• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

I will discuss two theoretical perspectives, modernist and postmodernist theories of power, control and resistance in organisations,

Extracts from this document...

Introduction

Introduction: Power gets more than one definitions in organisation, so what is power many scientists gave many explanations. Max Webber (1922) offered a definition about power, he said 'the probability that one actor within a social relationship will be in a position to carry out his own will despite resistance', his opinion about power was focus on the capacity of influence of one person's behaviour to another person. Let's see another definition of power, 'Power we mean an individual's capacity to influence decisions' (Robbins 1990, P. 252), he indicated power as a cone, and the power for individuals depends on the different vertical levels and how far from the centre in the cone, the one closer to the power core, the one get more influence to affect decisions. Understanding of power can lead us to see control and resistance. Hatch and Cunliffe (2006, P. 251) gave his thinking of the relationship between power, control and conflict, 'conflict is a manifestation of the continuous struggle over control that power relations imply'. Control is enforced and encouraged by individuals, groups or organisations, and amount of conformity is needed in organisations. 'Resistance has been classically understood as a foundation cause of conflict that is undesirable and detrimental to organisational health' (Waddell & Sohal 1998, P. ...read more.

Middle

Power and Control Power is 'the multiplicity of force relations immanent in the sphere in which they operate and which constitute their own organisation' (Foucault, 1978). Foucault explained that power can shape human's sense and relate each other in an organisation, so it can be seen as a social phenomenon. Power is everywhere in our world, it is scattered to our personal, social, political or organisational life. Disciplinary power and self-surveillance can explain postmodern concepts of power and control. Hatch and Cunliff (2006) gave Foucault's idea about the relationship between disciplinary power and self-surveillance. Foucault thought the expectance of control contributes to self-surveillance. So some theorists have suggested that Foucault's idea of disciplinary power can be used in our everyday life and organisational life, but some of postmodernists also argued about this, they see power and control as involved in our social relations and the interactions between humans, not just depends on some particular positions in society or organisations. Finally, power and control are not offensive each other, they are shared and be used in our everyday life in social, political, or organisational area. Clegg and Kornberger (2003) thought that postmodernism and modernism are related, postmodernism cannot be without modernism, Clegg and Kornberger (2003) ...read more.

Conclusion

In the essay, I introduced two different definitions about power, and then relate to control and resistance, and how power control and resistance relate to modern perspective and postmodern perspective and how those contribute to structure and culture. Reference list Clegg, S & Kornberger, M 2003, 'Modernism, postmodernism, management, and organisation theory', Postmodernism and Management: Pros, Cons and the Alternative Research in the Sociology of Organizations, Vol. 21, pp. 57-88, viewed 18th August 2010, Emerald Database. Cooper, R & Burrell, G 1988 'Organization Studies', Modern, Postmodernism and Organizational Analysis : An Introduction, Vol. 9, issue1, pp. 91-112, viewed 18th August 2010 , Business Source Premier Ebscohost Database. Hatch, M & Cunliffe, A 2006, Organisation Theory, Oxford University Press, New York. Jaffee, D 2008 Ch.2, 'Conflict at work throughout the history of organisations', In Dreu, Carsten K. W. de., Gelfand, Michele J. (eds.), The psychology of conflict and conflict management in organizations, Lawrence Erlbaum Associates, New York, PP55-78. Rashid, Z, Sambasivan, M & Johari, J 2003, 'The influence of corporate culture and organisational commitment on performance', Journal of Management Development, Vol. 22, Issue: 8, pp. 708-728, viewed 24th August 2010, Emerald Database. Robbins, S 1989, Organisation theory structure, design, and application, 3rd edition, Prentice Hall, New Jersey. Waddell, D & Sohal, A 1998, 'a constructive tool for change management', Management Decision, Volume: 36 Issue: 8, pp. 543-548, viewed 24th August 2010, Emerald Database. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Management Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Management Studies essays

  1. Management and Organisational Behaviour

    Therefore a manager's job must consist of planning, organizing, directing, and controlling the resources of the organisation. These resources include people, jobs, technology, information, and money and etc. Managers work in an active environment and must foresee and adapt to challenges.

  2. Leadership Theories - this review seeks to determine which theoretical perspectives, theories and schools ...

    Figure 16 - Distribution of Process and Structure by Perspective 88 Figure 17 - Classification Schemes of Leadership Development (including findings of this study) 91 Figure 18 - Perspectives in Relation to Levels of Analysis and Ontological Stances 94 TABLE OF TABLES Table 1 - Leadership Theories 17 Table 2

  1. What are the observable artifacts, espoused values and basic assumptions associated with Ciscos culture? ...

    All of these attributes point to a clan culture. An Adhocracy Culture has an external focus and values flexibility. This type of culture fosters the creation of innovative products and services by being adaptable, creative, and fast to respond to changes in the marketplace. Adhocracy cultures do not rely on the type of centralized power and authority relationships that are part of market and hierarchical cultures.

  2. General Management - organisation, leadership and theories.

    A manager with human skills allows subordinates to express themselves without fear of ridicule and encourages participation. A manager with human skills likes other people and is liked by them. Barry Merkin, chairman of Dresher Inc., the largest U.S. manufacturer of brass beds, is a cheerleader for his employees.

  1. Business Strategy: Theoretical and Contemporary Approaches

    In monopoly, the industry consists of only a single seller. Oligopoly is an intermediate case where there are a few sellers. A firm under perfect competition has no control over price. On the other hand, a monopolist is likely to have considerable control over price.

  2. Motivation Theories used in Organisations

    The provision of paid holidays and profit sharing helps to meet the workers esteem needs. Also the fact that the organisation takes good care of its workers and provides them with many benefits it could be said a sense of love and belonging is created.

  1. I am going to carry out an investigation on any two organisations and to ...

    This ensures that specific goals are met in line with company policies as well as forming patterns of organisational relationships with effective grouping of departmental activities in order to promote efficiency and effectiveness. Individuals are strategically placed according to skills and abilities, thereby providing an organisational framework based on: 1.

  2. Is performance management merely a means for control

    Firstly, the empirical research of Tetenbaum (1999) will be considered. Tetenbaum looked at the 'seven key practices that improve the change for expected integration and synergies'. Her research concentrated on organisations' acquisitions and mergers and the reasons why some failed and others succeeded.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work