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Globalization of domestic.pdf

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leaded by the economic capitalism; flows of informations allowed by the exponential
growth of informatics infrastructures and the more than ever centrality of the media;
flows of negatives externalities such as pollution, nuclear proliferation and terrorism
(Ritzer 2010). For our purpose we have to consider globalization as cultural
globalization, and according with Roland, Ritzer and Stillman (1993;2003): << in terms
of the intellectual and practical terrain on which actors draw their conclusions about
globalization, thereby leaving open the possibility of multiple images of globalization.
[...] despite the wide variety on globalization it is possible to distill few key proposition
concerning the contemporary global culture: (1-A) the world is more pluralistic than the
hegemonic world-views of modern social theory had previously allowed[...]; (2-A)
individuals have more power to adapt and maneuver within a globalized world than the
top-down perspective of modern social theory had previously allowed[...]; (3-A) social
processes are rational and contingent. Cultural globalization provokes a variety of
reaction [...] that feed back on and transform globalization[...] (4-A) [...]the increasing
commodification of social life and increasing velocity and centrality of media.[...] >>
(Ritzer and Stillman 2003)
McDonaldization (Ritzer 2010) is a new process rooted in the historical process of
rationalization described by Max Weber, and, as well as the latter, it has a profound
consequences in the experience of the world of an individual. The concept describe the
rationalization of society using the fast-food restaurants as paradigm. In these
restaurants the main organizational features are (1-B) the push for a greater efficiency,
(2-B) predictability and (3-B) calculability, that is to say that both, employee and
customers, follow a script and know very well what the other does expect, and thus they
are able to give and receive what they want to, in a certain manner and in a certain time.
Thus, is (4-B) the control exercised by non-human technology on human labour another
feature of this kind of organization. Interesting is the example of the fast-food’s frenchfry machines: as soon as the machine ring, the fries are ready and the employee must
run to pick them up avoiding burns. At the same way works everything else within this
organization: meat and bread’s cook is controlled by a machine who decide when it’s
done, thus there’s no possibilities for the employees to decide if it has got to be more or
less cooked, to them remain the task to assembly it, as well as if they were working in
an automobile factory. Moreover another characteristic of this kind of organizational
culture is what Ritzer called (5-B) the rationality of irrationality, that is to say the