Page 187 - Mediterranea-ricerche storiche, n. 48, aprile 2020flip
P. 187

To contain and control: work organization and poor government in the...   187


                       Table 8. Mexico City Poor House annual salaries. 1803 (in pesos)
                        Administrator                                     1.000
                        First Chapelain                                   500
                        Second Chapelain                                  400
                        Assistant Administrator                           556
                        Mayordomo                                         300
                        Rectora                                           160
                        Master Artisan                                    lodgement
                        Surgeon/Pharmacist                                300
                        Doctor                                            180
                        Bleeder                                           96
                        Secretary                                         200
                        Scribe                                            50
                        Accountant                                        50
                        Total                                             3.792
                    Source: Agi, Audiencia de México, 2791, exp. 8, Expediente relativo a la fundación en
                    México de un hospicio, 1797; Agn, Historia, vol. 44, Estado del Real Hospicio de Pobres
                    de Mexico en 31 de diciembre de 1803.


                    4. The Work discipline

                       The way work was controlled at both Real Albergo dei Poveri and
                    Mexico  City  Poor  House  reflected  the  fundamental  interests  of  the
                    management in a capitalist economy that is, to extract labour from
                    labour power. The degree of control is a direct variable of negotiating
                    power  of  management  and  workers  and  by  their  strategies  and
                    expectations .  It  is  not  easy  to  quantify  precisely  the  level  of
                                 35
                    bargaining power of imprisoned workers, due to persistence of working
                    rules,  religious  prescriptions  and  social  conventions.  However  is
                    conceivable  that  the  inmates  possessed  a  certain  amount  of
                    negotiating  power.  Free  and  un-free  work  lived  together  in  such
                    institutions.  The  control  system,  therefore,  was  a  necessary  tool  to
                    extract labour use from them .
                                                 36
                       The  pursuit  of  control  was  mainly  based  on  disciplinary  power
                    involving  accounting  tools,  separation  and  coding .  Reclusion  was
                                                                       37
                    based on the separation of individuals from the rest of the world to


                       35  P.S. Adler, The future of critical management studies cit., pp. 1325-1329.
                       36  A. Caracausi, Mesurer Et Contrôler. Les Temps de l'organisation du Travail dans
                    les Manufactures de Laine de Padoue (XVIe-XVIIe Siècles), «Genèses», vol. 4, 2011, pp.
                    6-26.
                       37  M. Foucault, Discipline and Punish: the Birth of Prison cit.


                                                 Mediterranea - ricerche storiche - Anno XVII - Aprile 2020
                                                           ISSN 1824-3010 (stampa)  ISSN 1828-230X (online)
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