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OB - Power

Organisational Behaviour - Power and Politics

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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