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S3 makt (organizing disciplinary power in a knowledge organization…

- - - - 2 mechanisms
        
        technoloogies of surveillence
        
        examples
        
        performance apprasials
        
        perspectives
        
        productive and enabeling
        
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        reinforcing hierarchial power relationships
        
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        complicity of the agent
        
        differs between type of workers
        
        knowledge workers
        
        less complience , harder to control
        
        reasons
        
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        need rewards other than monetary and hierarchical advancement
        
        types of non-monetary rewards
        
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      - definitions
        
        discipline is a historical constructed worldview and behavioral disposition, built on particular conceptual schemes and practices
    - - def
  - - - monitoring and assessment on personal meetings
      - behavior surveillance and self-reported development enabled supervisors to distribute punishment and rewards
        
        served to sanction corporate ideology and goals to reproduce a particular self-understanding on the part of the employees
    - - monitoring behavior
        
        standardized forms where used, to rate/rank the employee on a number of parameters
        
        expectation of claiming the corporate ladder at a certain pace, otherwise look for a new job
        
        employees were evaluated, differentiated and classified by reference to their performance on their projects
      - monitoring the self
        
        employee self understanding was monitored in personal dialogues concerning their future prospects
        
        were used to assign projects after interests and affinities
    - - constructive feedback
        
        functions
        
        feedback as reward
        
        when feedback was constructive i.e. it were accompanied with instruction on how to improve it was better recieved
        
        guidance about ways of improving in order to move on was regarded as a reward
        
        superior share their opinions about an individuals performance and future prospects
        
        assisted in allocation of workers to diffrent projects
        
        assisted to uphold central notion of corporate ideology regarding continuously change and development
        
        change and improvement became an never ending task
    - - expectation that if you wanted to stay you needed to advance and if you newanted to advance you had to proritize work above everything else. Some employee who didnt want this lookt at the workplace as temporary but they understood the rules and kept their thoughts of quiting to themselves
      - threat
        
        punishment of postponed promotion or dismissal
        
        employees maintained their self by reappraising them leaving as a part of their development
  - - - function
        
        serves to identify and uncover the performance and motives of individuals, producing information used to monitor employee performance and to guide their further development
        
        used to reinforce up-or-out system
        
        cut short all forms of opposition or deviant behavior or any suggesting about working according to new principle
    - - either you accept and conform to the culture (of continuous change and development) and you get rewarded with advancement or you don´t and you are pushed out
- - - - features
        
        bureaucracy is the rational spirits organizational manifestation, and it is very efficient at controlling men and women
        
        The rational spirit rational under capitalism is to fully commit to work creating an iron cage locking in humanity util the last ton of fossilized coal is burnt
      - causes
        
        competition among capitalist firms in the marketplace
        
        competition among states
        
        increasing need of rulers to control staff and citizenry
        
        the bourgeois demand for equal protection under the law
    - - causes of bereaucration and rationalization has changed
        
        structural change is less driven by competition or need of efficiency
        
        organizational change occur as the result of processes that make organizations more similar without necessarily making them more efficient
        
        Bureaucratization and other forms of homogenization emerge, we argue, out of the structuration (Giddens, 1979) of or-ganizational field
  - - - organizational field
        
        those organizations that, in the aggregate constitute a recognized area of institutional life
        
        key suppliers
        
        resource and product consumers
        
        regelatory agencies
        
        competitive firms
        
        phases
        
        1 structuralization
        
        mechanisms/causes
        
        increased in the extent of interaction between organization in the field
        
        the emergence of sharply defined inter-organizational structures of domination patterns of coalition
        
        an increase in the information load with which the organizations in the field must contend
        
        the development of a mutual awareness among participants in a set of organizations that they are involved in a common enterprise
        
        homogenization
        
        mechanisms
        
        encumbrance
        
        goals and organizations may change and new practices might be developed but over time organizational actors making rational decisions construct an environment that constrains their ability for future change
        
        concept
        
        isomorphism
        
        def
        
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        types
        
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        predictors
        
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