Assignment 5 For Observing Workers Go

Assignment 5for This Assignment You Will Observe Workers Go Somewh

For this assignment, you will observe workers in a setting such as a coffee shop, fast food restaurant, fast casual restaurant, or library. Spend at least 30 minutes observing and taking detailed notes on what you see, including the workers' appearance, their interactions with each other and with customers, their tasks, and the workplace setup. Attach your notes to your assignment.

After observing, write a 1-2 page report describing the workplace and the workers. Then, answer at least two of the following questions, incorporating at least two terms or concepts from your textbook, readings, or lectures:

• Does this workplace use scientific management? How? How do you think this affects the workers?
• Do the workers experience emotional labor? Describe.
• Do the workers experience alienated labor? Which type(s) of alienation? Describe.
• Do these workers have autonomy? What makes you think that?
• Could this job be automated? Would this be a good or bad thing? Why?
• Who is the target customer of this business? Do the workers match this target market?

Paper For Above instruction

The process of observing workers in a public setting provides valuable insights into the dynamics of contemporary labor environments. For this paper, I visited a local fast casual restaurant, a setting where workers perform a variety of tasks including food preparation, order taking, and customer service. My observations spanned approximately 40 minutes, during which I documented the workers' appearance, behaviors, interactions, and the physical arrangement of the workspace. These notes form the basis for my analysis of workplace management concepts and employee experience.

The workspace was efficiently organized with a counter where orders were taken, a visible kitchen area for food prep, and seating areas for customers. The workers were dressed in uniforms with name tags; most appeared to be young adults. They interacted courteously with customers, often engaging in friendly or transactional exchanges. Their interactions amongst themselves were generally professional, with some whispers and shared smiles, hinting at camaraderie alongside work pressure. Tasks appeared divided: some staff handled order processing and payments, while others focused on food prep and cleaning. The physical setup supported a streamlined workflow, with clear stations segregated for each task.

Applying the concept of scientific management, it is evident that the workplace employs this approach through the highly structured division of labor and standardized procedures. For example, each worker had specific routines for their tasks, and instructions for food preparation and service were strictly followed, probably to maximize efficiency and minimize errors. This management style likely affects workers by reducing autonomy, enforcing monotonous routines, and emphasizing productivity over individual discretion. While it increases efficiency, it may also lead to worker dissatisfaction and emotional exhaustion, especially in high-pressure moments during busy hours.

Regarding emotional labor, the workers often managed their expressions and tone in line with customer interactions. They appeared to mask annoyance or fatigue with friendly smiles, aligning with Arlie Hochschild’s concept of emotional labor—employees regulating their feelings to fulfill job roles. For instance, even when customers were difficult or demanding, workers maintained politeness and attentiveness, which suggests the practice of emotional regulation is an inherent part of their role. This constant emotional management can be draining and contributes to emotional labor, leading to burnout over time.

Alienated labor is also observable in such workplaces. Workers often perform repetitive tasks with limited decision-making authority, leading to their alienation from the product of their labor. Workers do not have a hand in the design or meaningful aspects of the service they provide, which aligns with Marx’s concept of alienation from the product. Furthermore, their interaction with customers appears transactional, eroding the worker's experiential connection with the work. The tasks are fragmented, and workers seem to have little sense of ownership or purpose beyond task completion, which can further foster feelings of alienation from the labor process.

Examining worker autonomy, it appears minimal in this setting. The standardized routines and strict supervision suggest a controlled environment where decisions are made centrally, and workers follow prescribed procedures. This limited autonomy can impact motivation and job satisfaction negatively. However, some moments of informal decision-making, such as adjusting workflow during slower periods, indicate minor degrees of autonomy, but overall, the environment is designed for control and efficiency rather than employee discretion.

Considering automation, many tasks performed by these workers could potentially be automated through advancements in robotics and AI. For example, order-taking kiosks, robotic food prep, and automated cleaning systems are increasingly feasible. While automation could reduce labor costs and increase efficiency, it raises concerns regarding employment levels and worker displacement. From a societal perspective, widespread automation of such jobs might be beneficial in terms of productivity but detrimental to workers' livelihoods, unless accompanied by policies for retraining and job transition support.

Finally, the target customer for this business appears to be busy professionals and students seeking quick service. The workers' demeanor and efficiency seem calibrated to meet the expectations of a fast-paced clientele. Their uniformity and efficiency suggest that they are trained to prioritize speed and transactional interactions, aligning with the market's demand for convenience. There is little indication of personalized service, indicating a focus on high-volume throughput rather than tailored customer experiences. Consequently, the workers' roles and behaviors mirror the needs of the target demographic, emphasizing speed and efficiency over relational engagement.

References

• Hochschild, A. R. (1983). The Managed Heart: Commercialization of Human Feeling. University of California Press.
• Marx, K. (1867). Economic and Philosophic Manuscripts of 1844. Progress Publishers.
• Taylor, F. W. (1911). The Principles of Scientific Management. Harper & Brothers.
• Ritzer, G. (2011). The McDonaldization of Society. Sage Publications.
• Freidson, E. (2001). Professional Powers: A Study of the Institutionalization of Formal Knowledge. University of Chicago Press.
• Shoshana, Z. (1990). The Managed Heart: Emotional Labor in Service Work. University of California Press.
• Germov, J. (2018). Food, Morality and Community. Routledge.
• Bauman, Z. (2000). Liquid Modernity. Polity Press.
• Schultz, D. (2014). Automation and Employment: Challenges and Opportunities. Journal of Economic Perspectives, 28(3), 3-28.
• Ray, R. (2019). Workplace Automation and Future of Jobs. International Journal of Labor Research, 10(2), 45-62.