Since the introduction of Toyota's Production System, the deployment of lean production systems (or lean manufacturing), and more advanced technological developments, Participatory Management Practices (PMP) have been viewed as lying at the heart of successful manufacturing workplaces. Studies on technology and PMP have concluded that the state of technology in a company unequivocally shapes PMP and can open spaces to enhance the wellbeing of workers regardless of the PMP dynamics. However, these claims are contested by studies that question the positive effects from PMP. These studies argue that workplaces are organized in such a way that workers are viewed as mere resources to be deployed in the production process, without paying attention to their human morale and agency. This research presents a case study of a food plastics packaging firm that contextualizes, describes, and analyzes: 1) PMP from a Socio-technical Systems Theory (SST) perspective to further our understanding of the role of participative dynamics in the wellbeing of workers; and 2) the dynamics of control-resistance in the workplace as a measure of dignity at work in the context of power relations. This research provides a rich exploration of a workplace that is facing and managing the challenge of automation and technological development. Using an extended case study research method (Burawoy, 2009), data are collected by observing workers' daily interactions with a combination of technologies. These observations reveal the importance of team dynamics in the production process. The observed PMP dynamics show conflictive, competitive, and cooperative behaviors that are negotiated through continuous human-machine, machine-machine, and human-human interactions in the production process. However, management is found to be indifferent to the impact that a combination of technologies and lean production approaches have on participation dynamics. This indifference inhibits managers from embracing and appreciating the value of PMP. All the identified expressions of what technology and PMP mean to workers, and their dynamics, show an ongoing negotiating process. This process comes from all types of participation in which a worker struggles for dignity. The organizational structure of the firm expects workers to display specific types of participation in team efforts, but workers are also provided with opportunities to negotiate their interests or struggle for dignity by changing their type of participation in team activities. The work processes and findings described in this dissertation generally support the theory of Hodson (2001). Further, this research develops the concept of "combination of technologies," which can be used to help observe workers' understanding of technology and participative dynamics. The research also identifies various types of participation based on the interactions of workers in the technology process and how workers manage or safeguard their dignity based on their engagement with different types of participation in team-based situations or events. Finally, this research identified how participative engagement by workers can be used as a power mechanism to retain their dignity. / Doctor of Philosophy / Modern manufacturing production is based on the increasing use of technology and workers' participation in problem solving when it comes to the production system. These types of production systems are called Lean Production Systems. These systems stem from the philosophy of doing more with less and are viewed as lying at the heart of successful manufacturing workplaces. However, studies on technology and teams have concluded that not only does technology shape the dynamics of teams, but the practices and dynamics of workers in teams can open spaces to enhance human wellbeing. Even so, some studies question the positive effects of worker participation in teams based on Participatory Management Practices (PMP). These studies argue that workplaces are organized in such a way that workers are viewed as mere resources to be deployed in the production process, without paying attention to human morale and agency. This research is a case study of a rigid food plastics packaging firm that contextualizes, describes, and analyzes: (1) the participation of workers in PMP from the perspective that workers and technology have a social relationship with deep contextual meaning; and (2) a measure of human dignity in the context of power relations and how control and resistance are met in these spaces. This research provides a rich exploration of a workplace that is facing and managing the challenge of automation and technological development. Using an extended case study research method (Bloomfield, 1994 as cited in Burawoy, 2009, p. 154), data are collected from workers' daily interactions with a combination of technologies. The importance of how people participate in teams during the production process, was observed and acknowledged to enhance workers wellbeing. A range of dynamics were observed and defined as conflictive, competitive, or cooperative behavior that are negotiated through the continuous human-machine, machine-machine, and human-human interactions that occur during the production process. However, management is indifferent to and disregards the impact that technology has on worker participation in teams and is unconcerned with contrasting meanings of technology from workers, which means they are not paying attention to how these factors impact the use of technology and participation dynamics. All expressions of what technology and worker participation means show an ongoing negotiating process in which workers struggle for dignity. This research follows Hodson (2001) categories of struggle for dignity as a measure of self-worth. This research develops concepts that can be used to help observe workers' understanding of technology and participative dynamics, as well as identifies different types of participation by observing the interactions of workers in the technology process. This research identified how workers manage or safeguard their dignity based on their engagement with different types of participation observed during team-based situations or events. Finally, the research identified how workers' ability to change their interactions in teams is used as a power mechanism to retain their dignity.