A system of co-operation between workers and management cannot survive, therefore, unless management effectively guarantees its employees job securit… - André Gorz

The necessity -from a technical point of view - for control and, consequently, for domination, can be overcome without too much difficulty in small and medium-sized enterprises; it cannot be overcome in large enterprises except by effecting changes which are all the more difficult to implement since they affect both the enterprise's hierarchical structure and its technical (and spatial) organization. William F. Whyte provides a number of examples to show that organizations can be modified so that workers enjoy their work, espouse the aims of the enterprise and mobilize the reserves of productivity and skill they usually keep to themselves. The success of this kind of reorganization necessarily presupposes, first, a relationship of between and organized labour, second, recognition of the workers' ability to organize themselves, take the initiative and participate in , and third, financial involvement of the workers in the results of their labour. Sooner or later, however, this policy of 'participation' or co-management - of which the Scanlon Plan was one of the best example; and one in advance of the 'quality circles' of thirty years later -meets with the following difficulty: for job security to be guaranteed, the volume of sales must increase at the same rate as the productivity of labour. A duly motivated , however, can achieve staggering increases in: productivity (increases of 20 per cent per annum over a period of several years in the examples cited by Whyte). The volume of sales, however, cannot continue to increase at such a rate. The point inevitably comes when management decides to reduce the workforce in order to reduce costs, thus regaining sole ownership of the enterprise's decision-making power. The 'partnership' of labour and capital is thus destroyed at one fell swoop; the workers realize their co-operation with the management has been a swindle; and antagonistic class relations are re-established.

At the very point when a privileged fraction of the working class seems to be in a position to acquire multiple skills, to achieve workplace autonomy and continually widen their capacities for action - all of which are things that were ideals of the worker self-management currents within the labour movement - the meaning of this ideal is thus radically altered by the conditions in which it seems destined to be fulfilled. It is not the working class which is achieving these possibilities of self-organization and increasing technological power; it is a small core of privileged workers who are integrated into new-style enterprises at the expense of a mass of people who are marginalized and whose job security is destroyed -people shunted from one form of occasional, unrewarding and uninteresting employment to another, who are often reduced to competing for the privilege of selling personal services (including shoe-shining and house-cleaning) to those who retain a secure income.

The image of the enterprise as a place where employees can achieve personal fulfilment is therefore an essentially ideological invention. It conceals the real transformations that have taken place, namely that enterprises are replacing labour by machines, producing more and better with a decreasing percentage of the workforce previously employed, and offering privileges to a chosen elite of workers, which are accompanied by unemployment, precarious employment, de-skilling and lack of job security for the majority. The advance of technology has thus resulted in the segmentation and disintegration of the working class. An elite has been won over to collaboration with capital in the name of work ethic; the great mass of workers have become marginalized or lost their job security and serve as a reserve army for industry which wishes to be able to adjust its workforce rapidly according to fluctuations in demand.