Sunday, December 12, 2004

Ross questions

1. How does HR fit into the No-collar workplace? Management appears to play the role of HR staff. At Razorfish, management appeared to be the HR-like motivational force, a seperation in a workplace without much hierarchy. Although this worked better when the company was doing well, it became another cause for restructuring, during hard times. Also causing these individuls extra emotional wear.

2. I thought it was interesting when Ross contrasted a few individual throughout the book who were successfully doing freelance work during a time when the rest of the industry was struggling. Does this suggest anything about the structuring of the no-collar workplace, the financialization of the dot-com industry or perhaps a desire to belong to a group doing poorly rather than risking self-employment? Ross does not offer any examples of individuals failing at this, so it is unclear if he is intentionally juxtaposition these two possiblities.

3. At Razorfish and 360hiphop, workers were very concerned about both who their clients were and also not wanting to "sell out" to the bigger corporate businesses or clients. Is this attitude distinctive to the no-collar workplace? In the end, Razorfish was forced to start catering to those bigger clients in order to survive and 360hiphop was bought out by a huge media conglamerate. Could this aforementioned attitude have been part of their failures or were the shortcomings merely a product of the dot-com crash?

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