SV Organization & Power
Inhoudsopgave
Week 1.......................................................................................................... 2
HC1: Introduction studying power in organizations.........................................................2
HC2: Bureaucracy, efficiency & different forms of control..............................................4
Week 2.......................................................................................................... 7
HC3: Agency & Structures – Supra individual..................................................................7
HC4: Different dimensions of power: A typology...........................................................12
Week 3........................................................................................................ 14
HC5: Workplace surveillance........................................................................................14
HC6: Democratization and distributed power...............................................................16
Week 4........................................................................................................ 20
HC 7: Leadership, complexity and power......................................................................20
HC8: Paradoxes and complexity...................................................................................23
Week 5........................................................................................................ 26
HC 9: Social class, power and organizations.................................................................26
HC10: Diversity, Safe spaces and Hot Topics................................................................29
Week 6........................................................................................................ 32
HC11: AI and Control.................................................................................................... 32
HC12: Ecosystems & Climate change...........................................................................34
,Week 1
HC1: Introduction studying power in organizations
We live in a society of organizations (Perrow, 1991). Organizations are
crucial for understanding societal dynamics, just as insights into society
are essential for understanding organizing processes (Friedland & Alford,
1991).
What is an organization?
Organizations: Despite the familiarity of the term, organizations are
diverse and complex, making it difficult to provide a single definition.
Many perspectives offer partial views, each highlighting different features
of organizations.
- Formal structure: Organizations are typically formal, structured
and goal-oriented
Different perspectives
- Organizations as social entities, designed as coordinated activity
systems linked to their external environments.
- Some define organizations as systems of consciously coordinated
personal activities.
- Other perspectives see organizations as arenas where power
struggles occur.
- Some theorists argue that instead of talking about “organizations”,
we should focus on “organizing” as a process.
Objectives of organization and power studies
- Deeper knowledge: The course aims to expand knowledge of
organizations, organizational processes and power.
- Research context: It sets a foundation for researching, analyzing
and theorizing organizing in various context.
- Understanding power: Power within, outside and between
organizations is crucial to understanding their functions and role in
society.
Theorizing on organizations and power
It’s not about theory vs. practice, but about informed knowledge,
aiming to deepen understanding. Different types of theory are:
- Explanatory: Describes causes and effects
- Interpretive: Aims to understand meanings
- Emancipatory: Seeks to address inequalities and promote freedom
What is theory?
Theory: A set of interconnected concepts and propositions that
systematically explain phenomena by specifying relationships between
variables. Goal is to explain and predict.
,Theory and conceptual models
- Social Identity Theory (Tajfel, 1979): Group membership (e.g.
social class / team) is a key source of pride and self-esteem.
- Grounded Theory (Glaser & Strauss): Research begins with open-
ended questions, and as data is gathered, core theoretical concepts
emerge. Links are then developed between those concepts and the
data.
o Theories and paradigms, heuristics, windows: Each offers
a way to view and explain the world.
Organizations as a Social Science Discipline
Focus is not just on efficiency and management, but on understanding
societal embedding.
- Verstehen: Understanding social phenomena and the different
methods and theories that apply.
- Biases and common sense: Recognizing that even academic
definitions may carry biases.
Organizations: A broader view
The term “organizations” is ambiguous, referring both to the process of
organizing and the outcome. Understanding this duality helps capture the
full scope of organizational life.
, HC2: Bureaucracy, efficiency & different forms of control
Power as control in organizations
Societal control: Mechanisms (societal, organizational, political) regulate
behavior to ensure conformity to organizational rules.
Power: The ability of “A” to influence “B” so that “B” acts in ways they
otherwise wouldn’t. “B” is dependent on “A”.
Forms of control
- Hard coercion (formal control): Enforced through rules, regulations
and sanctions.
- Soft coercion (informal control): Enforced through norms, values
and socialization (more difficult to make explicit).
Max Weber (1864-1920) – Theory of Rationalization
Weber is foundational for the sociology of organizations. He describes how
our times are marked by rationalization and intellectualization,
leading to the “disenchantment of the world”. He explains three types of
authority-based organizations:
1. Traditional authority: Based on custom, precedent and ritual (e.g.
religion)
2. Charismatic authority: Based on the personal qualities of a leader
(traits, domination or narcissism)
3. Rational-legal authority: The modern bureaucratic system based
on rules and formal rationality
Bureaucracy and Rational-Legal systems
Bureaucracy is about control based on knowledge. It emphasizes
hierarchical structures where power is exercised according to formal rules,
rather than personal characteristics of the leader. Key idea: The focus of
bureaucracy is not on the individual leader but on the functioning of the
bureau (office).
The Legacy of Weber for organizational theory
Weber emphasized rationality over efficiency. His word focused on ideal
types of organizational forms and their intended and unintended
consequences. Bureaucracies exert strong forms of control but can also
lead to alienation and red tape (a metaphor for excessive regulations).
Henri Fayol: Span of Control
The span of control is the number of people who report to one manager:
- A wide span means many people report to one manager
- A narrow span means fewer people report to one manager
Taylorism and Fordism
Frederick Taylor and Henry Ford revolutionized work process with scientific
management principles and the assembly line.
- Taylorism: Focuses on maximizing worker efficiency through
division of labor
Inhoudsopgave
Week 1.......................................................................................................... 2
HC1: Introduction studying power in organizations.........................................................2
HC2: Bureaucracy, efficiency & different forms of control..............................................4
Week 2.......................................................................................................... 7
HC3: Agency & Structures – Supra individual..................................................................7
HC4: Different dimensions of power: A typology...........................................................12
Week 3........................................................................................................ 14
HC5: Workplace surveillance........................................................................................14
HC6: Democratization and distributed power...............................................................16
Week 4........................................................................................................ 20
HC 7: Leadership, complexity and power......................................................................20
HC8: Paradoxes and complexity...................................................................................23
Week 5........................................................................................................ 26
HC 9: Social class, power and organizations.................................................................26
HC10: Diversity, Safe spaces and Hot Topics................................................................29
Week 6........................................................................................................ 32
HC11: AI and Control.................................................................................................... 32
HC12: Ecosystems & Climate change...........................................................................34
,Week 1
HC1: Introduction studying power in organizations
We live in a society of organizations (Perrow, 1991). Organizations are
crucial for understanding societal dynamics, just as insights into society
are essential for understanding organizing processes (Friedland & Alford,
1991).
What is an organization?
Organizations: Despite the familiarity of the term, organizations are
diverse and complex, making it difficult to provide a single definition.
Many perspectives offer partial views, each highlighting different features
of organizations.
- Formal structure: Organizations are typically formal, structured
and goal-oriented
Different perspectives
- Organizations as social entities, designed as coordinated activity
systems linked to their external environments.
- Some define organizations as systems of consciously coordinated
personal activities.
- Other perspectives see organizations as arenas where power
struggles occur.
- Some theorists argue that instead of talking about “organizations”,
we should focus on “organizing” as a process.
Objectives of organization and power studies
- Deeper knowledge: The course aims to expand knowledge of
organizations, organizational processes and power.
- Research context: It sets a foundation for researching, analyzing
and theorizing organizing in various context.
- Understanding power: Power within, outside and between
organizations is crucial to understanding their functions and role in
society.
Theorizing on organizations and power
It’s not about theory vs. practice, but about informed knowledge,
aiming to deepen understanding. Different types of theory are:
- Explanatory: Describes causes and effects
- Interpretive: Aims to understand meanings
- Emancipatory: Seeks to address inequalities and promote freedom
What is theory?
Theory: A set of interconnected concepts and propositions that
systematically explain phenomena by specifying relationships between
variables. Goal is to explain and predict.
,Theory and conceptual models
- Social Identity Theory (Tajfel, 1979): Group membership (e.g.
social class / team) is a key source of pride and self-esteem.
- Grounded Theory (Glaser & Strauss): Research begins with open-
ended questions, and as data is gathered, core theoretical concepts
emerge. Links are then developed between those concepts and the
data.
o Theories and paradigms, heuristics, windows: Each offers
a way to view and explain the world.
Organizations as a Social Science Discipline
Focus is not just on efficiency and management, but on understanding
societal embedding.
- Verstehen: Understanding social phenomena and the different
methods and theories that apply.
- Biases and common sense: Recognizing that even academic
definitions may carry biases.
Organizations: A broader view
The term “organizations” is ambiguous, referring both to the process of
organizing and the outcome. Understanding this duality helps capture the
full scope of organizational life.
, HC2: Bureaucracy, efficiency & different forms of control
Power as control in organizations
Societal control: Mechanisms (societal, organizational, political) regulate
behavior to ensure conformity to organizational rules.
Power: The ability of “A” to influence “B” so that “B” acts in ways they
otherwise wouldn’t. “B” is dependent on “A”.
Forms of control
- Hard coercion (formal control): Enforced through rules, regulations
and sanctions.
- Soft coercion (informal control): Enforced through norms, values
and socialization (more difficult to make explicit).
Max Weber (1864-1920) – Theory of Rationalization
Weber is foundational for the sociology of organizations. He describes how
our times are marked by rationalization and intellectualization,
leading to the “disenchantment of the world”. He explains three types of
authority-based organizations:
1. Traditional authority: Based on custom, precedent and ritual (e.g.
religion)
2. Charismatic authority: Based on the personal qualities of a leader
(traits, domination or narcissism)
3. Rational-legal authority: The modern bureaucratic system based
on rules and formal rationality
Bureaucracy and Rational-Legal systems
Bureaucracy is about control based on knowledge. It emphasizes
hierarchical structures where power is exercised according to formal rules,
rather than personal characteristics of the leader. Key idea: The focus of
bureaucracy is not on the individual leader but on the functioning of the
bureau (office).
The Legacy of Weber for organizational theory
Weber emphasized rationality over efficiency. His word focused on ideal
types of organizational forms and their intended and unintended
consequences. Bureaucracies exert strong forms of control but can also
lead to alienation and red tape (a metaphor for excessive regulations).
Henri Fayol: Span of Control
The span of control is the number of people who report to one manager:
- A wide span means many people report to one manager
- A narrow span means fewer people report to one manager
Taylorism and Fordism
Frederick Taylor and Henry Ford revolutionized work process with scientific
management principles and the assembly line.
- Taylorism: Focuses on maximizing worker efficiency through
division of labor
