Organizational Power, Control and Conflict

1. Organizational Power, Control and Conflict Chapter 8

2. Perspectives on Power, Politics, & Control

3. Table 8.1. Modern, Critical & Postmodern Conceptions of Power, Control & Conflict

4. 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)

5. Modernist Conceptions of Power

6. Sources of Power

7. The Political Frame� � takes a pluralistic approach because decisions are negotiated between subgroups & factions. What sources of power do various organizational members hold? Under what conditions is power exercised? How is power legitimized?

8. Table 8.2 Developing & Using Power Develop power by: Creating dependencies Coping with uncertainty Developing personal networks Developing and augmenting expertise Use power to: Control information flow Control agendas Control decision making criteria Build coalitions Bring in outside experts

9. 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.

10. The Politics of Resource Dependence

11. The Politics of Resource Dependence

12. Forms of Control OUTPUT Piece rate systems Quality / waste standards Quantity produced BEHAVIORAL Performance standards Performance evaluations Performance management

13. Table 8.3 Three Theories of Control

14. Cybernetic Control The Cybernetic Model - make adjustments to ensure goals are achieved Target Monitor Assess or standard performance deviations GOALS EVALUATION Attention Intention Work to tasks to work activity

15. Agency Theory Controlling the behaviour of agents (managers) to ensure the interests of principals (owners) are protected, by: Contracts Observation Information systems Performance evaluation & rewards Socialization to common goals

16. Market Control Price competition Profits centers Output controls

17. Bureaucratic Control Hierarchy Supervision Rules & procedures

18. Clan Control Socialization Norms & values Culture

20. 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

21. Critical Studies of Power and Control

22. The 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.

23. Three Faces of Power (Lukes) Decision making - groups participate fully in decision making. 2. Non-decision making - preventing other groups from participating. 3. Radical - the desires & actions of particular groups are shaped by social mechanisms & processes that actually work against the interests of those groups.

24. Labour Process Theory Owners increase control by deskilling labour through the fragmentation and routinization of work.

25. Communicative Rationality Instrumental Rationality Achieving goals by the most efficient, rational means. Systematically Distorted Communication Privileging one meaning/ ideology over others.

26. Workplace Democracy Organizations have colonized society. Corporate power is inherently non-democratic yet regarded as �normal�.

27. 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.

28. Dual Labor Market Theory The primary sector of the labor market commands good pay, career opportunities, and is dominated by white males. The secondary sector has poorer wages and conditions.

29. 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 �

31. Postmodern Conceptions of Power Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.

32. Disciplinary Power (Foucault) � � resides in an organization�s routine practices and regarded as a normal part of everyday life. �shifts across people and time and is asymmetrical because one group/person is advantaged over another. � is constructed in discursive and non-discursive practices.

33. Disciplinary Power � is both positive and negative creates economies of power (e.g. autonomous work groups) is linked to disciplinary technologies that control performance, bodies, and identities.

34. Self-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.

35. Conflict (Katz & Kahn) �A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by resistance or retaliation against those efforts.�

36. Figure 8.2

37. Table 8.4 Ways to Reduce Conflict

38. Table 8.5 Ways 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

39. Figure 8.3 Possible Sources of Interdepartmental Conflict

40. Environment & Organization as Contexts