Upload
maude-miles
View
215
Download
0
Tags:
Embed Size (px)
Citation preview
AssumptionsAssumptions
Coalitions of diverse individuals and interest groups
Enduring differences among membersAllocation of scarce resourcesConflict central/power important assetGoals/decisions emerge from bargaining,
negotiating, and jockeying for position
Coalitions of diverse individuals and interest groups
Enduring differences among membersAllocation of scarce resourcesConflict central/power important assetGoals/decisions emerge from bargaining,
negotiating, and jockeying for position
The Political Frame…The Political Frame…
… takes a pluralistic approach because decisions are negotiated between subgroups & factions.
1. What sources of power do various organizational members hold?
2. Under what conditions is power exercised?
3. How is power legitimized?
… takes a pluralistic approach because decisions are negotiated between subgroups & factions.
1. What sources of power do various organizational members hold?
2. Under what conditions is power exercised?
3. How is power legitimized?
CoalitionsCoalitions
Individuals/groups objectives and resources—used to bargain
Dominant coalitions
Subgroups
Membership in variety of subgroup
Individuals/groups objectives and resources—used to bargain
Dominant coalitions
Subgroups
Membership in variety of subgroup
Sources of Power (Morgan, 1997)
Sources of Power (Morgan, 1997)
Formal authority—positionControl of scarce resourcesControl of rewardsUse of organizational structure,
rules, and regulationsControl of decision processesControl of knowledge and
informationControl of boundaries
Formal authority—positionControl of scarce resourcesControl of rewardsUse of organizational structure,
rules, and regulationsControl of decision processesControl of knowledge and
informationControl of boundaries
Sources of Power (cont’d)Sources of Power (cont’d)
Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control
of the informal organization Control of counter organizations Symbolism and the management of
meaning Gender management/structural functions—
gendered institutions Power one already has—built on successes
Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control
of the informal organization Control of counter organizations Symbolism and the management of
meaning Gender management/structural functions—
gendered institutions Power one already has—built on successes
Power and Decision Making
Power and Decision Making
Modernist—based on formal authority (ala Weber)
Symbolic—based on management of meaning (charismatic—Weber)
Postmodern—based on deconstruction of authority—questioning of the system
Modernist—based on formal authority (ala Weber)
Symbolic—based on management of meaning (charismatic—Weber)
Postmodern—based on deconstruction of authority—questioning of the system
Conflict (Katz & Kahn)Conflict (Katz & Kahn)
“A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by
resistance or retaliation against those efforts.”
“A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by
resistance or retaliation against those efforts.”
Ways to Stimulate ConflictWays to Stimulate Conflict
Acknowledge repressed conflict
Role model functional conflict through open disagreement & collaborative responses
Alter established communication channels
Hold back information
Overcommunicate
Deliver deliberately ambiguous messages
Differentiate activities or outcomes among subordinates
Challenge the existing power structure
Acknowledge repressed conflict
Role model functional conflict through open disagreement & collaborative responses
Alter established communication channels
Hold back information
Overcommunicate
Deliver deliberately ambiguous messages
Differentiate activities or outcomes among subordinates
Challenge the existing power structure
Ways to Reduce ConflictWays to Reduce Conflict
Recommended Action Implicit Strategy
Physical separationIncrease resourcesRepress emotions & opinionsCreate superordinate goalsEmphasize similaritiesNegotiateAppeal to higher authorityRotate jobsPhysical proximity
AvoidanceAvoidanceAvoidanceCollaborationSmoothingCompromiseHierarchical referralStructural changeConfrontation
Strategic Contingencies Theory
Strategic Contingencies Theory
Power is related to the ability of a person or department to solve critical
problems, provide something the organization needs, and/or deal with
uncertainty.
Power is related to the ability of a person or department to solve critical
problems, provide something the organization needs, and/or deal with
uncertainty.
The Politics of Resource Dependence
The Politics of Resource Dependence
Environmental
uncertainty (economic, technological, legal…)
Critical problems/issues (product development, new technology, quality, employment law…)
Person/department able to deal with the problems.
Gains power & resources by helping the organization adapt to environmental demands.
Legitimizes power & shapes organizational activities.
Gains more power and resources.
The Politics of Resource Dependence
The Politics of Resource Dependence
Environmental uncertainty (economic, technological, legal…)
Critical problems/issues (product development, new technology, quality, employment law…)
Person/department able to deal with the problems.
Gains power & resources by helping the organization adapt to environmental demands.
Legitimizes power & shapes organizational activities.
Gains more power and resources.
Symbols of power
A Modernist Definition of Power
A Modernist Definition of Power
“A has power over B to the extent that he can get B to do something that B would not otherwise do.” (Dahl)
“A has power over B to the extent that he can get B to do something that B would not otherwise do.” (Dahl)
Group or Individual Goals
Measures Rewards
Intention ActionAttention
OutcomesGroup or Individual GoalsEtc.
Group or Individual Goals Etc.
Unit Goals
Unit Goals
Unit Goals
Organizational Goals
Strategy
Environment
Resource allocations
Resource allocations
Resource allocations Performance data
Performance data
Performance data
Performance dataResource allocations
Inputs OutputsTransformation Processes
MODERNIST VIEW OF CONTROL PROCESSES
Three Theories of Control Three Theories of Control
Cybernetic Model Agency Theory Market, Bureaucracy & Clan Control
Purpose of Control
Manage differences between desired/actual, individual and organizational performance.
Ensure managers act in the best interest of owners.
Achieve cooperation among individuals.
Types of Control
Output Behavioral
Output Behavioral
OutputBehavioralSymbolic
Control Processes
1. Set Goals2. Set work targets3. Monitor performance4. Correct deviations
1. Establish contract2. Obtain information3. Reward agents
Market - price & profitBureaucracy - rule complianceClan - socialize org. members
Critical Studies of Power and Control
Critical Studies of Power and Control
Seek to understand how:
power and ideology are entwined
social, economic and political structures determine power
dominated groups consent to their own exploitation
organizations can become more humanistic and democratic
Seek to understand how:
power and ideology are entwined
social, economic and political structures determine power
dominated groups consent to their own exploitation
organizations can become more humanistic and democratic
The Critique of IdeologyThe Critique of Ideology
One group’s ideology (e.g. owners or managers) dominates others.
Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation.
Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted.
One group’s ideology (e.g. owners or managers) dominates others.
Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation.
Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted.
Critical Studies of Power and Control
Critical Studies of Power and Control
Seek to understand how:
power and ideology are entwined
social, economic and political structures determine power
dominated groups consent to their own exploitation
organizations can become more humanistic and democratic
Seek to understand how:
power and ideology are entwined
social, economic and political structures determine power
dominated groups consent to their own exploitation
organizations can become more humanistic and democratic
Self-SurveillanceSelf-Surveillance
Individuals conform to rules and behave in the desired way in anticipation of being monitored.
The gaze of inspection, techniques of categorizing, normalizing, and controlling people (e.g., training, performance management systems).
Interiorization, anticipation and self monitoring.
Individuals conform to rules and behave in the desired way in anticipation of being monitored.
The gaze of inspection, techniques of categorizing, normalizing, and controlling people (e.g., training, performance management systems).
Interiorization, anticipation and self monitoring.
Communicative RationalityCommunicative Rationality
Instrumental Rationality
Achieving goals by the most efficient, rational
means.
Instrumental Rationality
Achieving goals by the most efficient, rational
means.
Systematically Distorted
Communication
Privileging one meaning/ ideology over
others.
Systematically Distorted
Communication
Privileging one meaning/ ideology over
others.
Resolved through communicative rationality - reaching agreement through open discussion and consensus.
Postmodern Conceptions of Power
Postmodern Conceptions of Power
Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.
Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.
Gender and Organizing (Critical & Postmodern Approaches)
Gender and Organizing (Critical & Postmodern Approaches)
Organizations and organizational practices are dominated by men.
Gender differences are produced and maintained in taken-for-granted ways.
Organizations & organizing are gender-biased.
Organizations and organizational practices are dominated by men.
Gender differences are produced and maintained in taken-for-granted ways.
Organizations & organizing are gender-biased.
Gendered Organizations & Power
Gendered Organizations & Power
Organizational structures, ideologies, and practices are often male-gendered and therefore carry
implications for power:
hierarchy, impersonality, rationality,public/private life, symbols, work, careers,
knowledge, language …
Organizational structures, ideologies, and practices are often male-gendered and therefore carry
implications for power:
hierarchy, impersonality, rationality,public/private life, symbols, work, careers,
knowledge, language …