College aantekeningen
Alle aantekeningen van de hoorcollege's (uitgebreid)
- Instelling
- Vrije Universiteit Amsterdam (VU)
Alle aantekeningen van de hoorcollege's (uitgebreid)
[Meer zien]Voorbeeld 4 van de 95 pagina's
Voorbeeld 4 van de 95 pagina's
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Voorbeeld van de inhoud
Organization and PowerInhoud
Hoorcollege 1. Organization & Power........................................................................................6
De doelstellingen van organisatie en macht........................................................................6
Theory.................................................................................................................................6
Theory and conceptual models............................................................................................6
Grounded theory.................................................................................................................6
Organizations definitions........................................................................................................7
What makes research interesting.........................................................................................7
What theory is and can be.......................................................................................................8
Readings..................................................................................................................................8
Hoorcollege 2. Bureaucracy, Efficiency & Forms of control.....................................................9
Power – a first definition.........................................................................................................9
Control as power.....................................................................................................................9
Forms of control:.....................................................................................................................9
Modern rational-legal systems and ‘formal rationality’..........................................................9
Max Weber (1864 -1920) - bureaucratie:................................................................................9
Rationalisation:.................................................................................................................10
The legacy of Max Weber for Organizational Theory..........................................................11
Frederick Taylor- scientific management..............................................................................11
Taylor(ism) - The scientific management perspective......................................................11
‘Hawtorne studies’ (1927-1932):..........................................................................................11
Human Relations Theory......................................................................................................11
Theory X and Theory Y (Douglas McGregor)......................................................................12
Big data.................................................................................................................................12
Foucault:................................................................................................................................13
Critical theory:......................................................................................................................13
Hard and soft control – scientific management:...................................................................14
Normative control:................................................................................................................14
But first: organizational culture in context............................................................................14
Joanne Martin - the three perspectives on organization culture............................................15
Engineering Culture at Tech (Gideon Kunda).......................................................................16
Kunda; Normative control:...................................................................................................16
1
, Spanningen (tensions), tegenstrijdigheden en onbedoelde gevolgen....................................16
Hoorcollege 3. Agency & structure: institutions, interactions & intentions.............................17
Lessons 1 tm/ 12...................................................................................................................18
Lesson 1. Duality..............................................................................................................18
Lesson 2. Normality..........................................................................................................19
Lesson 3. Subjectification.................................................................................................20
Lesson 4. Dialects.............................................................................................................21
Analytical purchase...........................................................................................................21
Lesson 5. Zooming in & out.............................................................................................22
Lesson 6. Process, conflict, power....................................................................................23
Lesson 7. Unintendend consequences...............................................................................24
Lesson 8. Recalcitrant instrument.....................................................................................25
Lesson 9. Act back upon us...............................................................................................25
Lesson 10. Of our own making.........................................................................................25
Lesson 11. Products of sociality........................................................................................25
Lesson 12. Who’s the boss?..............................................................................................25
Hoorcollege 4. Dimensions of Power.......................................................................................26
Fleming and Spicer: Dimensions or ‘faces’ of power:..........................................................26
1. First dimension - COERCION......................................................................................26
2. The second dimension - MANIPULATION.................................................................27
3. The third dimension - DOMINATION.........................................................................27
4. The fourth dimension- SUBJECTIFICATION.............................................................29
Hoorcollege 5. Democratization and distributed power...........................................................33
Dealing with difference - Follet............................................................................................33
Organization as islands of autocracy.....................................................................................34
Why, then, are organizational and economic democracy not the norm?...............................34
The iron law of Oligarchy.....................................................................................................34
The tyranny of structurelessness...........................................................................................34
The tyranny of structurelessness.......................................................................................35
Selling out/ falling out...........................................................................................................35
A long History: Polanyi’s (1944) Double Movement...........................................................35
The fetischization of profits..................................................................................................36
Artikel: 1. Ethical argument: firm are political entities........................................................36
Artikel: 2. Social & Environmental Argument.....................................................................36
Artikel: 3. Economic Argument: Knowledge/Digital/Creation Economy............................36
2
, Collaborative Creation as Driver of Success........................................................................36
Patroon 1: Rythm..................................................................................................................38
Agile..................................................................................................................................38
Mit Collective Intelligence................................................................................................38
Patern 2 : Nestedness............................................................................................................39
Cell structure Design.........................................................................................................39
Patroon 3: spirit.....................................................................................................................40
Affectieve controle in Collaborative work........................................................................41
Hoorcollege 6. Workplace surveillance: The modern panopticon............................................42
Surveillance, a lens...............................................................................................................42
De post-industriële samenleving...........................................................................................42
Conflicting values.............................................................................................................42
Critical theory.......................................................................................................................42
Surveillance as form of control.............................................................................................43
Dual nature of surveillance; Voorbeeld 1: Safety en security...........................................43
Dual nature of survaillance: Voorbeeld 2: hospitals en care.............................................43
Where it all started: workplace surveillance (Kirstie Ball)...................................................44
Surveillance as testing technique:.....................................................................................44
Electronic surveillance techniques........................................................................................44
Particapory-surveillance (vrijwillig toezicht).......................................................................45
Sousveillance........................................................................................................................46
Undecided space................................................................................................................47
Hoorcollege 7............................................................................................................................47
Our understanding of (self-) identity:...................................................................................48
The most central divide in identity studies:..........................................................................48
Post structuralism:.................................................................................................................49
Identity work in conditions of late modernity:..................................................................50
Criticial interest for studying identity...................................................................................51
Hoe geeft taal vorm aan identiteit?...................................................................................51
Foucault on power, discourse and knowledge:.................................................................52
How focus shifted to identities in organizations...................................................................53
The ideology of meritocracy.............................................................................................53
Status anxiety:...................................................................................................................54
Identity regulation:................................................................................................................54
Managing the ‘insides’ of people......................................................................................54
3
, How identity regulation is achieved..................................................................................55
Hoe discoursen de identiteit vormen.................................................................................55
Verschillende vormen van identity regulation...................................................................55
Three employee responses....................................................................................................56
Resistance at the level of Dis- Identification........................................................................56
Hoorcollege 8. Consultancies & Cultures of Fun.....................................................................58
How can identity regulation be resisted?..............................................................................58
How are identities shaped in consultancies?.........................................................................58
Positive connotation with consulting....................................................................................58
Negative perceptions of consulting.......................................................................................58
Identity regulation and resistance in consulting....................................................................58
Hoorcollege 9............................................................................................................................60
Paradoxes..............................................................................................................................60
Social paradoxes:..................................................................................................................60
Paradox of team collaboration..........................................................................................61
Scott Poole (artikel): how do cope with paradoxes...........................................................61
Organizational deviance (afwijking)=...................................................................................62
The accident as an organization problem:.............................................................................64
Acceptable risks:...................................................................................................................64
“Normal” accidents...............................................................................................................66
The eight signs of Groupthink:.............................................................................................67
Hoorcollege 10..........................................................................................................................69
Definitions and heuristics:....................................................................................................70
Stogdill and the Great Man Theory.......................................................................................70
Leadership heuristics : historisch gewortelde ideeën die nog steeds actueel zijn................72
2. Contingency approach.......................................................................................................73
3. The new leadership approach............................................................................................74
4. Alternative views are necessary:.......................................................................................75
There is a crisis (in) leadership:............................................................................................76
Complexity Theory: CAS as unit of analysis........................................................................76
Leadership in Complex Adaptive Systems (CAS):...............................................................78
Hoorcollege 11. Ecosystems and Climate Change – Chris Wright...........................................79
Climate change business risk................................................................................................79
Climate change opportunities................................................................................................79
Creative self-destruction.......................................................................................................80
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