Power Framework (Advanced)

Question 1

What are the two most common internal criticisms of the power framework

Answer 1

That it assumes all actors know what they want and how to impose their will to get it. It also often treats power as an object that can be possessed and quantified

Question 2

What effects did Kanter observe of having a token minority in group

Answer 2

The token revives disproportionate attention, there is a great contrast between the majority and the token and the minority/token adapts by assimilation and distancing

Question 3

What is a token in Kanters structural explanation of power and influence

Answer 3

A member of a minority hired for the sake of appearances

Question 4

What are the consequences of the extra attention the tokens get according to Kanter

Answer 4

They both get more praise for excellence and criticism for shortcomings which undermines meritocracy. Their actions are also often seen by the majority as representing the entire tokens group

Question 5

How is increased contrast created within a group when a token is introduced according to Kanter

Answer 5

The members become more aware of what makes their group different and amplify those traits. The arrival of a minority reinforces the group culture

Question 6

How does the assimilation and distancing in skewed groups occur according to Kanter

Answer 6

The token often feels overwhelmed by the attention and tries to gain a smaller profile by fitting in and distancing themselves from the minority they come from to show loyalty. These unplesent conditions are canters reason why tokens stay few

Question 7

Authority is power that is seen as legitimate by those exposed to it

Answer 7

Yes, as defined by Max Weber

Question 8

What are Weber sources of legitimate authority

Answer 8

Charisma; tradition; formality/reason (aka merited through knowledge)

Question 9

What typs of authority fits what type of bureaucracy

Answer 9

Young companies = charisma; machine bureaucracy = formal/rational; professional bureaucracy = tradition.
Historically organizations tend to move from tradition/charisma to rationality based authority according to Weber

Question 10

Tradition as legitimate authority is the reason for inequality according to Weber

Answer 10

True, it counteracts meritocracy

Question 11

What is Michels theory of the Iron law of oligarchy

Answer 11

That in a bureaucracy there will become a knowledge gap between the top management and the rest and that the top management in (oligarchy) will create networks beyond firms to dominate the lower classes who are unconnected and diverse.

Question 12

What is Ackers theory of bureaucratic control and societies gender systems

Answer 12

That the modern career is so intensive that most workers need a full time domestic servant to function

Question 13

Why do people work so hard in an unequal system according to Burawoy’s labor process theory

Answer 13

Because of performance based individual compensation, an internal flexible labor market and collective bargaining

Question 14

How do performance based compensation increase inequality according to Burawoy

Answer 14

Because it prevents the competitants from forming alliances against the management

Question 15

How does an internal flexible labor market increase inequality according to Burawoy

Answer 15

Because if people change positions all the time they dont build stable relationships that can be turned into alliances against management

Question 16

How does collective bargaining increase inequality according to Burawoy

Answer 16

Counter intuitive but according to the iron law of oligarchy the union leaders also become oligarchs due to there connections to the manager

Question 17

What is a panopticon

Answer 17

A prison where you could be watched at any time without knowing it and therefor must behave all the time

Question 18

Panopticon like structures in social media, education and at work is used by the oligarchy to control the lower classes according to Foucaults theory of structuring and self-dicipline

Answer 18

No, the panopticon like structures are present on all levels of society, especially at the top which makes the power structure more vague as it is the individuals that discipline themselves.

Question 19

What is the wall of self evidence

Answer 19

A crossover between the symbolic framework and the power framework which means that people have a hard time thinking outside their language. Controling the language therefor limits the potential thoughts of people.

Question 20

What is an erotic leader according to Maccoby

Answer 20

Extroverted, warm, affectionate and like emotional approval, high EQ. Creates strong bonds that often lead to group think and reluctance to change

Question 21

What is an obsessive leader according to Maccoby

Answer 21

Embodiment of the structural framework, make decisions based on data and don’t care about the approval of others. Often risk avoidant, asocial nerds that are ineffective beyond their area of expertise

Question 22

What is a narcissistic leader according to Maccoby

Answer 22

Innovators driven by power and influence, hard to impress, risk loving, paranoid, little care about inner circle but want to be admired heroes, thrives in uncertainty

Question 23

How can one make a narcissistic leader a better team player

Answer 23

Give them therapy and a trustworhty sidekick (obsessive leaders work well)

Question 24

What is a marketing personality

Answer 24

Someone obsessed with their image, works poorly in crises

Question 25

What are the strengths and weaknesses of the power framework

Answer 25

It complements the HR and Structural framework by a more nuanced look at power politics and gives good methods to act on them however it often leads to a paranoid obsession with power that can prevent conflict resolutions when they present themselves.