organization & power 2 Flashcards
normative control
govern behavior through accepted patterns of action rather than written policies and procedures. Normative control uses values and beliefs called norms, which are established standards
* Internalization of norms
* Cultural dimensions of organizations
neo-normative control
homogenizing norms are substituted by a celebration of difference, fun, and individualization
neoliberalism
market-oriented reform policies such as “eliminating price controls, deregulating capital markets, lowering trade barriers” and reducing, especially through privatization and austerity, state influence in the economy.
Pros: reduced state intervention
Cons: poorer collective health and well-being (self-sufficient)
flat organizations
Less-hierarchical organizations (note: does not necessarily mean democratic)
hard coercion
(formal control)
* Regulation, sanctions
soft coercion
(informal control)
* Socialization, norms, values
Weber’s three authority-based organizations
- Based on social precedent (ritual, rights)
- Based on charismatic elements (power of the person)
- Bureaucracy
bureaucracy
the exercise of control on the basis of knowledge. It is about rational legal hierarchical power: not the leader is important but the bureau.
scientific management perspective (Frederick Taylor)
- emphasizes organizational design, worker training for efficiency, chains of command, and division of labour
- assumption that work and organizations can be rationally or “scientifically” designed and developed
4 principles of the scientific management perspective
- Gathering of traditional knowledge of the workman: record and codify it
- Selection of the workman and his progressive development
- Bringing together the trained workman and the scientific approach
- Teamwork between management and workmen: sharing of a division of the labour
Hawthorne effect
People act differently when they now they are being studied
differentiation
there are frequent conflicts among groups in organizations with limited consensus [sub-culture perspective]
* Differentiation = the act of showing or finding difference between things that are compared
fragmentation
there is considerable ambiguity in organizations with consensus coexisting with conflict, and much change among groups.
* Fragmentation = the action or process of breaking something into small parts or of being broken up in this way
Max Weber’s 3 perspectives on bureaucracy
- Bureaucracy as an organizing principle
- Bureaucracy as a paradigm
- Bureaucracy as one type of structure
bureaucracy as an organizing principle (Weber’s perspective)
One of the three perspectives of Weber. Bureaucracy is the result of instrumental rationality
i. Instrumental rationality (most efficient way to organize, based on formal rules and procedures, which type “works” the best)
ii. Value rationality (a focus on duty and impartiality [no sides are taken], which type is “right” and legitimate)
iii. Domination (form of control)
bureaucracy as a paradigm (Weber’s perspective)
One of the three perspectives of Weber. Rigidity or flexibility of bureaucracy
* Dysfunctional paradigm (bureaucracy can create alienation, inefficiency, and rigidity)
* Flexible paradigm (can be flexible and support innovation when managed correctly)
bureaucracy as one type of structure (Weber’s perspective)
One of the three perspectives of Weber. Bureaucracy is just one form of organization among others.
* Contingency theory (determining the effectiveness of bureaucratic vs. other organizational forms)
systemic modes of power
power congealed into more enduring institutional structures;
* Domination (shaping preferences via values and ideologies)
* subjectification (power is all-encompassing)
domination
No freedom, but with more peaceable means; involves the creation of systems that appear natural or inevitable
subjectification
Use of more brute forces, no freedom; focuses on shaping the identities of organizational members
episodic modes of power
modes of influence rely upon identifiable acts that shape the behaviour of others
* Coercion (overt, visible, conflict)
* Manipulation (covert, less visible, conflict cover-up culture)
coercion
Coercion is understood as either having no choice or as having no acceptable choice; the direct exercise of power by force or authority
manipulation
the steering or influencing of the choices of others by means that might be morally problematic; relies on influence rather than force
supraindividual
of, relating to, or being an organism, entity, or complex of more than individual complexity or nature.
* It is not only the individual, there’s something at play that goes beyond the individual (this is about the employee theft)
habituation
Making decisions everyday (give idea of being in control, but we develop habits)
reciprocal typification
We start thinking about each other (role patterns start to develop if everyone keeps to habits)
legitimation
We ask the questions why from a very early age (explanations for the newcomers)
objectification
We stop asking questions and just do it (do what is expected)
agency
the ability to take action or to choose what action to take
four faces of power
- Coercion
- Manipulation
- Domination
- Subjectification
agency-structure duality
Everyone has agency, but develops habits according to everyday’s structure, and thus keeps to the structure.
overt conflict
Visible, in-your-face conflict (confrontation of differences)
difference hegemony vs. dominance
Dominance often conveys a sense of power and authority, where one institution/organisation holds sway over others through force. On the other hand, hegemony is based on consensus and cooperation (not particularly with force)
cultural hegemony
Domination of one culture
hegemony
(especially of countries) the position of being the strongest and most powerful and therefore able to control others
latent conflict
It may exist in the form of tension, dissatisfaction, contravention and rivalry
covert conflict
Less visible conflict (differences are not discussed)
hegemonic power
Influence or authority over others
power as productive
Creating new possibilities for action and identity
power ‘through’ organizations
Extending to influence beyond its boundaries (external entities)
total institution (Ervin Goffman)
an institution that controls almost all aspects of its members’ lives
power ‘in’ organizations
Focuses on how power is used internally within an organization
hard control
Visible (e.g. manipulation)
power ‘over’ organizations
External forces, like government regulations or societal norms, impose power over the organization
power ‘against’ organizations
Acts of resistance or oppositions targeting the organization
power as repressive
Limiting the individual autonomy
three reasons why businesses employ surveillance
- To maintain productivity and monitor resources used by employees
- Protect trade secrets
- Provide evidence in case of legal dispute
soft control
Less visible (e.g. subjectification)
surveillance
any collection and processing of personal data, whether identifiable or not, for the purposes of influencing or managing those whose data have been garnered
Panopticon metaphor (surveillance)
Mechanisms are dispersed (everything can be seen at all times)
function creep
How one particular surveillance technique can reveal more than one kind of information about employees
anticipatory conformity
where employees behave in a docile and accepting way and automatically reduce the amount of commitment and motivation they display
Big Brother metaphor (surveillance)
Power is centralized
Rhizome metaphor (surveillance)
Rhizome = roots. So it means that surveillance mechanisms are becoming more and more networked
social sorting
the breakdown and categorization of group- or person-related raw data into various categories and segments by data manipulators and data brokers. It involves separating one group from the other
biometrics
referring to detailed information about someone’s body, such as the patterns of colour in their eyes, that can be used to prove who that person is
sousveillance
Where there is power, there is resistance and counter-power.
* Countersurveillance
* surveillance ‘from below’, one in the group does surveillance
synopticism
a situation where the many watch the few, or where they focus in common upon ‘something which is condensed’
distributive justice
the equity of reward (material or otherwise) for effort and punishment for non effort
e-recruitment
sifting through large volumes of CVs and searching for potential candidates
procedural justice
matters of employee voice, communication, trust, involvement and mutual responsibility between management and workers for performance
surveillance theory
surveillance as a pervasive, potent and sometimes even dangerous expression of power in contemporary organisations
undecided space
Because different people adopt different beliefs and perform different actions against the background of the same social structure, there must be an undecided space in front of these structures where individual subjects decide what beliefs to hold and what actions to perform for reasons of their own. (Bevir 1999: 358)
power with
When people come together; relational, ongoing, self-generating process
trace-ology
a process ‘which seeks to read world wide developments in non-obvious traces
power over
Domination
Mary Parker Follett’s way of dealing with difference –> integration
Find a way which both sides may get what they want (new way of organising)
Mary Parker Follett’s three ways of dealing with differences
- domination
- compromise
- integration
Mary Parker Follett’s way of dealing with difference –> domination
Only one side gets what it wants
Mary Parker Follett’s way of dealing with difference –> compromise
Neither side gets what it wants
‘law of the situation’
Decisions should be taken sensitive to the context
degeneration
The process by which something gets worse
the Iron Law of Oligarchy
Organization implies a tendency to oligarchy as a ‘natural law’. Oligarchization: Specialization leads to a minority of superiors –specialists turn into professional leaders –leaders isolate themselves and turn into a closed caste
tyranny of structurelessness
Concept developed by Jo Freeman, how it is impossible to have a structureless organisation. Structurelessness often leads to hidden power dynamics.