u0131la\u015ft\u0131\u011f\u0131 her \u015feyi kaizenleme enerjisi ve motivasyonu var. Hi\u00e7 kimse onlar\u0131 durduramaz. Allah onlara kaizen g\u00fcc\u00fc vermi\u015f. <\/span><\/p>\n

\n

(Montaj i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Benzer bir bi\u00e7imde, kalite \u00e7ember \u00e7al\u0131\u015fmalar\u0131na giden bir i\u015f\u00e7i \u015f\u00f6yle sesleniyor:<\/span><\/p>\n

\u00c7ember \u00e7evirmeye gidiyoruz, siz de kat\u0131l\u0131n bize.<\/span><\/p>\n

\n

(Boya i\u015f\u00e7isi)<\/strong><\/span><\/p>\n

Graham da, Amerikan mavi yakal\u0131lar aras\u0131nda kaizenlemenin \u015faka ve alaylar\u0131n merkezinde oldu\u011funu vurguluyor, \u201cHat durdu\u011fu zaman, bir tak\u0131m \u00fcyesi \u015f\u00f6yle \u00f6nerebiliyor: \u2018Hadi ne duruyoruz, \u015fu sandalyeyi kaizenleyelim\u2019 ya da herhangi bir \u015fey yanl\u0131\u015f giderse, bir \u00fcye \u015f\u00f6yle diyebiliyor, \u2018Zannedersem bunu kaizenlemi\u015fler!\u2019\u201d (1995:121). Kaizenden ba\u015fka \u015firket rit\u00fcelleri de \u015faka ve alaylar\u0131n konusu olabiliyor. Fabrikada, her sabah, \u00fcretim hatt\u0131 ba\u015flamadan \u00f6nce, tak\u0131m \u00fcyeleri ve liderinin biraraya gelip, g\u00fcn boyu onlar\u0131 motive edecek bir slogan\u0131 y\u00fcksek sesle s\u00f6ylemeleri isteniyor: \u2018Kalite!\u2019 ya da \u2018S\u0131f\u0131r hata!\u2019 gibi. Fakat, fabrikada sabahlar\u0131 biraraya gelen tak\u0131m \u00fcyelerinden \u2018Fenerbah\u00e7e!\u2019 ya da \u2018Cim bom bom!\u2019 diye sesler y\u00fckseliyor. <\/span><\/p>\n

Sonu\u00e7 olarak, ana ak\u0131m \u00e7al\u0131\u015fmalar\u0131, bir yanda Japon \u00fcretim ve y\u00f6netim \u00f6rg\u00fctlenmesinin yeni bi\u00e7imlenmi\u015f sosyal ili\u015fkiler i\u00e7inde vas\u0131fl\u0131 i\u015fler yapan, uyumlu ve itaatkar bir i\u015fg\u00fcc\u00fc yaratt\u0131\u011f\u0131 g\u00f6r\u00fc\u015f\u00fcn\u00fc savunsun; di\u011fer yanda, Foucault\u2019dan esinlenen \u00e7al\u0131\u015fmalar, direni\u015fe hi\u00e7bir alan b\u0131rakmayan disiplin ve g\u00f6zetim mekanizmalar\u0131n\u0131 belirtsin, bir \u00e7ok \u00e7al\u0131\u015fma, \u201cPost-Fordist diye adland\u0131r\u0131lan zamanlarda, \u00fcretim noktas\u0131ndaki \u00e7eli\u015fki s\u0131n\u0131fsal ve bireysel \u00e7eli\u015fkiler \u00fcretmeye devam ediyor\u201d diye sonlan\u0131yor (Garrahan ve Stewart, 1992: 122). Amerika\u2019da Mazda fabrikas\u0131ndaki i\u015f\u00e7iler, yo\u011fun i\u015f y\u00fck\u00fcne ve a\u011f\u0131r \u00e7al\u0131\u015fma \u015fartlar\u0131na kar\u015f\u0131 olan sendika yetkililerini se\u00e7mi\u015f durumdalar. Yine, Mazda\u2019da sendika, grev tehdidiyle tavizler kazanm\u0131\u015f bulunuyor (Fucini ve Fucini, 1990). Vauxhall\u2018da – General Motors\u2019un \u0130ngiltere\u2019deki kurulu\u015fu – i\u015f\u00e7iler ve sendikalar, \u00e7al\u0131\u015fma haftas\u0131n\u0131n azalt\u0131lmas\u0131 ve \u00fccret art\u0131\u015f\u0131 konular\u0131ndaki talepleri i\u00e7in eylem karar\u0131 al\u0131rken; yal\u0131n \u00fcretim etraf\u0131nda kurulan \u2018ortakl\u0131k\u2019 ve \u2018kat\u0131l\u0131m\u2019 retori\u011fi par\u00e7alan\u0131yor (Stewart, 1997). Sendikas\u0131z fabrika olan Amerika\u2019daki Subaru-Isuzu\u2019da ise, bireysel direni\u015f i\u015f\u00e7ilerin \u015firket rit\u00fcellerine kat\u0131lmay\u0131 reddeden sessiz protestolar\u0131nda ya da y\u00f6netime yaz\u0131lan anonim mektuplarda ortaya \u00e7\u0131karken; kolektivist direni\u015f s\u0131k s\u0131k sabotaj niteli\u011finde montaj hatt\u0131n\u0131n durmas\u0131nda g\u00f6zleniyor (Graham, 1995).<\/span><\/p>\n

\n

Belirtilen direni\u015flerle kar\u015f\u0131la\u015ft\u0131r\u0131ld\u0131\u011f\u0131nda, inceledi\u011fimiz fabrikada, sistemi \u2018ustal\u0131kla y\u00f6nlendirerek boyun e\u011fme\u2019nin, y\u00f6netime bir muhalefet olu\u015fturmad\u0131\u011f\u0131 s\u00f6ylenebilir. Ve g\u00f6zlemlenen boyun e\u011fmenin do\u011fas\u0131 \u015f\u00f6yle sorgulanabilir: \u0130\u015fyerinde oyunlar ve taktikler devam ederse, boyun e\u011fmenin \u00f6zg\u00fcn bir formu halini alabilir ve ba\u015fkald\u0131r\u0131 potansiyeli hi\u00e7bir zaman su y\u00fcz\u00fcne \u00e7\u0131kmayabilir.<\/span><\/p>\n

\n

Sonu\u00e7: Me\u015fruiyet sorunu?<\/span><\/p>\n

\n

Son d\u00f6nemde, fabrika i\u00e7inde y\u00f6netim, despotik bir duru\u015ftan uzakla\u015farak hegemonik bir fabrika rejimi kurmay\u0131 ama\u00e7l\u0131yor. Yani, incelenen otomobil fabrikas\u0131 y\u00f6netimi, eme\u011fin denetiminde bir yanda despotik rejime ait teknik ve b\u00fcrokratik denetim mekanizmalar\u0131 kullanmaya devam ederken; di\u011fer yanda hegemonik bir fabrika rejimine y\u00f6nelik ideolojik denetim mekanizmalar\u0131 olarak i\u015f\u00e7i- y\u00f6netici aras\u0131nda ortak inan\u00e7lar ve de\u011ferler kuran s\u00f6ylemler, formal ve informal birliktelikler geli\u015ftirmeye \u00e7al\u0131\u015f\u0131yor.<\/span><\/p>\n

\n

Ne var ki, y\u00f6netsel otoritenin esas muhatab\u0131 olan i\u015f\u00e7ilerin b\u00f6ylesi bir hegemonik rejime ili\u015fkin kabul, red, ba\u015fkald\u0131r\u0131 ya da i\u00e7selle\u015ftirme gibi duru\u015flar\u0131, tam da onlar \u00fczerinden kurulmaya \u00e7al\u0131\u015f\u0131lan rejimin ciddi bir me\u015fruiyet sorunuyla kar\u015f\u0131 kar\u015f\u0131ya oldu\u011funu g\u00f6steriyor. Fabrika i\u00e7i ideojik s\u00f6ylem, i\u015f g\u00fcvencesinin yoklu\u011fu, d\u00fc\u015f\u00fck \u00fccretler ve y\u00f6netimin bu konulardaki duyars\u0131zl\u0131\u011f\u0131yla, yani bir bi\u00e7imde i\u015f\u00e7ilere y\u00f6nelik iktisadi ve siyasal tavizlerle desteklenmemesi nedeniyle me\u015fruiyet kurabilme g\u00fcc\u00fcn\u00fc ve dolay\u0131s\u0131yla hegemonik olma iddias\u0131n\u0131 bir anlamda yitiriyor. Ne var ki, i\u015f\u00e7ilerin rejime onay vermemekle birlikte ona kar\u015f\u0131 t\u00fcm\u00fcyle muhalif ve ba\u015fkald\u0131ran bir tutum sergilemedikleri de g\u00f6zlemleniyor. <\/span><\/p>\n

\n

T\u00fcrkiye\u2019de emek pazar\u0131n\u0131n dinamikleri -yap\u0131sal i\u015fsizlik, fabrika d\u0131\u015f\u0131 sosyal g\u00fcvenli\u011fin yoklu\u011fu, vb.- i\u015f\u00e7ilerin ufuklar\u0131n\u0131 daralt\u0131rken, fabrikaya ba\u011f\u0131ml\u0131l\u0131\u011f\u0131 ve dolay\u0131s\u0131yla boyun e\u011fme ko\u015fullar\u0131n\u0131 art\u0131r\u0131yor. Dolay\u0131s\u0131yla, kapitalist fabrikada \u00fcretilen ve yeniden \u00fcretilen toplumsal ili\u015fkiler, fabrika \u00f6zelini a\u015fan ve d\u0131\u015far\u0131da bu ili\u015fkileri ku\u015fatan, s\u0131n\u0131rlayan ve belirleyen iktisadi ve siyasal yap\u0131lar i\u00e7inde anlamland\u0131r\u0131labilir. Fabrika rejimi i\u00e7erisinde mavi yakal\u0131lar, bu kutupsall\u0131\u011f\u0131n yani r\u0131za ya da ba\u015fkald\u0131r\u0131 ikili\u011finin d\u0131\u015f\u0131nda, ba\u015fka yollar geli\u015ftirirken, s\u00fcre\u00e7 i\u00e7inde pasif olmad\u0131klar\u0131n\u0131 g\u00f6steriyorlar. Kendilerine \u00f6zg\u00fc taktik ve oyunlarla fabrika i\u00e7inde denetim mekanizmalar\u0131n\u0131 ve y\u00f6netimin ideolojik s\u00f6ylemlerini ustal\u0131kla alt\u00fcst ediyorlar. \u0130\u015f\u00e7ilerin, \u2018mi\u015f gibi davranma\u2019, \u2018alt\u00fcst etme\u2019 ya da \u2018alaya alma\u2019 gibi direni\u015f stratejileri, T\u00fcrkiye\u2019de i\u015fyerinde kurulmas\u0131 hedeflenen hegemonik fabrika rejiminin do\u011fas\u0131 ve gelece\u011fiyle ilgili karma\u015f\u0131k boyutlar\u0131n varl\u0131\u011f\u0131na i\u015faret ediyor.<\/span><\/p>\n

\n

D\u0130PNOTLAR <\/strong><\/span><\/p>\n

\n

1<\/strong>\u2018Hegemonya\u2019 kavram\u0131, Gramsci\u2019nin d\u00fc\u015f\u00fcncesinde tarihsel ve sosyal analize ili\u015fkin bir hareket noktas\u0131 ve ayr\u0131ca siyasi prati\u011fe dair yol g\u00f6sterici bir kavramd\u0131r. \u2018Hegemonya\u2019 kavramsalla\u015ft\u0131rmas\u0131, Gramsci\u2019ye, sosyal analizlerde yo\u011fun olarak kullan\u0131lan onay ve bask\u0131 ikili\u011fi i\u00e7in kapsaml\u0131 bir \u00e7er\u00e7eve sunar (Mouffe, 1979; Hoffman, 1984; Anderson, 1988). Bu \u00e7al\u0131\u015fmada \u2018hegemonya\u2019 ve \u2018hegemonik\u2019 kavramlar\u0131n\u0131, Gramsci\u2019nin toplumsal ve siyasal analizinde sahip oldu\u011fu derinlik ve zenginlikte kullanma iddias\u0131nda olmadan, i\u015fyerinde y\u00f6netici-i\u015f\u00e7i ili\u015fkilerine i\u00e7kin onay ve bask\u0131 ikili\u011fini incelerken kulland\u0131m.<\/span><\/p>\n

2<\/strong> Yal\u0131n \u00fcretim modelinde, \u00fcretim hatt\u0131nda y\u00fcr\u00fct\u00fclen faaliyetler tek ba\u015f\u0131na i\u015f\u00e7ilerce de\u011fil bir tak\u0131m\u0131n \u00fcyesi olan i\u015f\u00e7ilerce y\u00fcr\u00fct\u00fcl\u00fcr. Kalite \u00e7emberleri veya kaizen (s\u00fcrekli iyile\u015ftirme) \u00e7emberleri ile ama\u00e7lanan ise, i\u015f\u00e7ilerin biraraya gelerek kurduklar\u0131 \u00e7emberlerde, i\u015fyerinde tespit ettikleri problemler \u00fczerinde \u00e7al\u0131\u015farak \u00e7\u00f6z\u00fcmler \u00fcretmeleridir.<\/span><\/p>\n

3<\/strong> Son d\u00f6nem emek s\u00fcreci d\u00fczenlemelerinde, \u00fcretim hatt\u0131ndaki \u00e7al\u0131\u015fma (on-line work) de\u011fi\u015fiklikler i\u00e7erdi\u011fi gibi, esas \u00f6nemli boyut hat d\u0131\u015f\u0131 \u00e7al\u0131\u015fmayla (off-line work) ilgilidir. Hat d\u0131\u015f\u0131 \u00e7al\u0131\u015fma, kaizen (s\u00fcrekli iyile\u015ftirme) felsefesi i\u00e7inde ve \u2018bug\u00fcn d\u00fcn\u00fcn ayn\u0131s\u0131 olmayacak\u2019 d\u00fcsturuyla, i\u015f\u00e7ilerin fabrikada problem-\u00e7\u00f6zme gruplar\u0131na, \u00f6neri sistemlerine ve kalite \u00e7emberlerine kat\u0131larak, \u00fcretimde, kalitede, yap\u0131lan i\u015fte ve \u00e7al\u0131\u015f\u0131lan ortamda s\u00fcrekli iyile\u015ftirmeler yapmalar\u0131n\u0131 hedefliyor. Hat d\u0131\u015f\u0131 \u00e7al\u0131\u015fma i\u00e7in bkz. Y\u00fccesan (1999).<\/span><\/p>\n

4<\/strong> \u201c\u0130ngiliz d\u00fc\u015f\u00fcn\u00fcr ve sosyal reformcu Jeremy Bentham, Panoptikon hapishane plan\u0131n\u0131 1791\u2019de yay\u0131nland\u0131. \u00d6z\u00fcnde bu, merkezinde bir \u201cdenetleme mek\u00e2n\u0131\u201d, \u00e7evrede de h\u00fccreler bulunan yar\u0131m daire bi\u00e7imli bir binayd\u0131. \u00d6zg\u00fcn planda tek tek h\u00fccrelerde kalan mahkumlar, gardiyanlar\u0131n veya \u201cdenet\u00e7ilerin\u201d g\u00f6zlemesine a\u00e7\u0131kt\u0131 fakat g\u00f6zlenenlerin kendilerini g\u00f6zleyenleri g\u00f6rmeleri olanaks\u0131zd\u0131. Dikkatle ayarlanm\u0131\u015f bir ayd\u0131nlanma sistemi ve ah\u015fap storlar\u0131n kullan\u0131m\u0131yla, i\u00e7erdekiler, g\u00f6revlileri g\u00f6remeyecekti. Denetim, mahkumlar\u0131n, g\u00f6r\u00fcnmeyen g\u00f6zler taraf\u0131ndan g\u00f6zetlenmesi anlam\u0131nda s\u00fcrd\u00fcr\u00fclmeliydi. Saklanacak hi\u00e7bir yer yoktu, \u00f6zel olan hi\u00e7bir yer yoktu. \u0130zlenip izlenmediklerini bilmeyen, ama orada izlemek i\u00e7in birilerinin bulundu\u011funu varsaymak durumunda olan mahkumun tek ussal se\u00e7ene\u011fi, itaatti. Bu nedenle Bentham Yunancaya dayanan yeni bir kelime t\u00fcretti; Panoptikon veya \u201cg\u00f6z \u00f6n\u00fcnde yer\u201d(all-seeing place)\u201d (Lyon, 1996:92). Panoptikon\u2019un bize do\u011frudan Bentham\u2019dan gelmedi\u011fi ve \u00f6zellikle Michel Foucault\u2019nun \u00e7al\u0131\u015fmalar\u0131yla yayg\u0131nl\u0131k kazanm\u0131\u015f oldu\u011fu hat\u0131rlanmal\u0131d\u0131r (Foucault, 1979).<\/span><\/p>\n

5<\/strong> Ara\u015ft\u0131r\u0131lan fabrikan\u0131n ad\u0131n\u0131, y\u00f6netim taraf\u0131ndan b\u00f6yle bir iste\u011fin a\u00e7\u0131k olarak dile getirilmemi\u015f olmas\u0131na ra\u011fmen, do\u011fabilecek sorunlar\u0131 ortadan kald\u0131rma endi\u015fesiyle sakl\u0131 tuttum. Ara\u015ft\u0131r\u0131lan i\u015fyeri ya da \u00f6rg\u00fct\u00fcn anonim kalmas\u0131 tercihine kar\u015f\u0131, fabrika ve i\u015f\u00e7iler \u00fczerine ara\u015ft\u0131rmalar\u0131yla tan\u0131nan Huw Beynon, olabilen t\u00fcm durumlarda isimlendirmenin gereklili\u011fini savunur ve \u201ctoplumsal ara\u015ft\u0131rma, ara\u015ft\u0131rmac\u0131 ve toplumun (teori ve prati\u011fin) aras\u0131ndaki ba\u011f\u0131n kurulmas\u0131 ve g\u00fc\u00e7lendirilmesinde \u00f6nemli bir sorumlulu\u011fu bar\u0131nd\u0131r\u0131r\u201d (1988: 29) der.<\/span><\/p>\n

6<\/strong> Fabrika 70.000 metre karelik kapal\u0131 alan i\u00e7erisinde, y\u0131ll\u0131k 100.000 \u00fcretim kapasitesine sahiptir. Kas\u0131m 1995 verileriyle, fabrikada i\u00e7 pazara y\u00f6nelik g\u00fcnl\u00fck \u00fcretim 100 otomobildir.<\/span><\/p>\n

7<\/strong> T\u00fcrkiye\u2019de, imalat sekt\u00f6r\u00fcnde, 500 ve daha \u00e7ok \u00e7al\u0131\u015fan\u0131 olan \u015firketler, yaz d\u00f6nemlerinde bir ay s\u00fcreyle staj i\u00e7in belli say\u0131da \u00fcniversite \u00f6\u011frencisini kabul etme yasal zorunlulu\u011fu alt\u0131ndad\u0131rlar. Ben de, bu stajyer \u00f6\u011frenci kadrosunda fabrikaya kabul edildim.<\/span><\/p>\n

8<\/strong> Andon lambalar\u0131, Japon \u00fcretim modelini destekleyenler taraf\u0131ndan, \u2018sorumlulu\u011fun i\u015f\u00e7ilere devrine en g\u00fczel \u00f6rnek\u2019 (Berggren, 1993: 47) olarak savunuluyor. Fakat, andon lambas\u0131 yanan i\u015f\u00e7iler y\u00f6netim taraf\u0131ndan \u2018sorumluluk sahibi\u2019 olmaktan \u00f6te \u2018problemli\u2019 olarak nitelendiriliyor.<\/span><\/p>\n

Andon lambalar\u0131, ayr\u0131ca, y\u00f6netime i\u015fin h\u0131z\u0131 konusunda \u00f6nemli ipu\u00e7lar\u0131 veriyor. E\u011fer fabrikada andon lambalar\u0131 s\u0131kl\u0131kla yanm\u0131yorsa, bu i\u015f\u00e7ilerin i\u015flerini \u00e7ok rahat ve h\u0131z sorunu ile kar\u015f\u0131 kar\u015f\u0131ya kalmadan yapt\u0131klar\u0131n\u0131 ve dolay\u0131s\u0131yla i\u015f\u00e7i verimlili\u011finin daha fazla art\u0131r\u0131labilece\u011fine i\u015faret ediyor.<\/span><\/p>\n

Dolay\u0131s\u0131yla, i\u015f h\u0131z\u0131n\u0131n \u2018yeterli\u2019, yani i\u015f\u00e7iyi zorlayacak \u015fekilde oldu\u011funu g\u00f6sterdi\u011fi i\u00e7in, fabrikada \u00a0andon lambalar\u0131n\u0131n y\u00fczde 60\u2019\u0131n\u0131n yan\u0131yor olmas\u0131 gerekti\u011fi belirtiliyor (Schonberger, 1982).<\/span><\/p>\n

9<\/strong> Ba\u015fka bir otomobil fabrikas\u0131nda y\u00fcr\u00fctt\u00fc\u011f\u00fcm etnografik ara\u015ft\u0131rma s\u0131ras\u0131nda, i\u015f\u00e7iler hatta \u00e7al\u0131\u015f\u0131rken, sorular\u0131ma cevap verebilecek zaman\u0131 yaratabilmi\u015flerdi; bu \u2018bo\u015f zaman\u2019\u0131n y\u00f6netim taraf\u0131ndan farkedilebilece\u011fi endi\u015fesini duyarak bile olsa. \u00d6te yandan, \u00e7al\u0131\u015fmaya konu olan fabrikada, i\u015fin h\u0131z\u0131 \u00fczerinde denetimin yoklu\u011fu nedeniyle, i\u015f\u00e7ilerin bana bir bak\u0131\u015f atmalar\u0131 bile i\u015flerinde ge\u00e7 kalmalar\u0131na neden olabiliyordu. B\u00f6yle bir probleme sebebiyet vermemek i\u00e7in, hat \u00e7al\u0131\u015f\u0131rken, i\u015f\u00e7ilere soru sormaktan \u00f6te fabrika i\u00e7inde dola\u015fmaktan bile vazge\u00e7tim.<\/span><\/p>\n

10<\/strong> Fabrikan\u0131n kurulu\u015f ve \u00fcretime haz\u0131rl\u0131k a\u015famalar\u0131n\u0131n, Japon y\u00f6neticiler ve teknik personelin g\u00f6zetiminde ger\u00e7ekle\u015fmi\u015f olmas\u0131na ra\u011fmen; ara\u015ft\u0131rman\u0131n yap\u0131ld\u0131\u011f\u0131 d\u00f6nemde, fabrikan\u0131n y\u00f6netimi, T\u00fcrk y\u00f6neticiler taraf\u0131ndan -bir\u00e7o\u011fu 3 aydan 2 y\u0131la kadar olan farkl\u0131 s\u00fcrelerde Japon orta\u011f\u0131n Japonya\u2019daki fabrikas\u0131nda bulunmu\u015f- yerle\u015fmi\u015f prensipler do\u011frultusunda y\u00fcr\u00fct\u00fcl\u00fcyordu.<\/span><\/p>\n

11<\/strong> \u0130\u015f\u00e7ilerin \u00fcretim s\u00fcrecindeki yerlerini tan\u0131mlayabilmek i\u00e7in belirtmek gerekir ki otomobil \u00fcretimi temelde d\u00f6rt b\u00fcy\u00fck at\u00f6lyede ger\u00e7ekle\u015fmektedir: Kal\u0131p at\u00f6lyesinde, demir plakalar otomobili olu\u015fturan temel par\u00e7alara d\u00f6n\u00fc\u015f\u00fcrler (kap\u0131, kaporta gibi); kaynak at\u00f6lyesinde bu par\u00e7alar biraraya getirilir. Boya at\u00f6lyesinde boyanan otomobile, son olarak montaj at\u00f6lyesinde gerekli t\u00fcm aksesuarlar (motordan, dikiz aynas\u0131na kadar) eklenir. <\/span><\/p>\n

12<\/strong> Fabrikada \u00f6rg\u00fctlenme \u00e7al\u0131\u015fmalar\u0131 y\u00fcr\u00fcten sendikan\u0131n yetkililerinin belirtti\u011fi \u00fczere, son y\u0131llarda, a\u011f\u0131r tempo nedeniyle ciddi sa\u011fl\u0131k sorunlar\u0131 ya\u015fayan -ayn\u0131 hareketlerin s\u00fcrekli tekrar\u0131 nedeniyle parmaklarda uyu\u015fma ya da \u015fiddetli bel a\u011fr\u0131lar\u0131 gibi- bir \u00e7ok i\u015f\u00e7i i\u015ften ayr\u0131lmak zorunda kalm\u0131\u015ft\u0131r.<\/span><\/p>\n

13<\/strong> Son d\u00f6nem emek s\u00fcrecinin ana ak\u0131m savunucular\u0131, ba\u015fka bir deyi\u015fle \u2018yeni ortodoksi\u2019 (Tomaney, 1994), i\u015fyerinde vas\u0131fl\u0131 bir i\u015fg\u00fcc\u00fcn\u00fc vurgularken, i\u015fyrini ise eme\u011fin s\u00f6z hakk\u0131n\u0131n artt\u0131\u011f\u0131, kat\u0131l\u0131mc\u0131 ve demokratik bir alan olarak alk\u0131\u015fl\u0131yorlar. Merkez \u00fclkeler \u00fczerine ana ak\u0131m \u00e7al\u0131\u015fmalar\u0131 i\u00e7in bkz. Adler (1993), MacDuffie (1995), Kenney ve Florida (1991), (1993) ve geli\u015fmekte olan \u00fclkeler i\u00e7in bkz. Kaplinsky (1994).<\/span><\/p>\n

14<\/strong> Japonya\u2019da devlet \u00e7al\u0131\u015fanlara \u00e7ok az \u015fey sunar. \u0130\u015f\u00e7ilerin \u2018g\u00fcvendikleri\u2019 devlet de\u011fil \u015firketleridir. Sosyal g\u00fcvenli\u011fin az geli\u015fmi\u015f yap\u0131s\u0131, \u015firketlerin yo\u011fun olarak sunduklar\u0131 refah sistemi \u2013lojmanlar (bar\u0131nma), hastal\u0131k \u00f6demeleri, \u00f6m\u00fcr-boyu istihdam ve k\u0131deme g\u00f6re \u00fccret- ile dengelenmektedir (Dore, 1973; Cole, 1971; Burawoy, 1985; Sako ve Sato, 1997).<\/span><\/p>\n

15<\/strong> Japonya\u2019da, 1990\u2019lar\u0131n ekonomik durgunlu\u011funun ard\u0131ndan, end\u00fcstri ili\u015fkilerinin \u00f6nemli yap\u0131 ta\u015flar\u0131n\u0131n tekrar g\u00f6zden ge\u00e7irilmesi ve de\u011fi\u015ftirilmesi g\u00fcndeme geldi\u011finde, \u015firketlerin \u00e7o\u011funlu\u011fu, \u00f6m\u00fcr-boyu istihdam uygulamas\u0131n\u0131n, ufak de\u011fi\u015fikliklerle de olsa, s\u00fcrd\u00fcr\u00fclmesi y\u00f6n\u00fcnde tav\u0131r ald\u0131. \u00d6m\u00fcr boyu istihdam\u0131n s\u00fcrd\u00fcr\u00fclebilmesi i\u00e7in ise, \u00e7al\u0131\u015fanlar\u0131n yan sanayi \u015firketlerine ya da \u015firketin di\u011fer kurulu\u015flar\u0131na transfer edilmesi s\u0131k rastlanan bir uygulama oldu (Sako,\u00a0 1997; Kamada, 1994).<\/span><\/p>\n

16 <\/strong>Liberal d\u00fc\u015f\u00fcncenin \u00f6nde gelen ideologlar\u0131ndan Hayek (1995:173), \u201cHi\u00e7 olmazsa b\u00fcy\u00fck bir \u00e7o\u011funlu\u011fun i\u015fyerlerinde m\u00fcmk\u00fcn olan en b\u00fcy\u00fck gayretle \u00e7al\u0131\u015ft\u0131r\u0131labilmesi i\u00e7in d\u0131\u015far\u0131dan bir bask\u0131ya gerek duyulmaktad\u0131r\u201d derken; Amerikal\u0131 bir m\u00fchendisin \u015fu s\u00f6zlerini aktar\u0131yor, \u201cHerhangi bir i\u015f\u00e7inin disiplinsiz tutumu kar\u015f\u0131s\u0131nda, serbest bir i\u015f\u00e7i havuzundan istenildi\u011fi kadar yeni i\u015f\u00e7iler kiralanabilmelidir. Aksi takdirde disiplin ancak k\u00f6le i\u015fg\u00fcc\u00fcne uygulanan cismani cezalarlarla sa\u011flanabilir\u201d(Coyle\u2019den aktaran Hayek, 1995:173).<\/span><\/p>\n

17<\/strong> Bu konuda katk\u0131lar\u0131 i\u00e7in Necmi Erdo\u011fan\u2019a te\u015fekk\u00fcr ederim. T\u00e2bi olanlar\u0131n ve g\u00fc\u00e7s\u00fczlerin iktidarla kurduklar\u0131 ili\u015fkide direnmeyerek ama tam anlam\u0131yla da ba\u015f e\u011fmeyerek geli\u015ftirdikleri taktiklerin ayr\u0131nt\u0131l\u0131 \u00e7\u00f6z\u00fcmlemesi i\u00e7in bkz. Erdo\u011fan (1998).<\/span><\/p>\n

\n

\n

KAYNAK\u00c7A<\/span><\/span><\/strong><\/p>\n

Adler, P. (1993) \u201cTime and motion regained\u201d, Harvard Business Review<\/em>, February-March, ss. 97-108.<\/span><\/p>\n

Anderson, P. (1988) Antonio Gramsci: Hegemonya, Do\u00a4u\/Bat\u203a Sorunu ve Strateji<\/em>, (\u00e7ev.) Tar\u0131k G\u00fcnersel,<\/span><\/p>\n

Alan Yay\u0131nlar\u0131, \u0130stanbul.<\/span><\/p>\n

Berggren, C. (1993) The Volvo Experience: Alternatives to Lean Production in the Swedish Auto Industry<\/em>,<\/span><\/p>\n

Macmillan, Londra.<\/span><\/p>\n

Beynon, H. (1988) \u201cRegulating research: Politics and decision-making in industrial organisations\u201d,<\/span><\/p>\n

Bryman, A. (der.), Doing Research in Organisations <\/em>i\u00e7inde, Routledge, Londra, ss. 21-34.<\/span><\/p>\n

Burawoy, M. (1979) Manufacturing Consent: Changes in the Labour Process under Monopoly Capitalism<\/em>,<\/span><\/p>\n

University of Chicago Press, Chicago.<\/span><\/p>\n

Burawoy, M. (1985) The Politics of Production: Factory Regimes Under Capitalism and Socialism<\/em>, Verso,<\/span><\/p>\n

New York.<\/span><\/p>\n

Cole, R. (1971) Japanese Blue Collar: The Changing Tradition<\/em>, University of California Press, Londra.<\/span><\/p>\n

Delbridge, R., Turnbull, P. ve Wilkinson, B. (1992) \u201cPushing back the frontiers: Management control<\/span><\/p>\n

and work intensification under JIT\/TQM factory regimes\u201d, New Technology, Work and Employment<\/em>,<\/span><\/p>\n

27, 2, ss. 97-106.<\/span><\/p>\n

Dore, R. (1987) Taking Japan Seriously<\/em>, Athlone Press, Londra.<\/span><\/p>\n

Edwards, R. (1979) Contested Terrain: The Transformation of the Workplace in the Twentieth Century<\/em>,<\/span><\/p>\n

Heinemann, Londra.<\/span><\/p>\n

Erdo\u011fan, N. (1998) Making do with the State Power: Laughter, Grotesque and Metis in Turkish Popular<\/em><\/span><\/p>\n

Culture<\/span><\/em>, yay\u0131nlanmam\u0131\u015f doktora tezi, Lancaster \u00dcniversitesi Sosyoloji B\u00f6l\u00fcm\u00fc, \u0130ngiltere.<\/span><\/p>\n

Fals-Borda, O. ve Rahman, M. A. (1991) Action and Knowledge: Breaking the Monopoly with Participatory<\/em><\/span><\/p>\n

Action-Research<\/span><\/em>, The Apex Press, New York.<\/span><\/p>\n

Femia, J. V. (1981) Gramsci\u2019s Political Thought: Hegemony, Consciousness, and the Revolutionary Process<\/em>,<\/span><\/p>\n

Clarendon Press, Oxford.<\/span><\/p>\n

Foucault, M. (1979) Discipline and Punish: The Birth of the Prison<\/em>, (\u00e7ev.) Alan Sheridan, New York.<\/span><\/p>\n

Fucini, J. ve Fucini, S (1990) Working for the Japanese: Inside Mazda\u2019s American Auto Plant<\/em>, Macmillan,<\/span><\/p>\n

New York.<\/span><\/p>\n

Garrahan, P. ve Stewart, P. (1992) The Nissan Enigma: Flexibility at Work in a Local Economy<\/em>, Mansell,<\/span><\/p>\n

Londra.<\/span><\/p>\n

Graham, L. (1995) On the Line at Subaru-Isuzu: The Japanese Model and the American Worker<\/em>, Cornell<\/span><\/p>\n

University Press, Ithaca.<\/span><\/p>\n

Gramsci, A. (1971) Q. Hoare and G. Nowell Smith (der.) Selections from the Prison Notebooks <\/em>i\u00e7inde,<\/span><\/p>\n

Lawrence & Wishart, Londra.<\/span><\/p>\n

Harvey, L. (1990) Critical Social Research<\/em>, Unwin Hyman, Londra.<\/span><\/p>\n

Hayek, F. A. (1995) K\u00f6lelik Yolu<\/em>, (\u00e7ev.) Turhan Feyzio\u011flu ve Y\u0131ld\u0131ray Arslan, Liberte Yay\u0131nlar\u0131, \u0130stanbul.<\/span><\/p>\n

Hoffman, J. (1984) The Gramscian Challenge: Coercion and Consent in Marxist Political Theory<\/em>, Basil<\/span><\/p>\n

Blackwell, Oxford.<\/span><\/p>\n

Kaplinsky, R. (1994) Easternisation. The Spread of Japanese Manufacturing Techniques to Developing<\/em><\/span><\/p>\n

Countries<\/span><\/em>, Frank Class, Londra.<\/span><\/p>\n

Kamada, T. (1994) \u201cJapanese management and the loaning of labour: Restructuring in the Japanese<\/span><\/p>\n

iron and steel industry\u201d T. Elger ve C. Smith (der. ) Global Japanization?: The Transnational Transformation<\/em><\/span><\/p>\n

of the Labour Process <\/span><\/em>i\u00e7inde, Routledge, Londra, ss. 91-115.<\/span><\/p>\n

Kenney, M. ve Florida, R. (1991) \u201cTransplanted organisations: The transfer of Japanese industrial organisation<\/span><\/p>\n

to the U.S.\u201d, American Sociological Review<\/em>, 65, ss. 381-398.<\/span><\/p>\n

Kenney, M. ve Florida, R. (1993) Beyond Mass Production: The Japanese System and Its Transfer to<\/em><\/span><\/p>\n

the U.S., <\/span><\/em>Oxford University Press, New York.<\/span><\/p>\n

Littler, C. R. ve Salaman, G. (1984) Class at Work: The Design, Allocation and Control of Jobs, <\/em>Batsford<\/span><\/p>\n

Academic and Educational Ltd., Londra.<\/span><\/p>\n

Lyon, D. (1996) Elektronik G\u00f6z: G\u00f6zetim Toplumunun Y\u00fckselifli<\/em>, (\u00e7ev.) Dilek Hattato\u011flu, Sarmal Yay\u0131nevi,<\/span><\/p>\n

\u0130stanbul.<\/span><\/p>\n

MacDuffie, J. (1995) \u201cWorkers\u2019 roles in lean production: The implications for worker representation\u201d,<\/span><\/p>\n

Babson, S. (der.), Lean Work:Empowerment and Exploitation in the Global Auto Industry<\/em><\/span><\/p>\n

i\u00e7inde, Wayne State University, Detroit, ss. 54-69.<\/span><\/p>\n

Morgan, K. ve Sayer, A. (1984) \u201cA modern industry in a mature region: the re-making of management<\/span><\/p>\n

and labour relations\u201d, Working Paper, Urban and Regional Studies, University of Sussex.<\/span><\/p>\n

Mouffe, C. (1979) Gramsci and Marxist Theory<\/em>, Routledge, Londra.<\/span><\/p>\n

Parlak, Z. (1996) \u201cThe car workers of Bursa\u201d, Kahveci, E., Sugur, N. and Nichols, T. (der) Work and Occupation<\/em><\/span><\/p>\n

in Modern Turkey <\/span><\/em>i\u00e7inde, Mansell, Londra, ss. 126-149.<\/span><\/p>\n

Sako, M. (1997) \u201cIntroduction: Forces for homogeneity and diversity in the Japanese industrial relations<\/span><\/p>\n

system\u201d, Sako, M. ve Sato, H. (der.) Japanese Labour and Management in Transition: Diversity,<\/em><\/span><\/p>\n

Flexibility and Participation <\/span><\/em>i\u00e7inde, Routledge, Londra, ss. 1-27<\/span><\/p>\n

Sako, M. ve Sato, H. (1997) (der. ) Japanese Labour and Management in Transition: Diversity, Flexibility<\/em><\/span><\/p>\n

and Participation<\/span><\/em>, Routledge, Londra.<\/span><\/p>\n

Saltman, G. M. (1995) \u201cJob applicant screening by a Japanese transplant: A union-avoidance tactic\u201d<\/span><\/p>\n

Industrial and Labor Relations Review<\/span><\/em>, 19, 1, ss. 88-104.<\/span><\/p>\n

Schonberger, R. (1982) Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity<\/em>, The<\/span><\/p>\n

Free Press, New York.<\/span><\/p>\n

Scott, J.C. (1990) Domination and the Arts of Resistance: Hidden Transcripts<\/em>, Yale University Press,<\/span><\/p>\n

New Haven.<\/span><\/p>\n

Sewell, G. and Wilkinson B. (1992) \u201cSomeone to watch over me\u201d, Sociology<\/em>, 26, 2, ss. 271-291.<\/span><\/p>\n

Shaiken, H. (1995) \u201cLean production in a Mexican …\u201d, Babson, S. (der.), Lean Work: Empowerment<\/em><\/span><\/p>\n

and Exploitation in the Global Auto Industry <\/span><\/em>i\u00e7inde, Wayne State University, Detroit, ss. 247-259.<\/span><\/p>\n

Shaiken, H. ve Browne, H. (1991) \u201cJapanese work organisation in Mexico\u201d, Szekely, G. (der.) Manufacturing<\/em><\/span><\/p>\n

Across Borders and Oceans: Japan, the United States and Mexico <\/span><\/em>i\u00e7inde, Monograph<\/em><\/span><\/p>\n

Series <\/span><\/em>(36), <\/em>San Diego, Center for US-Mexican Studies.<\/span><\/p>\n

Stewart, P. (1997) \u201cStriking harder and smarter at Vauxhall: The new industrial relations of lean production\u201d,<\/span><\/p>\n

Capital and Class<\/span><\/em>, 61, ss. 1-7<\/span><\/p>\n

Thompson, P. (1989) The Nature of Work: An Introduction to Debates on the Labour Process<\/em>, Macmillan,<\/span><\/p>\n

Londra.<\/span><\/p>\n

Thompson, P. ve Ackroyd, S. (1995) \u201cAll quiet on the workplace front? A critique of recent trends in<\/span><\/p>\n

British industrial sociology\u201d, Sociology<\/em>, 29, 4, ss. 615-633.<\/span><\/p>\n

Tomaney, J. (1994) \u201cA new paradigm of work organisation and technology?\u201d Amin, A. (der.) Post-<\/em><\/span><\/p>\n

Fordism: A Reader <\/span><\/em>i\u00e7inde, Blackwell, Oxford, ss. 157-195.<\/span><\/p>\n

Tuckman, A. (1995) \u201cIdeology, quality and TQM\u201d, Wilkinson, A. ve Willmott, H. (der.) Making Quality<\/em><\/span><\/p>\n

Critical: New Perspectives on Organisational Change <\/span><\/em>i\u00e7inde, Routledge, Londra, ss. 54-82.<\/span><\/p>\n

Walker, G. R. ve Guest, R. H. (1952) Man on the Assembly Line<\/em>, Harvard University Press, Cambridge.<\/span><\/p>\n

Y\u00fccesan, G. (1999) \u201cThe changing nature of capitalist labour process: A study of factories and workers<\/span><\/p>\n

in Turkish manufacturing industry\u201d, yay\u0131nlanmam\u0131\u015f doktora tezi, Sussex \u00dcniversitesi Kalk\u0131nma<\/span><\/p>\n

\u00c7al\u0131\u015fmalar\u0131 Enstit\u00fcs\u00fc, \u0130ngiltere.<\/span><\/p>\n

\u00a0(*) Bu \u00e7al\u0131\u015fman\u0131n bir b\u00f6l\u00fcm\u00fc, ODT\u00dc\u2019de Kas\u0131m 1999\u2019da d\u00fczenlenen 6. Ulusal Sosyal Bilimler Kongresi\u2019nde sunulmu\u015ftur.<\/span><\/p>\n

<\/p>\n

(**) Abant \u0130zzet Baysal \u00dcniversitesi, \u0130ktisadi ve \u0130dari Bilimler Fak\u00fcltesi.<\/span><\/p>\n

<!–[if !supportFootnotes]–><\/p>\n
\n

<!–[endif]–><\/p>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n

\n

<\/a><\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"\nGiri\u015f: Fabrika rejimleri ve i\u015f\u00e7iler\nEme\u011fin denetimi, geleneksel fabrikada, teknolojinin kullan\u0131m\u0131yla kurulan ve makinalarda, \u00f6zellikle de \u2018\u00fcretim hatt\u0131\u2019nda somutla\u015fan teknik denetim mekanizmalar\u0131 ile kurallar, g\u00f6revler ve hiyerar\u015fik emir-komuta zincirinde somutla\u015fan b\u00fcrokratik denetim mekanizmalar\u0131 ile sa\u011flanm\u0131\u015ft\u0131r. Bu despotik fabrika rejimleri, i\u015f\u00e7inin hareket ve zaman\u0131 \u00fczerindeki denetimi bir \u00e7ok a\u00e7\u0131dan tam olarak ele ge\u00e7irmeye \u00e7al\u0131\u015f\u0131rken, ne var ki, bir alan\u0131 denetim d\u0131\u015f\u0131 b\u0131rakm\u0131\u015ft\u0131r: \u0130\u015f\u00e7inin zihni.\n","protected":false},"author":5,"featured_media":40571,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[2000,2073],"tags":[],"class_list":{"0":"post-229","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-dosya","8":"category-tmmob-ucretli-issiz-muhendis-mimar-ve-sehir-plancilari-kurultayi"},"acf":[],"amp_enabled":true,"_links":{"self":[{"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/posts\/229","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/comments?post=229"}],"version-history":[{"count":0,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/posts\/229\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/media\/40571"}],"wp:attachment":[{"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/media?parent=229"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/categories?post=229"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/eonmeet.com\/pol\/wp-json\/wp\/v2\/tags?post=229"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}