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OB - Power
Organisational Behaviour - Power and Politics
| Question | Answer |
|---|---|
| Focucault 1977 | Power derived from social situations, social constructionist view Anticipation of control leads to self surveillance Confessional selves - also issue of how our identities are distorted by organisational values |
| Milgram 1963 | Studies into obedience, people act mindlessly as their superiors tell them, link to bureaucracy of the Holocaust |
| Goffman 1961 | Total institutions - separated from the rest of the world Planned and ordered activities Identity stripping |
| Braverman 1974 | Deskilling thesis - built on the idea of labour force alienation of Marx |
| Bentham | Panopticon - self surveillance in partially surveyed environments |
| Barker 1993 | Self managing and self disciplining teams - peer pressure and socialisation process. Concertive power equally as powerful and often with better results that bureaucratic surveillance of the past |
| Control vs surveillance spectrum. | Control may be achieved through convincing through fear or through encouragement. Modern business school teaching is founded on this HR perspective. |
| Zimbardo 1971 | Prison studies - 21 participants, study to show how we adapt to the social roles we are given |
| Machievellian Politics in Orgs | Criticism of feminist writers Any means necessary - ethical issues at org and individual level Manipulate, intimidate, ruthlessness |
| Haslam and Reicher 2008 | Questioning the banality of evil Humans take a creative participatory role and are not merely mindless conformist We do not engage in something in this manner unless we believe it to be correct |
| Pettigrew 1973 | Expertise, credibility and prestige are the key to the exercise of power |
| Crozier 1964 | Uncertainty leads to power - the maintenance workers in a factory gained power because without them payment would be disrupted |
| French and Raven 1968 | Contol of finance and reward the key to power |
| Clegg et. al 2008 | "Power works best when it is least seen" Is this true? Is this increased control the basis for org cultural change or are performance and decreased surveillance positively correlated. |
| Collison 1994 | People should want to do what the org wants Or resistance is met as is a central theme in Grey 1009 |
| Strategic Contingencies Theory - Hickson et. al 2008 | Source of power is in the division of labour in intra-org subunits. Shift from vertical hierachical power to sub-unit power - based on uncertainty,centrality and substitutability |
| Mintzberg 2002 | Org as a political arena - ideology, expertise and authority are contolled in constant exercises of power. |
| Blau 1964 | Consensus reduces resistance |
| Critical perspective: Marx and Weber | Equate power with domination |
| Dahl 1957 | A has power over B to make B do something he wouldn't otherwise do. |
| Functionalist perspective | Power as a legitimate, formal function of authority. |
| Clegg and Hardy | Need to bridge the gap between functionalist and critical perspectives on role of power. Power is based on consensus to conform to desired management culture |
| Lukes 1974 | Soft domination- obedience is preferable to resistance. Successful culture managment is the ultimate in control - give away power symbolically to achieve better results. |
| Selwell 2002 | Team working as a metaphor of power, |
| Zuboff - 1988 | Electronic surveillance - the Information Panopticon |
| Pfeffer 1992 (used in Clegg et al.) | 7 steps to achieving effective use of power |
| Clegg et al 2008 | Org hegemony - no polyphonic reasoning due to lack of countervailing view Free market dominance in the IMF |
Created by:
grizzler
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