organization & power 2

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

homogenizing norms are substituted by a celebration of difference, fun, and individualization

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)

Less-hierarchical organizations (note: does not necessarily mean democratic)

(formal control) * Regulation, sanctions

(informal control) * Socialization, norms, values

• Based on social precedent (ritual, rights) • Based on charismatic elements (power of the person) • 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.

• 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

• 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

People act differently when they now they are being studied

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

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

• Bureaucracy as an organizing principle • Bureaucracy as a paradigm • Bureaucracy as one type of structure

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)

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)

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)

power congealed into more enduring institutional structures; * Domination (shaping preferences via values and ideologies) * subjectification (power is all-encompassing)

No freedom, but with more peaceable means; involves the creation of systems that appear natural or inevitable

Use of more brute forces, no freedom; focuses on shaping the identities of organizational members

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 is understood as either having no choice or as having no acceptable choice; the direct exercise of power by force or authority

the steering or influencing of the choices of others by means that might be morally problematic; relies on influence rather than force

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)