Management in Organisations (Professional Identity (Expected Identity…
Management in Organisations
Is one who is totally committed to his or her work duties
Is always available to fulfil his or her work duties
expected to prioritise work ahead of family, personal needs, and even health
Organisational mechanisms of Identity control.
Structure of work
Characterised by the prioritising of work demands over other life demands
Going above and beyond
Often hard to evaluate performance, organisations often do it by evaluating people based on their identities.
Works to reinforce the given structure of work by rewarding those who fit in with it, and penalizing those who don't.
Combined, this is typically how the organisation controls it employees in terms of who succeeded and who failed.
Within the reading, it was noted that these controls were essential in getting consultants to adopt the expected professional identity.
Professionals cope with conflicting identities by ‘straying’ from the expected identity
Misinterpretation of membership within the favoured group
Internalising conflict. Making private changes in your life in order to deal with the issues.
Disclosure of non-membership within the favoured group.
Employer expectations and beliefs
Own beliefs and expectations
Comprises of: Goals, Values, Beliefs, Norms, Interaction styles, and Time horizons.
Conflict arises from difference between Expected Identity and Experienced Identity.
Organisations expected their workers to follow the Expected Identity.
Congruence vs. Conflict
Employees will not experience conflict if expected identity are equal to experienced identity.
It is very rare for both identities to be congruent.