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- Vrije Universiteit Amsterdam (VU)
Summary of all articles of Organization & Power.
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Samenvattingen artikelenORGANIZATION AND POWER
Ball, 2010. Workplace surveillance: an overview
Surveillance refers to management’s ability to monitor, record and track employee performance,
behaviors and personal characterics. Functions as way of controlling access.
Monitoring and surveillance have different connotations to their audiences. Monitoring is neutral, no
dystopian baggage.
The range of techniques used varies from computer and telephone logging to drug testing, mystery
shopping, closed-circuit television, mobility tracking and electronic recruitment. Internet is responsible for
growth.
Surveillance and business organizations go hand in hand. Controlling positions below them in the
hierarchy.
Controversies generally arise in three situations:
1. When employee monitoring goes beyond what is reasonable or necessary.
2. When they demand exacting and precise information as to how employees use their time
3. When the application of monitoring compromises working practices and negatively affects
existing levels of autonomy and trust.
Identifying what is legitimate and what not. (personal characteristics is more persuasive)
Reasons why organizations monitor their employees
- Function creep ( how one particular surveillance technique can reveal more than one kind of
information
- Self-discipline and self-surveillance are central to systems to empower
- Not only produces measurable outcomes but also particular cultures
1. Maintain productivity
2. Protect corporate interests
3. Protect from legal liabilities
Surveillance is developing in 3 directions:
1. Increased use of personal data, (datamining, CV tags)
2. Biometrics (managing health and safety, drug testing)
3. Covert surveillance (monitor internet activity, checked for offensive content, email conversations)
Excessive monitoring van detrimental to employees
1. Privacy can be compromised
2. Exhibit function creep
3. Creative behavior may be reduced
4. Behaviors the employer expects
5. Produce behaviors it was designed to prevent (manipulate boundaries, resistance sabotage)
Mediating the negative effects of surveillance and monitoring
- Multiple factors concern the way in which supervisors and managers design work in such a way to
limit of balance the emphasis on monitoring
- Task design, monitoring has to be appropriate for the task (easy measurable)
, - Supervisors show consideration towards their subordinates and recognize interaction with
simarly monitored co-workers
- Results of monitoring should be balance by wider feedback (appraisal en coaching)
- Communicate monitoring criteria
- Involve employees in design and implementation
Cognitive factors refer to employees predispositions towards monitoring itself.
Social processes around monitoring
- Powerful cultures supporting the use of monitoring
- Importance of social facilitation
- A key finding is how it becomes appropriated by worker groups and embedded within workplace
cultures
- Cultures can be mobilized in order to legitimate, problematize or afford monitoring
- Key message is that surveillance is embedded within organizations signifies different meanings.
Surveillance at work: the critique
- Privacy: ethics and human rights (privacy concepts, human body, social relations, personal space,
private info, freedom of expression)
- Power and empowerment (extension of control, used at bottom of organizations, resistance to
surveillance)
- Social exclusion (e-recruitment, biases, rules of tumbs, writing skills, discrimination)
Conclusion
- Organizations and surveillance go hand in hand
- Social and technological forms
- To protect assets
- Affecting well-being, work culture, productivity, motivation and creativity
Bartunek, Rynes & Ireland, 2006. What makes
management research interesting and why does it
matter?
AMJ articles more interesting.
1. Expand AMJ mission statement
2. Recruit some addtitional AMJ board members
3. Conduct a second editorial board survey
Why does being interesting matter?
The importance of research question an the validity of conclusion are most central.
Interesting cannot substitute validity.
Benefits from interesting research
- Scholars who produce interesting research have more influence on others
- Materials that are perceived as interesting produce a higher degree of learning
- Increases probability that they will read article
- Attracting, motivating, and retaining talented students
- Increase visibility and impact of research
What makes theoretically based research interesting?
- Disconfirms the assumptions
- Engages readers attention when it stands out
- Summarized general types of interesting contributions
, - Inextricably links article and audience
What makes empirical research interesting? Four perspectives
- Board Survey, challenge current assumptions
- A Brazilian perspective, both groups care about quality
- A media perspective, timeliness, finding in form of numbers, some topics always interesting
- Interesting researchers view, no one single factor makes an project interesting.
Poole, & Van de Ven, 1989 Using Paradox to Build
Management and Organization Theories
Relatively little attention has been paid to the opportunities offered by tensions, oppositions, and
contradictions among explanations of the same phenomenon.
Four different modes of working with paradoxes can be distinguished:
1. accept the paradox and use it constructively;
2. clarify levels of analysis;
3. temporally separate the two levels; and
4. introduce new terms to resolve the paradox.
Because organizational theories attempt to capture a multifaceted reality with a finite, internally
consistent statement, they are essentially incomplete. An alternative strategy for theory building can be
proposed: Look for theoretical tensions or oppositions and use them to stimulate the development of
more encompassing theories
A logical paradox "consists of two contrary or even contradictory propositions to which we are led by
apparently sound arguments" They present opportunities to discover different assumptions, shift
perspectives, pose problems in fundamentally different ways, and focus on different research questions.
(vb: liar)
A management/organizational paradox = the difficulty in reconciling the explanation of behavior as a
function of structural determination with the equally strong claim that it is the product of purposive
action. (stability change)
Four ways to address paradox in organization and management theories.
They present opportunities to discover different assumptions, shift perspectives, pose problems in
fundamentally different ways, and focus on different research questions.
VB. Is organization stable or changing, but if there always changing isn’t that a stable organization?
Four methods for working with paradox
(1) We can keep A and B separate and their contrasts appreciated (opposition)
• Ambiguity can result in sloppy analysis
(2) We can situate A and B at two different levels or locations in the social world (e.g., micro and
macro levels, respectively) (spatial separation)
• This approach assumes that one horn of the paradox operates at one level of analysis
(e.g., macro), while the other horn operates at a different level (micro). To utilize this
strategy successfully, it is necessary to specify as precisely as possible how the levels
interrelate.
• Voorbeeld: Explanation A might hold for the upper echelons of an organization, while
Explanation B holds for line workers. Some treatments of motivation, for instance,
implicitly assume that top executives must be understood in different terms than
workers or lower-level management.
(3) We can separate A and B temporally in the same location (temporal separation)
, • One horn of the paradox is assumed to hold during one time period and the other during
a different time period.
• Voorbeeld: When does behavioral theory stop holding and cognitive theory begin? At
what point does individual motivation leave off and collective action begin
(4) We can find some new perspective which eliminates the opposition between A and B (synthesis)
• Both sides of the paradox are assumed to be fundamentally sound, and the paradox is
resolved by separating them and specifying how one side influences the other.
Organizational structure and Action
Traditionally, action has been conceptualized as a micro-level phenomenon, while social structure has
been construed at the macro level. Action requires structure, yet structure only exists through action.
Three basic aspects are part of the action::structure paradox.
1. There is ambiguity surrounding the genesis of action and structure.
2. A second aspect of this paradox derives from contrary ontological assumptions about structure
and action. Organizational structures are generally assumed to be concrete and measurable. On
the other hand, action is more subjective and ephemeral.
3. The third paradoxical aspect derives from how action and structure enter into social scientific
explanations. Traditionally, structural emphasis has resulted in a deterministic explanation.
Structuration refers to the process of production and reproduction of social systems via members'
application of rules and resources. Implicit in this definition is a distinction between system and structure.
Bechky, 2006. Gaffers, Gogers, and Grips: Role-Based
Coordination in Temporary Organizations.
Temporary organizations try to capitalize on the specialized skills of their members, while keeping costs
of coordination to a minimum. These organizations bring together a group of people who are unfamiliar
with one another's skills, but must work interdependently on complex tasks. Temporary organizations are
characterized as flexible, discontinuous, and ephemeral.
Coordination in Temporary Organizations
As temporary organizations face high levels of task and environmental uncertainty, they would be
expected to rely on interpersonal processes rather than depend on formal structures. Organizational
flexibility does not necessarily occasion unstructured work organization. Taken together, these studies of
work imply that while temporary organizations may provide flexibility from an industry standpoint, the
stylized view of temporary organizations as unstructured at the level of the work is inaccurate. Even
flexible systems have means of organization, constraint, and control.
A role-based approach to coordination
One mechanism for coordination suggested in the organizational literature is a clear role structure.
Two streams of role theory, the structural and the interactionist, provide different approaches to role
analysis
- Structural perspective, a role is a bundle of tasks and norms
- Interactionist perspective, focus on ways individuals can (re)construct social arrangements
through role-taking.
Role-based Coordination in Temporary Organizations
Structural context for Role-Based coordination on film sets.
Role-based coordination entails the daily enactment by crew members of a generalized role structure that
allows for continuity as well as negotiation of roles on each film set.
Interorganizational career progression (Roles are fluid, early career mobility, less firing, because you need
the equipment and few others, hierarchy moet laag beginnen en pakken wat je pakken kan)
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